Keeping candidates engaged throughout the recruitment process is more important now than ever.
By Marta Chmielowicz
It’s called “ghosting”—suddenly ending all communication with no warning. While the practice is a common event in today’s dating scene, it is making its way into the business world. And it is something that both recruiters and job candidates are guilty of: Hiring managers have long allowed applicants to fall into the recruitment “black hole” and candidates are now starting to return the favor by skipping interviews, ignoring job offers, not showing up for start dates, and even quitting without a word. In fact, research from Randstad US finds that 66 percent of U.S. managers report being ghosted by candidates who initially accepted a job offer, but disappeared before the start date.
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.
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.
Innovative technology advancements are changing the global mobility landscape.
By Simon Kent
A recent report from the RES Forum shows that there is still huge untapped potential for the use of technology in aiding global mobility. The report suggests that areas such as pre-assignment support, payroll processes, and repatriation could all benefit significantly from digitalisation. The report’s author, Professor Benjamin Bader, senior lecturer in international HR management at Newcastle University Business School in the UK, says the sector is only just beginning to adopt technology and the future of the function is still up for debate.
Improving the employee experience is a key consideration when attracting and retaining top talent.
By Simon Kent
A positive first impression is often not enough to keep new employees happy and engaged. Whilst a new hire may experience excitement and pride at first, their positivity will decrease if the reality of working for a company doesn’t match their expectations. In order to address this, HR is exploring the employee experience—a consideration of what it is like to work at a company from a multitude of perspectives.
EVP of HR Liz McAuliffe explains how she carries the Un-carrier culture of T-Mobile through to the talent strategy.
By The Editors
Within one’s career, taking the biggest risk often comes with earning the biggest reward. Just ask Liz McAuliffe. While practicing as the in-house employment attorney at Starbucks, Jim Donald, the then CEO, asked her to take a risk by moving into the coffee company’s HR practice. And from that transition, she has been rewarded with a highly successful second career. McAuliffe is now the executive vice president of HR at T-Mobile, the self-proclaimed Un-carrier that is radically changing its approach to both its customers and employees, adopting a people-first strategy that listens first and acts second. McAuliffe has spearheaded this transformation, introducing a number of initiatives to better support employees in their personal and career growth—and drive business success as a result. Learn more here.
Harnessing the power of data is leading to better decision-making and improved employee satisfaction to boot.
By Debbie Bolla
Global mobility has traditionally been a costly investment for organizations. In fact, according to Urban Bound, it costs more than $97,100 to relocate current employees who are homeowners and nearly $73,000 to relocate new hires who own homes. But in a tight labor market where talent is often a key differentiator, can organizations put a price on having the right person in the right role at the right time? That’s a tough question to answer, but luckily data is easing the cost implications of relocation while delivering additional insight into employee satisfaction, productivity, and retention.
Temp-to-hire roles are driving better hiring decisions among both employers and employees.
By Marta Chmielowicz
Talent has long been considered a competitive differentiator for organizations as they seek new ways to thrive, but success in the modern business world increasingly hinges on one capability: agility. Organizations need to be flexible, adapting to dynamic market needs while offering candidates and employees a positive experience. Faced with growing innovation and competition, skill sets and expertise—rather than worker type—are the priority.
HR and IT need to partner to fix the broken employee experience.
By Donna Kimmel
When it comes to attracting and retaining talent, employee experience is one of the most critical elements of success. Around the world, the gap between the number of jobs available and the people available to fill them is the largest it has ever been. And competition is stiff. To get the talent they want and need to power and move their businesses forward, companies need to create an environment that inspires people to do great work.
Move out of the way, AI. It’s time for organizations to turn their focus on another—perhaps more impactful—intelligence: emotional intelligence.
By Marcus Mossberger
The idea of artificial intelligence (AI) has captivated the industry for the last few years, and it seems as though 2018 really saw an explosion of the utilitarian use of the technology at work. And while there is still apprehension about the impact AI will have on jobs, most organizations have acknowledged that they need to incorporate it into their long-term technology strategy. At the same time, another trend seems to be gaining momentum, albeit to less media attention and prognostication: the burgeoning importance of emotional intelligence (EI) in the workplace.
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