In leading companies, efforts to retain employees begin even before they are formally hired. These organizations understand that how job candidates are treated in the recruiting process makes a lasting impression that carries over into employment.
When employees choose to leave in their initial months of a new job, it often suggests a recruiting issue. But, research shows voluntary turnover beyond the first two or three months is usually a result of work environment, challenges in a manager-employee relationship, or the organization’s engagement practices.
This knowledge is causing industry leaders to take a more proactive approach to employee retention, rather than simply accepting that certain workers will “cycle through” their business.
Using recognition analytics and training to drive the return on engagement
Recognition improves performance. Research has shown that managers who are skilled at recognition have higher-performing staffs across a wide range of performance metrics. Research also has shown that managers who do not properly recognize employees – or fail to recognize at all or rarely recognize their people – have staffs that perform lower in a variety of employee performance outcomes. These employees tend to feel less valued and thus demonstrate lower levels of engagement and are at risk of flight.
When managers fail to recognize workers in a timely and meaningful manner, they risk depressing the performance of their teams. Therefore, organizations need a way to track recognition that is going on (or not going on) in their organization as well as the effectiveness of the recognition. Fortunately, recognition is a skill that can be learned. Managers can become better at it, and today’s technology can help identify their individual gaps and train them to become better people managers by giving proper and effective recognition to their employees. The entire process of managing recognition is analogous to Customer Relationship Management, but for employees; Rideau Recognition calls it Employee Relationship Management (ERM).
News flash everyone – with all the buzz surrounding the candidate experience, have we ever stopped to think that if we put just as much effort in the hiring manager ‘experience’ our success could be that much greater? Let’s look at a typical scenario for both the candidate and the hiring manager ‘experience.’
The CANDIDATE EXPERIENCE has you arriving at a beautiful website, via computer, smartphone or tablet full of visual stimulation, information and communication. From the moment you arrive you feel impressed, inspired and engaged as the ‘experience’ makes you want to join, participate and become part of the team!
The HIRING MANAGER EXPERIENCE begins with waiting. Waiting for requisitions to open, waiting for the recruiter, and waiting for resumes. Throughout the process many times there is a feeling of insufficient communication, misalignment and feeling ‘in the dark.’
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.
People are an increasingly a valuable source of sustainable competitive advantage for organizations characterized by three certainties – right talent, right time, right fit.
Every talent-acquisition professional wants these great people who will make a positive impact on the business. In our first series of this white paper we explored the employer brand and how to use it strategically with these four components to help build your unfair advantage in recruiting high-impact talent: define the brand, create “persona-based” workflows, curate and create marketing content, and amplify the brand.
Now let’s take a look at the next four recommended steps:
When you type employee engagement (EE) in Google, in less than a second it returns over 20 million results. Clearly it’s a widely discussed subject, and it’s been such for years. However, not much has been done to enhance it; the EE index is still poor. One of the reasons might be that companies are not convinced if boosting EE will result in improved business performance.
If you are one of the nonbelievers, then read this white paper to get rid of your doubts and join the light side of the Force.
Everyone wants talent that best fits their organization. “Best fits” might mean above-average performers, or they might be steady performers. They might be people who can break new ground, or people who can quietly execute existing plans. They might possess powerful technical skills, or classic “soft” skills. “Best fits” come in many different varieties.
What doesn’t vary is the continued sharp competition for best-fit talent. Not only the brightest who have the skillsets and ideas and not only the most determined who drive change, but the ones who can be fully engaged with like-minded people to bring your organization to the next level. Even during the Great Recession, when fewer people were looking for work, companies struggled to find the people with the right skills. Now the unfortunate thing with these best-fit individuals is they get to choose where they want to work.
And, as many companies struggle with identifying and engaging these top individuals, experience tells us that they are usually already employed, may be merely keeping an eye out, (passive candidates), may be on the market only for a short time (sometimes days), or are deciding among several organizations (due to multiple offers).
Recruitment Process Outsourcing generates tremendous quantities of data. That data can be used to strengthen strategic workforce planning, to seize the initiative in finding and acquiring the best candidates, and to ensure the company has the right talent at the right time. However, companies often fail to capture and use the data generated by their RPO engagements.
Result: They miss opportunities that more data-savvy competitors are able to exploit.
This whitepaper examines the ways that HR practitioners can make sure they are capturing and using data effectively in their strategic workforce planning.
To learn more, download the full report by clicking here.
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