Are you searching for the impossible candidate? Outdated recruiting practices and unrealistic expectations can cause you to pass on a candidate that could be perfect for the job.
Staff Management | SMX’s ebook identifies five updated recruitment rules to help you source talent in today’s marketplace.
RPO markets are emerging all over the world, presenting diverse conditions and creating a serious challenge for global RPO providers.
A global RPO presence requires careful consideration of multiple variables, such as market maturity, compliance, cultural differences, complex client needs, language barriers and more. Many RPO providers will see limited success with a “one-size-fits-all” RPO solution, but proactive planning can create a solid RPO foundation in various regions.
This latest white paper from PeopleScout creates an understanding of global RPO and demonstrates that an investigation of RPO markets, combined with common solutions, can put an RPO provider on the fast track to global success.
Under-investment in HR costs lives. It interferes with a healthcare organization’s mission. Actually, it more than interferes—It threatens the mission. It lowers quality of care, damages a healthcare organization’s reputation, makes it more difficult to recruit top-quality talent, and hurts the bottom line.
Strong words. How do we know this is true? We asked HR professionals at leading healthcare organizations. We have heard about their pain. They are struggling to find the high-quality healthcare professionals necessary to keep census up and provide high-quality care, and they need help. They’ve made the business case for doing what is absolutely necessary to get the right people in their organizations.
This white paper shows the business case for investing in healthcare recruiting—why it’s absolutely necessary, what’s really at stake, and how investment in HR recruiting will free up resources in the long term to make real and lasting change.
The term “gig economy” refers to recent developments in on-demand hiring, especially in the consumer space. “On-demand” technology (usually mobile) matches consumers with independent workers (also referred to as freelancers or gig workers) to address an immediate need. The on-demand provider supplies the technology and facilitates the financial transaction. Uber, Lyft and TaskRabbit are some of the best-known examples of on-demand providers practicing in the gig economy today.
Here is how the transaction model works: The consumer sends out a notice they would like to purchase services, and a gig worker offers an immediate reply. The consumer then selects a gig worker to perform the service. This environment benefits the consumer by greatly increasing access to services and offers immediate opportunity to complete their tasks.
Like consumers, companies are seeking to adapt and apply this transaction model to the business-to-business (B2B) space. They want broader, faster access to talent than offered by traditional contingent-labor staffing. It is a model and a technology in the B2B space with a lot of promise. Many business executives are excited by the opportunities, although they are concerned about the risks associated with consumer “gig” business models. Most important, the technology and the “gig” model are still nascent, creating a competitive advantage to companies that can most quickly master this new space. This white paper provides a high-level overview of the gig economy and explores the benefits and risks for companies and gig workers. Finally, we examine what to look for when selecting on-demand providers.
Since the Third Quarter of 2014, HRO Today magazine and Yoh Recruitment Process Outsourcing joined together and launched an index to measure employment security.
According the U.S Bureau of Economic Analysis (BEA), more than 70 percent of what the U.S. produces is for personal consumption. Since the perception of job security greatly impacts purchasing behavior, there is a need to focus on how individuals perceive their job outlook.
Most existing indices, such as the Consumer Confidence Index, Gallup’s Economic Confidence Index, the Bureau of Labor Statistics’ Job Openings and Labor Turnover Survey (JOLTS), and the United States Index of Consumer Sentiment, examine various economic measures with a focus on macro metrics. However, they fail to measure the attitudes of those employed. The Glassdoor Employment Confidence Index focuses on than general perception of the business, job market, or other employees rather than the employee’s personal experience.
With Susan Vitale, Chief Marketing Officer, iCIMS
Talk to hiring managers, and 61 percent say recruiters have a “low” level of understanding of the jobs for which they’re recruiting. Talk to recruiters, and 80 percent believe they have a “high” to “very high” understanding of those same jobs.
Further, 80 percent of hiring managers say recruiters inadequately screen candidates. And hiring managers consistently complain recruiters do not have an adequate talent pool to draw from when they have to source frequently filled positions. Result: Real frustration among hiring managers and recruiters alike.
That’s according to Susan Vitale, Chief Marketing Officer of iCIMS. Susan recently offered her insights on hiring manager experience.
Geometric Results, Inc.’s (GRI) Talent Cloud Solution takes guesswork out of timing contingent labor need, boosting performance across the board, says Brandy Cline, client services executive at GRI
There’s a broadly applicable rule of thumb in business: “It can be good. It can be cheap. It can be quick. Pick any two.” That was true for contingent labor until the talent cloud came along. Talent clouds allow companies to create cloud-based virtual benches so there are qualified candidates ready when a contingent labor need arises.
Because the talent cloud relies on automation, it cuts out some manual recruiting effort, which reduces price. Geometric Results, Inc. (GRI), an MSP partnering with talent cloud technology provider Genesys, is able to offer their clients a reduction in the usual markup for contingent labor to levels below the typical 40%. And it works – in its first few months, the GRI/Genesys partnership has delivered these results to their joint clients:
It’s your personal talent guru working side-by-side with you to conquer your talent needs
RPO has been around for years. Industry leaders see RPO as a competitive advantage and rely on their providers to recruit and hire their much needed talent. Karen Browne, President and COO of EG Workforce Solutions, sees the relationship between companies and vendors evolving constantly.
Since the Third Quarter of 2014, HRO Today magazine together with Yoh Recruitment Process Outsourcing has been producing an index to measure U.S. employment security from the perspective of employees.
There are multiple indices that look at attitudes about the economy, such as the Consumer Confidence Index, Gallup’s Economic Confidence Index, BLS Job Openings and Labor Turnover Survey (JOLTS) or United States Consumer Sentiment. However, these measures focus more on macro metrics, with much less emphasis on attitudinal measures of those employed.
The focus of the Worker Confidence IndexTM is measuring perceived employment security. According to the U.S. Bureau of Economic Analysis (BEA), more than 70 percent of what the U.S. produces is for personal consumption. Since the perception of job security greatly impacts purchasing behavior, there is a need to focus on individuals attitudes about their job outlook.
U.S. businesses are using greater percentages of contingent workers to meet their staffing needs. These contingent workers are not only more prevalent, they are often used in highly skilled, mission-critical positions. However, that entails risk for the corporation including rising compliance costs. Those organizations that manage contingent labor effectively will find themselves in a better position to win the war for talent.
The traditional best practice is a Managed Service Provider (MSP) using a Vendor Management System (VMS). Historically, companies have picked a staffing firm to manage the contingent labor program. Problem: A MSP may be biased in favor of their own staffing services, and thus miss opportunities other staffing firms may offer to access the best talent. That has led to a new best practice: a purely vendor-neutral and integrated contingent workforce management model.
This paper will highlight how a purely vendor-neutral, integrated MSP and VMS model can successfully identify, source, track and manage professional contingent workers around the globe.
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