The expectations that surround best-in-class recruiting have shifted dramatically during the first part of the twenty-first century. As recently as a decade ago, an effective recruitment process outsourcing (RPO) relationship was regarded as a ‘service.’ The traditional service level agreements (SLAs) related to time-to-fill, satisfaction surveys, and the like – as opposed to true business outcomes measured by increased sales and margin performance – reduced the partnership to something much more transactional.
Today, by contrast, a more effective framework for RPO partnerships can be found in increasingly consultative relationships. Under these constructs, clients assess providers by the yardstick of investment made and business value delivered, rather than just costs saved. The determination of success comes in the context of longer-term partnerships guided by strategic consensus. Such partnerships can deliver cultural transformation and profound, bottom-line outcomes that transcend the simpler cost savings models.
For most enterprises, the days of commoditized hiring are gone. No bots surfing resumes are going to provide the necessary combination of nuance and discipline to effectively recruit for both current productivity and longer-term growth. A major challenge for RPO providers seeking to persuade clients about the value of these partnership models is the ability to communicate what is required of both parties in order to realize this new value potential. In a plugged-in, tweet-fast world, the tension between the press for timeliness and a more rigorous definition of ‘value’ needs to be rethought – and renegotiated. It means using more than short-term key performance indicators like tracking time-to-fill statistics or submit-to-hire ratios.
Keeping candidates engaged throughout the recruitment process is more important now than ever.
By Marta Chmielowicz
It’s called “ghosting”—suddenly ending all communication with no warning. While the practice is a common event in today’s dating scene, it is making its way into the business world. And it is something that both recruiters and job candidates are guilty of: Hiring managers have long allowed applicants to fall into the recruitment “black hole” and candidates are now starting to return the favor by skipping interviews, ignoring job offers, not showing up for start dates, and even quitting without a word. In fact, research from Randstad US finds that 66 percent of U.S. managers report being ghosted by candidates who initially accepted a job offer, but disappeared before the start date.
View the results of this year’s RPO Baker’s Dozen ranking.
By The Editors
Aligning employer branding and a positive candidate experience is critical to attracting the best talent.
By The Editors
“You only get one chance to make a first impression.” That advice is often given to candidates who are looking for new jobs and engulfed in the interview process. But nowadays, that philosophy is equally important for organizations seeking the best talent. First impressions are often driven by both a positive candidate experience and employer brand communication strategies. And when done right, these approaches create interest and excitement for candidates while employers reap the rewards of a broad, engaged talent pool.
David Schubert shares Baptist Health South Florida’s strategies for building its talent community.
By Debbie Bolla
Employer branding. Employee value proposition (EVP). Artificial intelligence (AI). Diversity and inclusion (D&I). These buzzwords have been around the talent landscape for the last few years and are here to stay. So how can talent acquisition leaders get ahead in one of the tightest markets in years? David Schubert, assistant vice president of talent acquisition for Baptist Health South Florida, has some answers. In his role, he is the leader of hospital and outpatient recruitment for a $2-plus-billion health system with eight hospitals and more than 20 outpatient centers. Schubert has been in the recruiting industry for more than 20 years with success in contingent, corporate, international, and temporary recruitment and staffing.
With a focus on infrastructure and branding, Leigh McCluskey developed Advisor Group’s best-in-class talent acquisition function.
By Marta Chmielowicz
Imagine joining a billion-dollar organization left without a talent acquisition department after being sold off from its parent company—with only five months to get one established. That was the predicament that Leigh McCluskey found herself in on her first day as vice president of talent acquisition at Advisor Group.
Four key principles guide talent acquisition at Fresenius Medical Care North America.
By Marta Chmielowicz
When Greg Pardo joined Fresenius Medical Care North America as its vice president of talent acquisition, the TA function was unfocused and overworked. Although the department was rolling out three to five major programs and hiring 17,000 associates a year, there was little focus on impact or alignment with broader business goals.
New research provides key insight into social media’s effectiveness in building employer brand.
By Larry Basinait
An employer brand represents who an organization is and what it stands for. It sets the stage for interactions and expectations that current and future employees will have with the organization regarding what it’s like to work there. It provides a look into a company’s culture and values, and reinforces those ideals through the behavior of current employees. For many companies, social media is a key element in building the employer brand. In fact, a new study from HRO Today and Allegis Global Solutions finds that 96 percent of study respondents feel it is important. But is the approach effective? Only about one-half (54 percent) say yes. Many factors can impact the effectiveness of an organization’s social media branding efforts, including staff expertise, time devoted to its execution, budget, and corporate reputation.
Factors that make a difference when creating an attraction strategy for this generation.
By Brenda Leadley
By 2020, millennials will make up more than one third of the world’s working population. Allianz Global Corporate & Specialty’s new report, Trend Compass 2019, found that the influx of millennial employees will be a significant challenge for businesses over the next five years. Offering a creative and flexible corporate culture, introducing transparent and fast communication and decision-making structures, and embracing a mission with a social impact are some ways to engage this important segment of the workforce. In the global war for talent, companies need a clear millennial strategy.
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