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.

Social Media is the Best Medicine

Three best practices to consider when incorporating online communication channels to recruiting practices. By Christa Elliott Today, talent shortages are a reality for many industry sectors, but healthcare has been hit particularly hard. The Bureau of Labor Statistics projects that by 2024, 439,000 new nursing jobs will be created. Likewise, 23 percent of the current nursing workforce is expected to reach retirement age by 2018, creating a projected 700,000 nursing vacancies. With experienced baby boomer healthcare workers retiring and fewer professionals to train the incoming millennial and Generation Z workers, organizations are eager for skilled labor. And because demand outweighs supply, healthcare organizations need to consider how they are marketing their brand and to do so on the proper talent channels. Enter social media: The communication channels which, for over a decade, have promised better relationships with candidates, more exciting employer-branded experiences, and an expanded talent pool.

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In Jeopardy

New research shows that organizations lack a systematic approach to background checks. Organizations have a strong need for top-tier background screening providers, and that need is increasing monthly. The pre-employment screening industry alone represents a $2 billion domestic market (according to research by IBISWorld), and that amount is expected to grow as more jobs are added that will need background checking. The U.S. Bureau of Labor Statistics’ 2017 forecast is 2.2 million jobs. Coupled with the needs to accommodate volume of hiring, HR in the U.S. faces hundreds of work-related homicides, billions of dollars in employee theft, and numerous applications with embellishments or outright lies annually. In fact, bad hires cost a company nearly $17,000 on average, which doesn’t include damage to employee morale, additional supervision time to train or turn around a bad hire, productivity loss for the organization, revenue that’s not being generated, and client relationships that could turn sour as a result of bad impressions.

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2017 Baker’s Dozen Customer Satisfaction Ratings: Managed Service Programs

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. For this survey, we required 10 responses from eight companies. We reached out to more than 25 providers of managed service programs. In order to determine an overall ranking, we analyze results across three subcategories: features 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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Taking the Market by Brand

Much like candidates applying for jobs, the employer branding game is constantly changing.
By Christa Elliott To attract today’s top job seekers, employers need to put their best faces forward. This means not only offering competitive compensation and stellar benefits, but also cultivating an employer brand that tells candidates, “Your search is over! You belong here.” But the job market is constantly changing, and the job seekers and employees of today aren’t going to be wooed by yesterday’s branding tactics. Innovation in branding should be a strong and focused effort for maximum impact. “[Job seekers want] excitement—will this be a job or an experience?” Lori Hock, CEO Americas, Hudson says. “They want opportunities for learning, growth, cultural fit, and alignment to the company’s values.

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Virtual Reality

Successfully managing remote workers can be achieved with the right planning and tech tools.
By Belinda Sharr
In today’s high-tech atmosphere, it’s essential to be able to manage virtual employees effectively. With the right technology, HR executives can ensure that their staff is able to work efficiently from anywhere, without being restricted to nearby offices. There are still a few important things, however, that managers need to keep in mind when utilizing far-flung workers. According to a recent Gallup survey, 43 percent of U.S. employees said they spent at least some time working remotely in 2016—four percent more than only five years ago. The number of people going remote is increasing rapidly. Technology has allowed talent to be just as productive at home as they are in the office. In fact, they may be even more so, as they do not have office chatter— or even a lengthy commute—to deal with.

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Hello Employee Experience

From sourcing to exit interviews, learn ways to engage with talent throughout their entire tenure.
By Amber Hyatt
Organizations need to move beyond traditional talent management activities to create an employee journey that attracts, motivates, and connects to employee results. This is the central finding of SilkRoad’s 2017 State of Talent report.How can organizations do this? There are several steps leading HR teams can take to ensure top talent is engaged: 1. Create amazing experiences for candidates and employees 2. Move beyond talent management to excite, engage, and motivate employees 3. Blend agile performance with traditional programs 4. Closely align workforce and business outcomes 5. Leverage apps to build the best experience What’s clear from these recommendations is that organizations must say goodbye to a traditional talent management approach focused solely on processes and transactions .

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Right on Schedule

Predictive technology is driving both patient and nurse satisfaction up while pushing costs down.
By Jackie Larson
It’s no secret that the healthcare industry continues to face tumultuous times. On one hand, the demand for patient care services is surging, prompted largely by an improving economy and an aging U.S. population that requires more services. On the other hand, growing shortages of qualified nurses and other clinicians leave hospitals and healthcare organizations around the country struggling to fill vacancies. This juxtaposition of factors—rising demand amid a supply-constrained labor market—makes the ability to efficiently manage the healthcare workforce essential to an organization’s success. Few understand this better than the HR officers charged with hiring the appropriate number of clinicians to meet patient demand—a difficult task given that the volume of patients in a healthcare facility can fluctuate daily.

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Courting Candidates

Recruitment marketing platforms are helping organizations get in front of today’s top talent.
By Madeline Laurano
Quality is not always easy to find. In fact, research from McKinsey & Company found that 40 percent of companies that plan to hire next year have had unfilled vacancies for six months or longer because they cannot find qualified applicants. In order for talent acquisition to be effective, recruitment needs to begin long before a candidate applies for a job. It needs to begin before that individual even knows they want a new job.This shift from a reactive to a proactive model can only happen when talent acquisition professionals stop thinking like recruiters and start to think like marketers. In consumer marketing, companies engage customers and educate them on their brands and products before they purchase a car or computer or take a vacation.

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As the Market Matures

New research outlines the top five drivers of managed service programs.
By Nikki Edwards
There is no denying that the field of talent acquisition is more exciting today than ever before, with organizations facing a series of complex challenges and needs. Organizations have many considerations when it comes to their talent acquisition processes, including: • talent shortages; • the impact of globalization; • increasing compliance and regulation requirements; • analysis of big data; and • advances in consumerism of technology. Key Drivers of MSP Recent NelsonHall research on the managed service provider (MSP) market has identified the key drivers for contingent labor management.
  1. Visibility. The social make-up of the workforce is more complex than ever before with a multi-generational mix of baby boomers, Generation X, millennials, and Generation Z.

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An Innovative Approach

Key areas where global talent acquisition leaders can make the biggest impact, as revealed by new research.
The Editors Interest is growing in talent-acquisition innovation concepts. A recent global study from Alexander Mann Solutions and HRO Today shows that the majority of respondents want to grow these practices, but whilst interest is high, fewer than 10 per cent of respondents are actually implementing any of the top metrics. Understanding innovation is key—as well as knowing what the reasons are behind an organisations’ failure to do so. In the quest to understand innovation, the research study discovered that talent acquisition professionals are facing a challenge that is termed here as “nonnovation.” This happens when HR executes initiatives with the intent to drive new and meaningful change, but somehow the change does not happen.

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