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.

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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Talent at the Top

Get a sneak peek at the 23 finalists for our Talent Acquisition Leader of the Year Awards. By the Editors Recent years have proven that nothing sets an organization apart from others more than its talent, and nowhere is that talent more crucial than at the top of the ladder. In the talent acquisition space, inspired leadership can help companies find and keep a workforce that is excited and ready to do big things in their industry. This is why each year, HRO Today recognizes HR’s greatest recruitment leaders with the Talent Acquisition Leader of the Year Awards. These are individuals who have helped expand their organization’s employee base through ambitious recruiting initiatives, dedicated attention to business needs, and a passion for putting people into the right roles. Sponsored by Cielo, the Talent Acquisition Leader of the Year Awards also acknowledge the difficult and innovative work that leaders do every day in areas such as employer branding, technology, staff development, engagement and retention, and financial analysis.

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Not Enough Care in the World

An aging population combined with a severe hiring shortage creates a challenging time in healthcare recruiting.
Russ Banham
Looking for a career with wide employment availability? On the last day of business in 2016, there were 1.1 million job openings in the healthcare industry: the largest number recorded since the Bureau of Labor Statistics (BLS) started surveying the sector in 2006.The war for talent in the industry stems from several factors, including a fast-aging population that uses the healthcare system more frequently, the retirement of specialized medical professionals, and a growing demand for nurses outside the healthcare sector from businesses that offer highly competitive compensation and benefit packages. The Affordable Care Act—whatever its fate— and the recovery of the U.S. economy have also expanded public access to healthcare.

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Understanding Innovation

New research examines key areas where talent acquisition leaders can make the biggest impact.
The Editors
What innovation concepts are most relevant to the talent-acquisition function? A recent study from Alexander Mann Solutions and HRO Today seeks to answer that question—and to understand innovation and what are the driving forces behind a failure among organizations to innovate. In the quest to understand innovation, the research study discovered that talent acquisition professionals are facing a challenge that is termed here as “non-novation.” This occurs when HR is executing initiatives with the intent to drive new and meaningful change, but somehow the change does not happen. Innovators implement change. Non-novators take a detour. The research also examined different areas of talent acquisition where innovation comes into play.

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Wellness on the Water

Wellness On The Water
Carnival Group improved their employee experience by implementing a customized onsite clinic.
By Christa Elliott
It was Virgil who famously said “The greatest wealth is health,” and with the spike in employee health and wellness offerings it seems that many employers agree. One such employer is Carnival Cruise Line. The well-known cruise line took their wellness programs up a notch in May 2014, when they partnered with Marathon Health to open the Carnival Care Center: an onsite clinic and wellness center for employees at their Miami, Fla. Headquarters.“[The medical center] was an expression of Carnival’s commitment to wellness and really increasing the onsite offerings we have at Carnival.

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Future-Proof Recruitment

Automation is set to take hold of—but not take over—the talent acquisition space. Here are some ways to prepare. By Christa Elliott Will top candidates be hired by robots in the near future? Not likely. Although 65 percent of Americans expect that within 50 years, robots and computers will do much of the work currently done by humans—according to a study from the Pew Research Center—these fears may be unfounded for those who work the talent acquisition space. The early phases of the hiring process can benefit from applying artificial intelligence (AI) technology, but recruitment will always need a human touch. Provided that recruiters do more than source and screen, they are unlikely to be entirely replaced by software. On the contrary, the automation revolution will make their jobs easier and allow them to do more. With the right preparation, organizations can use automation to their advantage—saving time, money, and strategic resources in the process.

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Passive Versus Active

A new research report examines how recruiters can best engage with both types of candidates.
The Editors
Today’s top recruitment challenge is no longer identifying and sourcing talent. It’s engagement: Keeping candidates interested and active throughout the recruitment process. A new research report, 2016 Candidate Engagement, from Hudson RPO and HRO Today, uncovers how recruiters and hiring managers are grabbing candidates’ attention and keeping it. The study examines the engagement techniques that hiring managers and recruiters report are the most effective and compares them to what candidates say are most effective.

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Great Minds

Our roundup of experts provides a critical look at what's to come in 2017. By Debbie Bolla Attracting and retaining top talent. Becoming an employer of choice. Engaging millennials. Leveraging technology and data for informed decision-making. These are just a few of the challenges that HR and talent acquisition leaders report they are currently facing. The pressure on HR to spearhead strategic business solutions has never been greater. In fact, according to a recent Visier survey, 79 per cent report their organisation can't succeed without a strategic CHRO and 78 per cent agree that company success is driven by a CHRO who contributes to business performance. What else does 2017 have in store? HRO Today Global had the opportunity to speak with some of the top leaders in their field at and after the HRO Today Forum EMEA about how HR can succeed in the new year. HRO Today Global: What are the main challenges facing HR in 2017, and what are some strategies to overcome them? Arne-Christian van der Tang: At TomTom, we believe that the main challenge facing HR and the workforce in 2017 is the not a new challenge—it's the ongoing war for talent.

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2016 Baker’s Dozen Customer Satisfaction Ratings: EMEA and APAC RPO

2016 Baker's Dozen Customer Satisfaction Ratings: Recruitment Process Outsourcing: EMEA & APAC 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 five responses from a location in Europe, Middle East or Africa, or Asia Pacific. 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.

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China: Skill Shortage Meets Talent Surplus

Retention strategies and hiring for future potential are keys to recruiting success in the APAC region. Christa Elliott Being that the APAC region is home to nearly 60 per cent of the world's population, it should be no secret that Asia is a fertile hiring ground. But as with any large and underutilised talent pool, recruiting Asian candidates can come with its own unique set of challenges. This is especially true in China. In the current job market, recruiters may find that job seekers in China have an altogether different set of skills, needs, and job preferences than job seekers further west, or even potential hires in other Asian countries. Kimberley Hubble, global RPO leader for Hudson, cites the total vastness of the APAC area as a major challenge both for recruiters and companies hired to provide RPO. "[The] sheer number of countries to be covered in the APAC region and their very different talent challenges [creates a challenge]," she says. "Also, each country has very different talent challenges.

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