Talent Acquisition

In the war for talent organizations must develop a multi-layered talent acquisition approach in order to gain a competitive edge and attract coveted passive candidates. A talent acquisition strategy should be high-touch—engaging with candidates throughout the entire lifecycle from application to hire to onboard. Technology powers organizations to elevate the candidate experience. Social media channels offer the opportunity to deliver engaging content and reinforce employment branding to top talent.

Built By Innovation

Targeted sourcing is key to Ericsson’s tech-driven talent acquisition strategy. By Debbie Bolla

Ericsson is no stranger to changing with the times. The communications tech company has gone through several iterations during its 140-year history—from producing mechanical to electrical switchboards to electronic solutions and today’s mobile systems. The organisation is always trying to get ahead of the latest technology, and having the best talent at its fingertips is critical to achieving this goal.

Ericsson is one of the largest software companies in the world, with more than 100,000 employees in more than 180 countries. With its recent expansion into the services and customised software market, the organisation needed to rethink its talent acquisition strategy in order to get ahead of competitors.

“We were already going through a transformation as a company, moving into software and services,” recalls Gunjan Aggarwal, former global head of talent acquisition, M&A, and HR for Ericsson.

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2017 Baker’s Dozen Customer Satisfaction Ratings: Enterprise Recruitment Process Outsourcing

By The Editors

HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services. The ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.

Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. In order to determine an overall ranking, we analyse results across three subcategories: service breadth, deal sizes, and quality. Using a predetermined algorithm that weighs questions and categories based on importance, we calculate scores in all three subcategories as well as an overall score. The rankings are based on those scores. The numbers presented in the tables represent those calculated scores.

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Industry Innovators

Learn more about the 2017 CHRO of the Year EMEA and Talent Acquisition Leader of the Year EMEA Award finalists.

By Christa Elliott

CHROs and talent acquisition leaders are the driving forces behind a company’s culture and productivity. The processes of finding, selecting, and managing employees are never simple, but thanks to the vision of great HR leaders, organisations have the ability to attract and retain top talent at all levels. The 2017 CHRO of the Year EMEA and Talent Acquisition Leader of the Year EMEA finalists have taken the necessary steps to accomplish this for their organisations, and these awards honour their great work and accomplishments.

The 2017 CHRO of the Year EMEA and Talent Acquisition Leader of the Year EMEA Awards recognise CHROs and talent acquisition leaders who have responded to industry changes and challenges with creative programmes and attention to the unique needs of the business they serve.

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What Workers Want

Organisations need to evolve their hiring practices around the preferences of emerging career archetypes in Asia.

By Rachele Focardi

Today, every company’s main priority is talent attraction. Whether hiring numbers increase or decrease, every organisation needs to attract the right people to fulfill its business objectives. This is especially true for companies recruiting in Asia, where the pressure on the talent market has increased tremendously in recent years. Enter millennials. Their approach to work has fundamentally changed how organisations approach hiring.

According to a joint study between Universum and INSEAD, the main motivator for millennials in Asia to take a job is cultural fit—not prestige. The study also found that millennials’ top fear when it comes to their future career is not being able to find a job that matches their personality.

There are other differences in work preferences.

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More Than One-and-Done

Five ways organizations can get the most from their employee assessments.

By Tom Schoenfelder

Do psychometrics really work with regards to hiring and development? After all, people are the most valuable asset in an organization, so it makes sense to explore all avenues for hiring the best talent. When considering personality tests and other tools like aptitude and reasoning assessments for that purpose, organizations are looking to gain a competitive advantage, but they don’t want to waste money.

However, companies may be asking the wrong question. They shouldn’t be wondering whether or not psychometric instruments work; they should be exploring if they are using psychometric instruments correctly.

Consider this: The majority of organizations are leveraging validated instruments from leading assessment companies—not some dollar-store questionnaire or a free phone app.

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One Step Ahead

New research reveals the top sources for talent and how organizations can leverage them.

By Amber Hyatt

Recently, it has been said that it’s a candidate’s job market with the competition for talent fiercer than ever. Consider these statistics:

• As of February 2017, there were 5.7 million job openings.

• As of April 2017, the Bureau of Labor Statistics reported the voluntary quit rate at 3.1 million.

• As of February 2017, DHI Group reported U.S. Jobs Mean Vacancy Duration was 27.8 working days .

• Mercer’s Talent Trends report found that 92 percent of employers expected an increase in competition for talent in 2017.

In a nutshell, U.S. companies have more job vacancies that are taking longer to fill due to increased competition.

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2017 HRO Today Baker’s Dozen: Recruitment Process Outsourcing

We rank the top providers based on customer satisfaction surveys.

By the Editors

HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services. The ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.

Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. In order to determine an overall ranking, we analyze results across three subcategories: service breadth, deal sizes, and quality. Using a predetermined algorithm that weighs questions and categories based on importance, we calculate scores in all three subcategories as well as an overall score.

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Own the Workforce

As organizations change, talent acquisition practices must evolve with them.

By Debbie Bolla

When the nature of your business can cause unpredictable volume levels on a day-to-day basis, headaches are bound to happen for HR. For Todd Vallely, group vice president of global distribution and fulfillment for Abercrombie & Fitch, managing volume-sensitive functions common in retail like online merchandise orders, redlines and direct-to-consumer sorting and packaging was challenging to say the least.  Working with labor management firm SIMOS Insourcing Solutions instead of multiple staffing agencies, provided Abercrombie & Fitch what they needed—and a whole lot more.

Take, for example, Abercrombie & Fitch’s online business. Prior to working with SIMOS, merchandise would come from vendors unbagged and Vallely’s crew would need to polybag it before it could be placed back as stock.

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Midsize Momentum

RPO moves beyond just cost savings and brings strategic value to the hiring process in this segment.

By Christa Elliott

Midsize RPO deals continue to gain market share as they have proven to help solve talent challenges for organizations with 5,000 employees or between 500 and 1,000 hires per year. RPO has become an incredible tool that can help free HR leaders to play a more strategic role and to focus on broader organizational strategies that may not have been concerns five or 10 years ago. In today’s candidate-driven market, attracting talent with a robust employer brand and on new talent channels is more imperative than ever. In fact, according to CareerArc’s 2015 Employer Branding Study, 75 percent of job seekers consider an employer’s brand before even applying for a job.

With these strategies mission critical for leading organizations, HR managers need to ensure that they are at the top of the talent game.

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Happy Together

Combining internal and external recruitment resources provides a competitive edge in today’s market.

By Paul Harty

Due to the various changes within the global economy, talent acquisition leaders are under increasing pressure to ramp up hiring quickly and pivot in near-real time to address rapidly evolving needs. It’s no longer uncommon for talent acquisition managers to be asked to hire an unanticipated few hundred workers in less than two months.

What’s behind this fast-paced and ever-changing business environment? Legislative policy changes are most certainly one of the drivers. For example, healthcare-related businesses have dealt with a tumultuous few months of policy negotiations as federal and state guidelines are in flux. According to the U.S. Labor Department, 15.8 million Americans—or one in nine workers—had jobs in healthcare last year, and the growth in this sector is continues.

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