The 3 ‘R’s for getting the most value from these candidate pools.
By Erin Bazinet
Talent communities are an essential component of today’s social recruiter’s game plan. Not only do they provide a warm, inviting place for recruiters to connect and communicate with candidates, but they also facilitate crowd sourcing high-quality candidates. Just so we are all on the same page: Talent communities differ from career sites in their dynamic interactivity and their focus on building relationships between the recruiter and candidate.
You can think of it this way: Career sites are an entry point for people to be introduced to your employment brand, get to know the basics about your company, apply to a job, and be invited to join your talent community. Your talent community is where you build relationships with community members, share valuable content, and engage people to stay involved with your brand.
The average employee will stress over finances – but you can help.
By Rob Austin and Rob Pinkerton
There are few things more frustrating than automobile trouble. Not too long ago, my car simply stopped running. I’ll be the first to admit that I skipped preventive maintenance every now and then. After all, my car had been working properly, and it was all too easy to find more important things to do with my time. However, once my car broke down, I quickly realized that any time and money I was trying to save by foregoing the occasional trip to the mechanic would be dwarfed by this repair.
Like with maintaining a car, it is important to stay on top of overall financial health before getting into trouble down the road. This is particularly true at a time when many participants have likely seen good news in their 401(k) statements.
Great benefits plan you’ve got there—but do employees know?
By Audrey Boone Tillman
Educating employees about their insurance plans can be just as important as the plans themselves. Recent example: Only 35 percent of workers believe that their employer effectively communicated about healthcare reform and subsequent changes to their benefits, according to the 2014 Aflac WorkForces Report, an annual survey that examines the issues impacting benefits in the workplace. Furthermore, only six in 10 (63 percent) employers agree very strongly or strongly that they effectively communicate the value of benefits.
Education Equals Engagement
When employees are not engaged in their benefits decisions, they typically don’t adequately protect their income or their well-being. This leaves many workers underinsured and vulnerable to the ramifications of an unplanned health event.
How Hershey delivered a personalized employee experience.
By Mike Yeagley
Hershey Entertainment & Resorts (HE&R) was founded in 1927 when Milton S. Hershey elected to separate his chocolate manufacturing operations from his other businesses. With more than 1,600 full-time and 6,300 part- time and seasonal employees, HE&R owns and operates brands such as Hersheypark, Hershey Theatre, and The Hotel Hershey located in Hershey, Pennsylvania.
Hershey has been a long-time user of Infor Infinium for financials and human capital management (HCM). Decision-makers recognized the need for a portal through which employees could access Infor Infinium’s self-service functions. In order for employees to fully utilize the open enrollment capabilities of self-service, they would also need access to detailed information about their benefits options.
Executives are more open to the possibilities of domestic and international relocation, a new study finds.
By The Editors
As companies adjust operationally and strategically to the new global economy, professionals are expected to be geographically more flexible. The results of five years of the Global Professionals on the Move Report from Hydrogen Group shows that the percentage of people who are willing to work abroad has risen, more than doubling from 16 percent to 35 percent for this period and 40 percent of respondents working abroad state there are now no barriers to working abroad.
This year’s report identifies that the genre of professionals attracted to work overseas has broadened. Only 17 percent of people in 2014 working abroad held a professional qualification over and above a first-degree level compared to 30 percent in 2010.
CEO's Letter: Announcement from SharedXpertise
I would like to take moment to announce the departure of Faye Holland, our Managing Director for the EMEA and APAC regions and the Global Executive Director of the HRO Today Services and Technology Association (formerly HROA). Faye has been with SharedXpertise for more than five years and made a great contribution to our organization and to the larger HR community through her dedication and commitment. Her desire to achieve some other goals in her personal and professional career is understandable and we wish her best of luck in her future endeavors. She will be leaving on July 1 and will, in the interim, transition her association responsibilities to Zachary Misko, the new Global Executive Director of the Association and Vice President here at SharedXpertise.
Zachary Misko is well known to this community and the readers of this magazine.
Three considerations to follow when bringing in third-party recruiters.
By Sean Bisceglia
While many organizations would prefer to use their internal recruiters to fill jobs, the reality is that they sometimes need to supplement these efforts with outside resources. In fact, according to a survey from the Novo Group, 80 percent of companies use third-party agencies or recruiters for help with hard-to-fill positions. The American Staffing Association reports $12.2 billion in annual spend in recruiting fees.
With more than 17,000 staffing firms to choose from, it’s difficult for companies to ensure they’re choosing the best recruiter to get them quality candidates with a swift time-to-fill rate.
According to Staffing Industry Analysts, 63 percent of organizations currently find their third-party recruiters through a cold call or sales pitch.
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