Learn how and why today’s organisations are moving toward a total talent approach.
By Michael Switow
From direct sourcing, alumni referrals, RPO, and redeployment to full-time workers, freelancers, SOWs, interns, and robots, the universe of talent acquisition has never been more complicated. Contemporary HR and talent acquisition (TA) professionals now manage more than a dozen potential talent streams, with one eye on recruiting and retaining the right workforce and another on keeping costs under control.
“Decision-making for talent today is decentralised, and I think we can see that when we are really looking at the type of talent that we’re trying to bring in,” says AgileOne’s president Peter Carvalho. “Suppliers right now seem to be pushing the overall total talent strategy.”
Carvalho should know. His company works with more than 2,000 suppliers, whilst serving as a single point of contact for a broad range of clients across 17 industries.
New tech tools can help HR improve hiring processes.
By Michael Switow
Before he joined Allegis Global Solutions, Paul Martin applied for a job at an Australian bank. He thought he was more than qualified for the role, but months went by without any word from the company. After four months, Martin received an automated email stating that he did not get the role. As an HR professional, he understood the requisition was closed and that companies use automated technologies to reply to applicants. But the fact that a formatted letter was the only communication he received left a bitter aftertaste.
In contrast, Martin had a much different experience when he recently went shopping to replace one his favourite messenger bags, a Crumpler “Barney Rustle Blanket.” At the store, the clerk informed him that the 14-year-old bag had a lifetime guarantee. He simply had to provide an email address and leave the bag with them. Soon the correspondence began.
“Hi Paul, Just an update on an old friend.
The benefits and challenges of integrating testing into the hiring process.
By Michael Switow
Although the world of assessing talent has been upended by new digital technologies and the proliferation of smartphones, the rate and manner in which HR departments are adapting varies greatly from company to company.
Laggards make limited use of metrics and psychometric tests, whilst leaders link assessment to business strategy. In between is an area where most organizations sit: recruiters have some training with assessment tools, but have yet to make the process an integral part of the candidate experience.
“We all agree that we need to collect data and assess candidates to bring the right talent to your organisation, but assessment has had its challenges over time in how it’s implemented and its effectiveness in the organisation,” explains Caleb Baker, Alexander Mann Solutions’ managing director for Asia Pacific and emerging markets.
A trio of strategies organisations can leverage to attract top talent.
By Michael Switow
Most HR professionals say that it’s harder to recruit candidates now than it was a year ago. In fact, the two issues most likely to keep HR leaders up at night, according to a global survey commissioned by Korn Ferry Futurestep, are quality of hire and competition for talent.
At the same time, the single most important factor driving talent to choose a company—more significant than money or even career progression—is corporate culture. Is the company inclusive? Does it focus on employees? What about the candidate experience during recruitment and onboarding?
“If candidates are gold and we know how hard it is to find really fantastic people for the jobs that you need, not only for today, but also for what your business needs tomorrow, why don’t we treat them like gold?” says Sue Campbell, managing director for Asia for Korn Ferry Futurestep.
Three trends impacting how HR teams approach talent acquisition.
By Michael Switow
Set against a backdrop of a global war for talent—and leveraging 21st century tools such as smart data, targeted communication, machine learning, and gamification—talent acquisition teams increasingly customise the candidate experience in order to create more successful outcomes.
PeopleScout’s Australia/New Zealand Managing Director Nicole Cook believes that digitisation affects the entire process of talent acquisition, from branding through requisition, sourcing, screening, selection, and hiring.
“When you think about talent acquisition and human resources, for years we’ve been saying, ‘This is what I want,’ and then predicting the people who are going to succeed based on profiles already in the business,” Cook explains. “Now technology has caught up [and can] say, ‘I’m going to tell you: this is who you want.’ The trick with machine learning and artificial intelligence is that it’s [continually] learning and refining.
By Debbie Bolla
This year’s HRO Today APAC Forum in Hong Kong was redesigned to enhance collaboration, learning, and best practice sharing. This workshop-based approach focused on problem-solving in order to help executives “Drive Corporate Strategy.”
If you were unable to attend the Forum, this special digital supplement will provide you with some of the solutions you missed.
Several HR challenges were tackled:
The Digitisation of Talent Acquisition (see page 6 for more)
“When you think about talent acquisition and human resources, for years we’ve been saying, ‘This is what I want’ and then predicting the people who are going to succeed based on profiles already in the business,” explains Nicole Cook, managing director of Australia/New Zealand for PeopleScout. “Now technology has caught up [and can] say ‘I’m going to tell you: this is who you want.’ The trick with machine learning and artificial intelligence is that it’s [continually] learning and refining.
By Taylor Thompson
With Glassdoor reporting that the average job opening attracts 250 resumes, it’s hard to believe that 65 percent of recruiters, according to Jobvite, report their biggest challenge in hiring as a shortage of available talent. So why are talent acquisition teams struggling to manage candidates? Many applicants may just be unqualified. However, when it comes to filling open positions within their organizations, talent acquisition and recruitment marketing teams often fail to access an entire hub of data readily available to them: their past applicants.
Beamery, a candidate-relationship software company, claims that the key to hiring candidates is not just forwarding available jobs, but building valuable employer-candidate relationships prior to the application process. That’s why with the launch of their company in 2014, their offices are already expanding to three major European and American cities and their clientele includes big-name companies like Facebook and VMWare.
By Marta Chmielowicz
The gig economy is exploding, but are companies truly embracing the diversity of their new workforce? For many, the answer is no. According to Ardent Partners’ 2016-2017 State of Contingent Workforce Management report, nearly 38 percent of the world’s total workforce is now considered “non-employee,” but only 63 percent of organizations are reshaping how work is done across the numerous talent sources in their enterprise. Without a unified talent acquisition solution to help manage the different types of workers in today’s world, companies may be missing out on the best-fit talent for their needs.
“By taking a more extensive view of their workforce and embracing a truly blended working population, companies can exercise more flexibility and adapt more easily to alternative ways of working to secure the talent in the right place and the right time to meet their needs,” says Kate Heath, global head of RPO, partners and alliances at Continue reading →