Tag Archives: RPO Staffing

Fresh Perspective

freshperspectiveReturning to the human capital game, Bob Lopes has a bird's eye view on RPO's maturing market. By Debbie Bolla After spending the last three years at the helm of healthcare technology company Acclaris, industry vet Bob Lopes is back in the talent game as president of RPO for North America for Randstad Sourceright. Lopes has had a varied career in the human capital management space with stints at Towers Watson, ExcellerateHRO, and Aon Hewitt, where he served as a human capital national practice leader and executive vice president. In his new role, Lopes is zeroing in on three pillars: 1.

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Mobile Rising

More and more organizations are getting in the game of mobile recruiting. Advice on how to do it right. By Ward Christman With 77 percent of the workforce open to seeking better job opportunities according to CareerBuilder’s 2013 Candidate Behavior Study, it’s no wonder that companies are positioning themselves with as many as outlets as possible to reach that talent. One readily emerging market is mobile devices. Chris Hoyt, PepsiCo’s global director of talent engagement and marketing, says, “We noticed some time ago that over 90 percent of the responses to our recruiter emails were handled via mobile, plus an increasing number of people on mobile devices were surfing our career site and trying to complete an application, so we knew that a fully mobile optimized solution was our next logical step. We continue to see mobile users spending more time on our site, visiting double the pages than previously viewed, and now completing the application right from their devices.

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Talent Communities

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.

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Virtual Reality

Video’s role in the hiring process continues to expand. By Audrey Roth Leveraging video interviewing for hiring is not a new concept, but fresh technology has allowed video to revitalize and reshape the hiring process. Video now plays a pivotal role in accessing talent pools, improving employer brand, and creating an attractive candidate experience—which is becoming more and more important in today’s competitive market. In fact, a December 2013 study written by Montage and conducted by Google Consumer Surveys finds that 32 percent of individuals who rejected a job offer within the last year was primarily due to a negative experience during the hiring process. Video interviewing becoming more than a blip on recruitment’s radar is clearly understood by the maturation of its benefits to improve sourcing, screening, and interviewing.

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Path to Self-Service

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.

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Finding the Best

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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Innovative Sourcing

Nine techniques for finding better candidates.
 
By Audrey Roth
 
How do today’s top candidates hear about jobs or learn about leading-edge companies? Well, it’s certainly not through print or radio ads—the popular choice more than a decade ago. Nowadays, Jay Floersch, solutions architect for Aon Hewitt, says that candidate behavior is the driver for new sourcing avenues, which reflect the modern multi- faceted manner of today’s job seeker.
 
And that behavior is strongly driven by technology, which makes it easy to view and apply for jobs through company career websites, digital job boards, or social networks. But companies cannot solely post jobs and hope capable candidates stumble upon them.
 
In today’s competitive market, organizations need to actively employ and leverage up-to-date candidate sourcing methods to ensure top talent is on their radar.

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At your service

Treat your employees like your clients,
 and see satisfaction and productivity rates rise.
By Jill Goldstein
 
Most organizations measure their success solely based on how they are satisfying the needs of their customers. But there is a new approach to consider: Forward-thinking firms are introducing a mindset that views employees as the consumers.
 
Taking an employee services approach—one that views employees as consumers—requires organizations to better understand employees’ expectations and to rethink how they deliver service their workforces.
 
Today, most HR organizations are structured around traditional areas, including recruitment, learning, and payroll management. This same structure is used to service their workforces. But, in reality, employees don’t think in terms of these silos. Bottom line: They want their questions answered wherever they fall on the HR spectrum. A focus on high-touch employee services can provide thoughtful, end-to-end support to address employees’ concerns.

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Compensation Comparison


A new report reveals now is the time to leverage pay to attract and retain the right talent.
 
By Tim Low
 
PayScale’s annual survey of compensation best practices reveals more encouraging economic signs than seen in recent years as companies are growing in size and offering raises to current employees. Yet this increased optimism comes along with a good dose of caution as most companies lack sufficient business insight to know what to pay to effectively attract and retain the right people. Competition for key talent is also heating up. Growth and hiring surges are causing big concerns about retention as employees leave for greener pastures. With the more competitive economy of 2014, companies will be challenged to balance growth with smart decisions about how to compensate talent.
 
Organizations are cautiously optimistic about 2014, with 72 percent expecting their financial situation to improve (up from 66 percent in 2013), and only 5 percent expecting it to weaken (down from 7 percent in 2013).

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Can Demand Keep Up With Supply

Doctor shortages add hiring pressure, create new opportunities.
 
By Ralph Henderson
 
It may be surprising, but a growing number of healthcare professionals are hired, not by hospitals and large health systems, but nontraditional retail clinics, such as the one in the supermarket down the block or the pharmacy across the street. They’re the professionals necessary to staff these clinics, sometimes referred to as convenient care clinics, which provide a limited range of basic preventive and primary care services to walk-in patients.
 
They appeal to many people who are, for various reasons, unable or unwilling to make a trip to a doctor’s office
for a scheduled appointment. Many people find it easier and more convenient to drop into a retail clinic for a sore throat or a worrisome pain, especially in the evenings or on weekends when a doctor’s office would be closed.

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