Today’s technology can provide the answers to three challenging questions that HR continues to face.
By Ron Hetrick
Despite the proliferation of smart technologies and best practices, 65 percent of companies have had to adjust a business strategy because they could not secure the right talent in a specific function or geographic area. This finding comes from Allegis Group’s 2018 Talent Advisory Survey, a study of HR decision-makers, and demonstrates that organizations continue to deal with a lack of information when making talent decisions, which can have negative consequences for the business.
Companies are shifting their talent acquisition strategies to succeed in a candidate-driven market.
By Marissa Geist
In a stark reminder of how challenging today’s talent shortages have become, 54 percent of business leaders in Cielo’s recent Talent Acquisition 360 study said their companies have more open positions than ever before. Nearly 70 percent of stakeholders said they believe the existing talent pool is shrinking while the competition for talent is increasing. This battle of supply and demand is causing C-Suite leaders to include talent acquisition and retention as a critical component of their overall business strategies to ensure organizational performance is not hampered by talent gaps.
What drives millennials to seek new opportunities?
By Jackie Olson
Today’s young professionals looking to further their careers are reaping the benefits of a robust job market, allowing them to identify opportunities based on a range of features besides compensation. In fact, Merrill Corporation recently conducted a survey of junior associates working in the financial services industry to find out what factors are driving them to choose a new role. The survey sought input into why they chose their career and employer, job satisfaction levels, future career aspirations, and their views on the overarching capital markets industry. The results offer insight into what this future generation of industry leaders are looking for right now—in the early stages of their careers—from employers, direct managers, and perhaps most importantly, from themselves.
Leading D&I for a minority majority company, SVP of HR and D&I Jacqueline Welch reveals strategies that drive results.
By Debbie Bolla
Industry research shows that diversity and inclusion (D&I) efforts can provide organizations with a competitive edge: McKinsey reports that the most ethnically diverse companies are 35 percent more likely to outperform their counterparts and Bersin by Deloitte research finds that inclusive companies are 1.7 times more likely to be innovative leaders in their fields. Jacqueline Welch knows this—and more. As senior vice president of human resources and diversity and inclusion and chief diversity officer at Freddie Mac, she has made D&I a real priority for the organization. Here, she shares how to increase, communicate, and measure D&I efforts.
An expert breaks down the best talent approaches that suit different organizational needs.
By Debbie Bolla
When it comes to building an effective talent approach, Mark Condon, managing director of global product and solutions for Allegis Global Solutions says it is critical for organizations to link business objectives with talent objectives. “By doing this, it gives us a north star on how to design programs,” he explains. “We also try to understand the key talent segments that drive business.”
This holistic approach to recruitment may be the answer healthcare organizations are searching for.
By Tierney McAfee
The healthcare industry continues to grapple with a shortage of available talent to fill open positions, driving an increase in the use of flexible work arrangements, such as locum tenens and traveler nurses. Because of this growing reliance on contingent staff, not just in the healthcare industry, Total Talent Acquisition—a consistent and comprehensive approach to both full-time and contingent labor—has emerged as a new priority for organizations in 2019 and beyond.
The latest 2018 Talent Trends report shows that HR is seeking a blend of high-tech and high-touch when it comes to AI deployment.
By Michel Stokvis
While they won’t sport bionic arms and legs, recruiters will be empowered like never before by technology that makes them smarter, more efficient, and more connected. The recruiter of the near future will be able to find the right talent with the push of a button and will possess the people skills to engage and convert top candidates into employees. And that’s not science fiction.
An agile TA process solves many of the talent challenges today’s multinationals are facing.
By Marta Chmielowicz
Imagine this: An organisation is seeking a candidate to fill a newly open leadership position. A team of recruiters gets to work and just a few days later, there’s already several promising options on the table, with contract workers ready to fill the temporary talent gap in the meantime. But that’s not all—the search has revealed potential candidates for a variety of other positions that aren’t even listed yet. Not only have recruiters filled the existing job opening quickly and efficiently, but they have delivered a top-of-the-line experience, engaged a number of high-quality potential hires, and made strides to solve their organisation’s future hiring challenges.
Five strategies for finding and keeping the best healthcare talent.
By Debbie Bolla
A number of challenges are converging to create the perfect storm in the healthcare hiring market. Baby boomers are moving into retirement, the aging population needs more care, and there is less talent available to fill open positions. The crisis of supply and demand is as real as ever.
Learn the top ways to measure the impact of a total workforce solution.
By Debbie Bolla
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