Learn how and why today’s organisations are moving toward a total talent approach.
By Michael Switow
From direct sourcing, alumni referrals, RPO, and redeployment to full-time workers, freelancers, SOWs, interns, and robots, the universe of talent acquisition has never been more complicated. Contemporary HR and talent acquisition (TA) professionals now manage more than a dozen potential talent streams, with one eye on recruiting and retaining the right workforce and another on keeping costs under control.
“Decision-making for talent today is decentralised, and I think we can see that when we are really looking at the type of talent that we’re trying to bring in,” says AgileOne’s president Peter Carvalho. “Suppliers right now seem to be pushing the overall total talent strategy.”
Carvalho should know. His company works with more than 2,000 suppliers, whilst serving as a single point of contact for a broad range of clients across 17 industries.
New tech tools can help HR improve hiring processes.
By Michael Switow
Before he joined Allegis Global Solutions, Paul Martin applied for a job at an Australian bank. He thought he was more than qualified for the role, but months went by without any word from the company. After four months, Martin received an automated email stating that he did not get the role. As an HR professional, he understood the requisition was closed and that companies use automated technologies to reply to applicants. But the fact that a formatted letter was the only communication he received left a bitter aftertaste.
In contrast, Martin had a much different experience when he recently went shopping to replace one his favourite messenger bags, a Crumpler “Barney Rustle Blanket.” At the store, the clerk informed him that the 14-year-old bag had a lifetime guarantee. He simply had to provide an email address and leave the bag with them. Soon the correspondence began.
“Hi Paul, Just an update on an old friend.
The benefits and challenges of integrating testing into the hiring process.
By Michael Switow
Although the world of assessing talent has been upended by new digital technologies and the proliferation of smartphones, the rate and manner in which HR departments are adapting varies greatly from company to company.
Laggards make limited use of metrics and psychometric tests, whilst leaders link assessment to business strategy. In between is an area where most organizations sit: recruiters have some training with assessment tools, but have yet to make the process an integral part of the candidate experience.
“We all agree that we need to collect data and assess candidates to bring the right talent to your organisation, but assessment has had its challenges over time in how it’s implemented and its effectiveness in the organisation,” explains Caleb Baker, Alexander Mann Solutions’ managing director for Asia Pacific and emerging markets.
A trio of strategies organisations can leverage to attract top talent.
By Michael Switow
Most HR professionals say that it’s harder to recruit candidates now than it was a year ago. In fact, the two issues most likely to keep HR leaders up at night, according to a global survey commissioned by Korn Ferry Futurestep, are quality of hire and competition for talent.
At the same time, the single most important factor driving talent to choose a company—more significant than money or even career progression—is corporate culture. Is the company inclusive? Does it focus on employees? What about the candidate experience during recruitment and onboarding?
“If candidates are gold and we know how hard it is to find really fantastic people for the jobs that you need, not only for today, but also for what your business needs tomorrow, why don’t we treat them like gold?” says Sue Campbell, managing director for Asia for Korn Ferry Futurestep.
Three trends impacting how HR teams approach talent acquisition.
By Michael Switow
Set against a backdrop of a global war for talent—and leveraging 21st century tools such as smart data, targeted communication, machine learning, and gamification—talent acquisition teams increasingly customise the candidate experience in order to create more successful outcomes.
PeopleScout’s Australia/New Zealand Managing Director Nicole Cook believes that digitisation affects the entire process of talent acquisition, from branding through requisition, sourcing, screening, selection, and hiring.
“When you think about talent acquisition and human resources, for years we’ve been saying, ‘This is what I want,’ and then predicting the people who are going to succeed based on profiles already in the business,” Cook explains. “Now technology has caught up [and can] say, ‘I’m going to tell you: this is who you want.’ The trick with machine learning and artificial intelligence is that it’s [continually] learning and refining.
By Debbie Bolla
This year’s HRO Today APAC Forum in Hong Kong was redesigned to enhance collaboration, learning, and best practice sharing. This workshop-based approach focused on problem-solving in order to help executives “Drive Corporate Strategy.”
If you were unable to attend the Forum, this special digital supplement will provide you with some of the solutions you missed.
Several HR challenges were tackled:
The Digitisation of Talent Acquisition (see page 6 for more)
“When you think about talent acquisition and human resources, for years we’ve been saying, ‘This is what I want’ and then predicting the people who are going to succeed based on profiles already in the business,” explains Nicole Cook, managing director of Australia/New Zealand for PeopleScout. “Now technology has caught up [and can] say ‘I’m going to tell you: this is who you want.’ The trick with machine learning and artificial intelligence is that it’s [continually] learning and refining.
By Debbie Bolla, Executive Editor
Confidence. Competition. Potential. Doing what you love.
These are a few words and phrases that made a lasting impact after my deep-dive discussion with four HR industry leaders at the HRO Today Forum this May. The quartet that joined me on stage (pictured above):
• John Wilson, Founder and CEO of WilsonHCG
• Sue Marks, CEO of Cielo
• Paul Harty, President of Seven Step RPO
• Gene Zaino, President & CEO of MBO Partners
Employee confidence levels are seemingly up, said the foursome—and forward-thinking organizations need to get in the game and take advantage of that confidence. To Wilson, competition between organizations is a signifier of an improved economy. Companies should consider how willing they are to get and keep the talent they want.
Re-Calculating the HR Equation
By Elliot H. Clark, CEO
We just held the 2014 HRO Today Forum in both North America and in Singapore. We are thrilled and gratified at the level of engagement of our audience and thankful for the opportunity to advance the practice of HR. We are also appreciative of the ongoing support of our sponsors, who are the most sophisticated HR services and technology companies in the world. Don’t miss the industry’s only global HR Forum in Edinburgh, Scotland, Nov. 11-13.
The theme for all of the HRO Today Forums is the HR Value Equation. Expressed in this form: Great HR + Great Workforce = Great Business Outcomes
It is an intuitive expression. If you have a great workforce this is due to better workforce policies. Your great workforce will produce better products, give better services, and achieve better business outcomes.
The 2014 HRO Today Awards winners are innovating their way to strategic partnerships.
By Russ Banham
Over the past generation, the people heading up HR in many organizations have become key strategic partners to their respective CEOs, entrusted to lead diverse workforce initiatives to improve talent acquisition and retention, spur business growth, enhance sustainability practices and cultivate a workforce culture that differentiates the organization.
These CHROs are transforming HR in an era where vital skill sets are increasingly difficult to come by and hold, when global outsourcing decisions have never been more complex and challenging, and when the economic environment has demanded greater cost-effectiveness, particularly with respect to finding a balance between retained labor and outsourcing. Workforce innovation is now a strategic imperative at many enterprises, and it is the CHRO who is in charge of achieving and nurturing it.