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.

Interview Overdose

It’s a candidate’s market and time to rethink how to vet talent.

By Astrid Burr

Time to hire has always been a key metric in assessing how well talent organizations are meeting their hiring targets. It’s also important to business stakeholders who depend on high performers to keep their departments productive. But Glassdoor Economic Research shows average hiring times in the U.S. actually increased from 12.6 days to 22.9 days between 2010 and 2014. The bottom line is: The longer an organization waits, the less likely it is to land the dream candidate.

There are a number of factors at play here, but interviews are among the main drivers. How many rounds of interviews do candidates need to endure before receiving an offer? Over-engineered interview processes are killing modern hiring practices, and it’s time for a change.

A recent study by MRI Network shows the average candidate attends between three and four interviews.

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Come and Stay Awhile

Carefully planning the candidate experience—from recruitment through onboarding—can lead to better hires and higher retention.

By Darren Findley and Tom Brennan

Talent acquisition professionals are paying more and more attention to the candidate experience, and for good reason. Findings from Engage2Excel’s new research report 2017 Trendicators underscore the importance of a positive candidate experience in a highly competitive market and suggest that a single, generic approach will not do the trick.

Savvy recruiters have incorporated marketing into their efforts, and conveying a compelling employment value proposition to the right audience requires a deep understanding of that audience. Organizations that shape the candidate experience from research-based demographic information will have an edge in the war for talent.

A good place to start in creating positive candidate experiences is with the right combination of social and face-to-face engagement.

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Recruiting Driving Revenue

Organizations that leverage best practices in sales hiring will decrease time to fill and increase profits.

By The Editors

The impact of hiring the right sales people at the right time cannot be overstated. Without sales driving top-line revenue, every other part of the organization— including operations, marketing, and finance—will fail no matter how well these departments have executed their responsibilities. Recent research from HRO Today and WilsonHCG shows that while 58 percent of recruiters track the cost per hire of a sales position, they don’t have clarity on the cost of not hiring quickly. This means HR managers are often lacking the information they need to make the best recommendations regarding the urgency needed in hiring sales representatives. 

The study also revealed that HR managers don’t have the information they need to best convey to the C-suite the importance of keeping their sales team fully staffed.

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Value Over Volume

Data is driving a new approach to healthcare benefits: accountable care organizations.

By Molly Loftus

With the new American Health Care Act now in the hands of the U.S. Senate, there’s no doubt that employers will play a major role in true healthcare reform. More than 70 percent of Americans receive health insurance through their jobs, so organizations must actively influence improvements in the quality and cost of care.

At this point in the evolution of employer-sponsored healthcare, reimbursement changes are very much a part of the conversation. Organizations are no longer passive consumers of insurance products; they expect their healthcare investment to yield better patient outcomes, more efficient care, and an improved member experience.   

It is widely recognized that the U.

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Back For More

Boomerang employees are showing their value in APAC’s liquid labour market.

By Christa Elliott

It’s always difficult to watch an employee move on to a different company and opportunity, but thanks to a new global trend in job seeking and hiring, the dreaded resignation letter isn’t always a final goodbye. “Boomerang employees”—workers who leave their job, only to return to their former employer after subsequent roles—have become a worker classification all their own.

Who are these boomerang employees? Some are retirees who choose to return to work for financial reasons or because the retired life doesn’t suit them. Others are younger workers who leave their organisation in search of marketable skills and then return once they have enough experience for a more senior role. On the whole, the trend indicates a growing desire amongst employees around the globe for professional development and learning opportunities at work.

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Talent Grabbers

Four strategies that organisations can leverage to attract and retain top performers.

By Debbie Bolla

Despite the challenges they face, recent research from Harvey Nash shows that a whopping 90 per cent of HR professionals in the Asia Pacific (APAC) region are optimistic. And with good reason. APAC is one of the fastest-developing areas in the world, with multinational organisations setting up in Hong Kong, Singapore, Sydney, Manila, and other regions. This means that competition for talent is fierce, and strategic attraction and retention approaches are no longer just nice to have—they are must-haves.

“National and global organisations in growth mode are putting pressure on the talent market,” says Rachele Focardi, Universum’s senior vice president of employer branding and talent strategy, APAC. “The diversity and complexity across Asian markets call for a highly localised approach and the rise of the millennials, and now Gen Z on the way, has changed the rules of the game.

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Forget Full Time

An examination of the growing use of freelance talent in the APAC region.

By The Editors

Recent research from HRO Today and Allegis Global Solutions found that the use of freelancers in the APAC region is growing rapidly, with 45 per cent of respondents anticipating the use of freelancers will increase in the next 24 months. Use of freelancers over the past two years also increased, albeit more modestly, as nearly a quarter of respondents reported an increase during that time.

What positions do freelancers fill? Technology maintenance, and development, such as website, IT and software, were the most common job roles. Freelance talent is also often applied in the creative realm, including in graphic design, writing, and content.

Where do organisations source this talent? LinkedIn was the only source used by more than 50 per cent of respondents; universities took the second spot, used by 48 per cent of study participants.

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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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