Getting strategic about onboarding

Getting strategic about onboarding

Posted by Amy A. Titus and Josh Haims on March 27, 2014

I (Amy) remember my first day on a new job — it was 1999. I walked into my office, had a computer put in front me, and was promptly whisked off to take care of formalities like fingerprinting and drug testing. That was my onboarding. Fortunately, we’ve come a long way in the last 15 years. Today onboarding is recognized as a critically important talent strategy because it can dramatically affect both “hard” factors such as productivity, retention, and costs and those elusive “soft” factors such as employer reputation and referrals that can be a tremendous advantage in a tight talent market.

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Uptick in Manufacturing Focuses Attention on Human Capital

Manufacturing

Posted by Mark Gardner, Tammie Potvin and Ina Gantcheva on February 4, 2013

After years of functioning largely in survival mode, U.S. manufacturing appears to be “back,” enjoying an exciting uptick. Hiring is up; demand for U.S. products is up, along with renewed interest in North American-manufactured products; spending on equipment/machinery is up; energy costs are at historic lows; economists are optimistic—we see a lot of positive and refreshing indicators that manufacturers can rally around. Many of our clients are taking the opportunity presented by the upturn to rethink, and in many cases transform, their HR functions and processes.

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Everyone into the pool?

The Burgeoning Role of Candidate Relationship Management in Talent Acquisition

Candidate Relationship Management

Posted by Robin Erickson, Ph.D. on November 19, 2013

Six months ago, I transitioned from Deloitte Consulting’s Talent, Performance & Rewards practice to Bersin by Deloitte to lead its Talent Acquisition practice. For a brief description of how I got here from there, check out my recent Hire Innovation blog.

The first report I chose to write for Bersin by Deloitte’s Talent Acquisition members was The Talent Acquisition Primer.1 Just as it sounds, this report introduces talent acquisition concepts and tracks its evolution from the basic recruiting practices of the 1940s to today’s complex mix of processes and stakeholders. One of the more recent talent acquisition innovations, driven by a shrinking talent pool overall and shortages in critical talent segments, is the idea of candidate relationship management or “CRM.” What its same-acronym counterpart (customer relationship management) aims to accomplish with customers, candidate relationship management aims to accomplish with candidates. CRM is about establishing a “never-ending” connection with individuals who are potential employees — in essence, creating a pool of talent that can be dipped into to fill job openings when needed.

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