Aligning employer branding and a positive candidate experience is critical to attracting the best talent.
By The Editors
“You only get one chance to make a first impression.” That advice is often given to candidates who are looking for new jobs and engulfed in the interview process. But nowadays, that philosophy is equally important for organizations seeking the best talent. First impressions are often driven by both a positive candidate experience and employer brand communication strategies. And when done right, these approaches create interest and excitement for candidates while employers reap the rewards of a broad, engaged talent pool.
David Schubert shares Baptist Health South Florida’s strategies for building its talent community.
By Debbie Bolla
Employer branding. Employee value proposition (EVP). Artificial intelligence (AI). Diversity and inclusion (D&I). These buzzwords have been around the talent landscape for the last few years and are here to stay. So how can talent acquisition leaders get ahead in one of the tightest markets in years? David Schubert, assistant vice president of talent acquisition for Baptist Health South Florida, has some answers. In his role, he is the leader of hospital and outpatient recruitment for a $2-plus-billion health system with eight hospitals and more than 20 outpatient centers. Schubert has been in the recruiting industry for more than 20 years with success in contingent, corporate, international, and temporary recruitment and staffing.
With a focus on infrastructure and branding, Leigh McCluskey developed Advisor Group’s best-in-class talent acquisition function.
By Marta Chmielowicz
Imagine joining a billion-dollar organization left without a talent acquisition department after being sold off from its parent company—with only five months to get one established. That was the predicament that Leigh McCluskey found herself in on her first day as vice president of talent acquisition at Advisor Group.
Four key principles guide talent acquisition at Fresenius Medical Care North America.
By Marta Chmielowicz
When Greg Pardo joined Fresenius Medical Care North America as its vice president of talent acquisition, the TA function was unfocused and overworked. Although the department was rolling out three to five major programs and hiring 17,000 associates a year, there was little focus on impact or alignment with broader business goals.
New research provides key insight into social media’s effectiveness in building employer brand.
By Larry Basinait
An employer brand represents who an organization is and what it stands for. It sets the stage for interactions and expectations that current and future employees will have with the organization regarding what it’s like to work there. It provides a look into a company’s culture and values, and reinforces those ideals through the behavior of current employees. For many companies, social media is a key element in building the employer brand. In fact, a new study from HRO Today and Allegis Global Solutions finds that 96 percent of study respondents feel it is important. But is the approach effective? Only about one-half (54 percent) say yes. Many factors can impact the effectiveness of an organization’s social media branding efforts, including staff expertise, time devoted to its execution, budget, and corporate reputation.
Factors that make a difference when creating an attraction strategy for this generation.
By Brenda Leadley
By 2020, millennials will make up more than one third of the world’s working population. Allianz Global Corporate & Specialty’s new report, Trend Compass 2019, found that the influx of millennial employees will be a significant challenge for businesses over the next five years. Offering a creative and flexible corporate culture, introducing transparent and fast communication and decision-making structures, and embracing a mission with a social impact are some ways to engage this important segment of the workforce. In the global war for talent, companies need a clear millennial strategy.
Schneider Electric is transforming its human capital management approaches one tech solution at a time.
By Olivier Blum
Demands on employees have increased—and HR must keep pace or risk falling behind. It’s a daily occurrence that employees attend video conferences, use workplace productivity apps, and receive smartphone notifications. They can’t wait for their HR department to catch up with them via phone calls or letters. Modern workers want the same prompt customer service experience that they receive from online marketers. They also expect to feel empowered by their HR departments, not disenfranchised by them.
Pairing a VMS with a traditional MSP—and its many benefits—is now possible for organizations with lower spend.
By Brandon Vogel
Consider this scenario: An organization and a handful of other vendors are sharing a client with an established budget. Each vendor gets a small piece of the pie—enough for them to stay interested, but not enough to be truly invested.
By Elliot H. Clark
When Hamlet contemplates “To be or not to be,” he is actually thinking about suicide, so forgive the title of this column. I am not comparing outsourcing—or not outsourcing—to self-destruction. In fact, I don’t even think outsourcing is a “strategy.” It is a tactical approach to achieve a given set of HR-related tasks or outcomes. That is it. It is not a gut-wrenching test of your philosophical gestalt. It is a big decision to use an external fi rm, but in the modern world of RPO with so many top quality providers, it is an equally big decision to keep recruiting in-house. I have heard of a few big companies that are now working to bring recruiting back in-house. Most of them will fail.
I have seen this movie before. When the unemployment rate drops below the full-employment level, recruiting—and retention, but that is a subject for another day—difficulty rises proportionally. As time to interview and time to fill rise, hiring manager frustrations begin to boil over. The object of their displeasure is the recruiting infrastructure. The talent acquisition leadership and the CHRO come under fire and eventually decide their provider cannot get “the job” done. Then they will make the momentous decision to bring TA back in-house. Welcome to 2005 and 2006! It’s back to the future. The main problem is it largely failed back then. Most of the insourced deals wound up back in the hands of a provider after a few years.
Organisations in Asia need to adopt a five-pronged talent strategy to contend with rising skills shortages.
By Michael Switow
A severe talent crunch is leaving key positions unfilled across Asia-Pacific.
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