Research & Best Practices

HR innovation—A look ahead to 2017: Part II

What innovation concepts are most relevant to the talent-acquisition function? Alexander Mann Solutions and HRO Today commissioned this study in April 2016 to answer that question – and specifically to understand innovation and what was driving organizations’ failure to innovate. In Part I of this two-part series, we examined what was occurring in terms of innovation on the talent-acquisition front. In the course of our conversations and research, we recognized a need for a new term to describe the phenomena we were hearing from talent-acquisition professionals: We came up with the term “non-novation.” It means more than “not innovating.” It means doing things that seem to drive new and meaningful change, but somehow the change does not happen. Innovators implement change. Non-novators take a detour. In this Part II, we will reveal those innovation concepts most relevant to the talentacquisition function and which types of innovation HR practitioners are hoping to introduce so they can overcome and remove barriers to innovation.

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2016 Global Candidate Study Results: How Best to Engage Candidates

Given the nearly universal adoption of LinkedIn as the go-to recruiting tool, today’s challenge is no longer identifying and sourcing talent, but rather getting their attention among a sea of recruiting inquiries. How do talent acquisition professionals cut through the noise to get candidates’ attention? Hudson and HRO Today conducted a global survey of candidates and recruiters to identify the best methods for getting and keeping candidates’ interest. Here we present the combined candidate and recruiter North American results. The reports in the link below examine the attraction, engagement and communication techniques that talent acquisition professionals claim are the most effective versus those rated by candidates as most effective. The report also blends in commentary and advice from a cross section of seasoned talent acquisition experts: a corporate recruiter, an agency sourcer and a Ph.D. organizational psychologist. Continue reading →

Talent Pooling in EMEA: Five Must-Know Insights for the War for Talent and Engagement

Talent matters to the success of an organisation, and talent acquisition professionals on the front lines are seeing the war for talent heating up.

That’s because the war for talent has actually become a war for engagement, and talent pooling is a crucial way to improve engagement and the candidate experience.

Today’s market requires talent acquisition professionals to build relationships with candidates far earlier in the process, so that candidates become immediately engaged and solid relationships are already in place when vacancies arise.

Engaged candidates then move on to become engaged employees, and Allegis Global Solutions (AGS) has been on the cutting edge of talent-pool development for their clients across EMEA and the globe.  They have thought leaders with lots of key insights necessary to successfully create and use talent pools.

Click here to download the white paper.

 

Yoh’s Worker Confidence Index – Third Quarter 2016

The Worker Confidence Index increased between the second and third quarters of 2016, driven by a slight increase in confidence and trust in leadership.

These results indicate a positive trend over the last year.  Three out of four indices increased since last year’s third quarter results.  The likelihood of promotion index declined only slightly by 0.1 percent.

Job security has remained relatively consistent over the past year, and women continue to report higher levels of confidence in their job security than men.  The liklihood of a raise decreased slightly when compared to last year, and minorities are growing more confident in their job security.

What else does the report show?  There’s much more to learn that impacts HR, and you can download the full report here:

Click here to download the full report.

Which Factors are Blocking HR Innovation?

What is non-novation and why does it matter?  It means not innovating, even while desiring innovation.  It means doing things that would seem to drive new and meaningful change, but somehow the change does not happen.  Innovators implement change, and non-novators take a detour. Non-novation represents an ongoing and widespread problem for organizations.  In a recent McKinsey poll, 94% of the managers surveyed said they were dissatisfied with their company’s innovation performance.  And managers may be even more dissatisfied with the rate of innovation of their HR departments.  Alexander Mann Solutions and HRO Today commissioned a study to better understand this failure to innovate.  In part one of this two-part series, we examined where HR looks for information on innovation and what impedes innovation. Download the study to learn what leading factors are impeding innovation and how you can change them in HR to improve your business: Continue reading →

Rethinking the Talent Strategy

HR can no longer approach talent management strategies the same and expect different
results.  It’s no wonder that a top CEO concern continues to be finding the right talent.  In 2016, 72 percent of CEOs describe “availability of skills” as a serious risk.  But, often HR has the data and information on-hand to achieve results – leaders just need to apply data to their workforce strategies differently and more effectively.

Learn how HR can execute differently and earn better results.  When HR has key
specifics into its needs and challenges, it can proactively address the issues and
understand what type of worker will fill the void.  Drawing candidates from larger—
even global—talent pools increases agility in addressing the talent shortage.

Top performers are out there, but it’s time to rethink how to attract and retain them.

Click here to download the white paper.

The Inescapable Truths about Talent Acquisition, Part II: ‘Talk Data to Me’

In the first part of this two-part white paper series, we demonstrated crucial benefits to investing in HR - including improved patient care, better ability to accomplish your healthcare organization’s mission, and better business results.  Now, the next step becomes selling the business case.  But how? 

Data is the answer.  There is a fear that budgets are constraining HR’s ability to sell the concept of greater HR investment, whether in new technology or in internal talent acquisition resources.  To sell the business case, HR professionals will have to offer the strongest possible evidence.  That evidence is likely dispersed throughout your operations – HR will have to find it and assemble it in a way that connects staffing levels with revenue generation and cost reduction.

Learn our five data points in this white paper that you can use to present your business case and to get the attention of the CEO.

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Worldwide Unemployment Snapshot, Third Quarter 2016

It is becoming more and more difficult to find the “best fit” talent that is needed to fill important and highly specialized roles. In order to adapt to this new challenge, many organizations are turning to the untapped talent pools that lie in global markets. This strategy provides an opportunity for companies to benefit from international economic and population growth while simultaneously strengthening their global brand. In order to explore international labor markets, companies must first consult global labor market data. To fulfill this need, PeopleScout has partnered with HRO Today Magazine to produce quarterly reports that compile current international labor market figures, including measures like national GDP (Gross Domestic Product) and unemployment rates over time, from countries across the globe. Such measures reveal critical information about the state of the talent pool, working conditions, and recruitment needs of various countries and regions. This data is essential in predicting fruitful locations for expansion and recruitment, thereby allowing multinational companies to stay competitive in talent acquisition.

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Social Sourcing in APAC: 10 Best Practices You Need to Know

Social sourcing means finding and attracting the best candidates using today’s social media platforms.  But, there is a vast difference between an organization that uses social media casually and one that uses it purposefully and strategically.

Allegis Global Solutions has worked extensively with employers in APAC markets to create and implement social sourcing programs.  These markets pose special recruitment challenges:  language and cultural differences, legal and national differences, and a wide disparity in technological literacy and sophistication.

As organizations seek the best possible talent in this complex and ever-changing environment, social sourcing is emerging as a critical tool.  Discover our lessons learned from the front lines – our 10 best practices for social sourcing in APAC.

Click here to download the full white paper

HR in the OR

In January 2016, HRO Today produced a report sponsored by Clinical Magnet named “HR in the ER.”  That study explored the link between human resources and business outcomes in hospitals and health systems. As a follow-up to that very successful study, Clinical Magnet commissioned HRO Today to investigate the following question:  What do profitable hospitals do that those struggling to maintain profitability do not?  The research specifically addressed staffing levels, one of the biggest costs of any medical center.  The study was conducted in July and August of 2016 from among 160 respondents from hospitals and medical centers, and included responses from both talent acquisition and finance/accounting managers. A distinction is made in this study between those organizations with a profitability focus and those without, as non-profit hospitals also have bottom-line responsibility, just like for-profit hospitals do.  The difference between these segments isn’t based upon legal structure.

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