When job-seekers begin their job search, there are a number of avenues they explore to find that perfect position. According to bls.gov, in 2018, the number one way active job seekers pursued jobs was through sending resumes or filling out applications, followed by 50% who contacted employers directly and 23.8% reaching out to friends and relatives for work leads. Of the 5.4 million individuals seeking employment, about 14.5% sought the help of a public employment agency and 8% worked with a private employment firm. And naturally, those percentage numbers overlap as people used more than one way to find a job. Those seeking work are taking the steps to make themselves available. But yet, companies continue to feel the effects of a talent shortage, particularly in the skills sets they require.
With over 5 million individuals seeking work, it begs the question: is there really a shortage or is there a breakdown in how companies are finding and connecting with, or in other words, recruiting, their next company star?
Perhaps it is a timing issue, and a new way of thinking may be the answer when evaluating the manner in which we search and connect with talent.
Four HR leaders share how their approaches to mentoring programs are solving talent challenges.
By Marta Chmielowicz
Today’s employees are happier, more productive, and more engaged when their jobs bring intrinsic rewards, or the feeling of doing meaningful work that propels their personal and professional growth. In this environment, career development is no longer a perk reserved for certain high-ranking positions—it is an expectation. In fact, according to LinkedIn’s 2018 Workforce Learning Report, a whopping 93 percent of employees would stay at a company longer if it invested in their careers.
View the results of this year’s Baker’s Dozen ranking for employee screening.
By The Editors
HRO Today’s Baker’s Dozen Customer Satisfaction Ratings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute to buyers directly through our own mailing lists and indirectly through service providers. Once collected, response data for all providers with a statistically significant sample size are loaded into the HRO Today database for analysis.
Short-term relocation assignments are emerging as a strategy to keep younger workers engaged and loyal to the organization.
By Marta Chmielowicz
Globalization is raising the bar on mobility. As technology strengthens economic and intellectual connections across the world, leading multinational companies are looking to develop a new generation of leaders with a global mindset and multicultural experience.
A structured, values-based interview process can deliver quality candidates while reducing unconscious bias.
By The Editors
Making great hires is about recognizing great fit. Most companies aren’t just looking for candidates with the right skills; they want someone who aligns with their culture. In fact, according to a report by West Monroe Partners, 60 percent of organizations integrate a cultural fit evaluation or behavioral interview into their hiring process. But while this approach sounds great on paper, it could create an environment that stifles rather than encourages innovation.
Whether it’s hiring, contracting, or training employees, organizations need to design talent strategies with long-term goals in mind.
By Traci McCready
Recently, at a speaking engagement, I asked a room of C-suite executives: “What is your company’s most valuable asset?” Each and every volunteer had the same answer: their people.
In a time of skills scarcity, leading organizations are adopting a multi-dimensional approach to talent acquisition and development.
By Jeff Kavanaugh
Organizations are struggling to find talent with the right skills to meet digital business needs. This trend led the Infosys Knowledge Institute to conduct a worldwide study of more than 1,000 senior management executives globally. The research shows that today’s digital environment is calling for new skills, producing talent gaps that organizations have to fill. What else did it discover? Here are five key takeaways from the recent study.
A new tech tool uncovers ways organizations can eliminate bias during the hiring process.
By Judd B. Kessler and Corinne Low
A growing body of evidence suggests that hiring managers and recruiters display bias against underrepresented minorities. These findings have come from a research method called a “resume audit.” The idea is simple.
Four strategies that help organizations harness happiness in their workforce.
By Debra Hreczuck
Some leaders may think that caring about employee happiness somehow means sacrificing performance. Actually, the opposite is true. In order for organizations to succeed and for employees to believe in the business strategy enough to work toward improving the bottom line, leaders need to make sure they are happy, researchers say. A miserable workforce is an unmotivated workforce, and that is a recipe for stagnation or outright resistance. The truth is employee happiness is tied to performance in many areas, including recruitment, retention, collaboration, and agility. Happiness is the web of energy in an organization that keeps employees focused and efficient.
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