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.
By Debbie Bolla
Unconscious bias in hiring practices has become a real challenge for organizations. In simple terms, unconscious bias happens when recruiters and hiring managers form opinions and conclusions about candidates based on first impressions. Francesca Gino, professor at Harvard Business School, explains that unconscious biases “cause us to make decisions in favor of one person or group to the detriment of others.” But there are ways for HR to help its teams become more conscious of their biases and take steps to eliminate them for fairer hiring outcomes.
In The Paradox of Culture Fit, Manager of Talent Acquisition for West Monroe Partners Lindsay Maanavi brings an interesting perspective to cultural fit evaluations, a practice that 60 percent of organizations integrate into their hiring practices, according to research from her firm. As she explains, cultural fit interviews can lead to hiring candidates that have similarities to others in the organization.
By Elliot H. Clark
As many CHROs know all too well, HR is never short on challenges. Managing culture, maintaining high retention, meeting talent acquisition goals, and ensuring regulatory compliance are all difficult, but many HR departments are handling these issues well and meeting their goals even in a robust global economy.
However, new challenges are arising. Technology, big data, and automation pose significant opportunities, but they also raise significant perils. According to an HRO Today research study sponsored by Alexander Mann Solutions, 62 percent of HR leaders reported that they plan to spend more on machine learning or the mislabeled artificial intelligence (AI) in 2018. The study also found that six out of seven companies are now using AI to help source candidates because it is getting harder to find great candidates and we all know it. Chatbots are being used for many HR functions way beyond recruitment sourcing. Some companies are even experimenting with chatbots to perform first-line employee relations. What used to be automated reception lines are now evolving technologically.
By D. Zachary Misko
What is the four-digit number in which the first digit is one-fifth of the last, and the second and third digits are the last digit multiplied by three? (Hint: The sum of all digits is 12.)
Tabitha likes cookies but not cake. She likes mutton but not lamb, and she likes okra, but not squash. Following the same rule, will she like cherries or pears?
London – 5th November 2019 – Alexander Mann Solutions, the leading global provider of talent acquisition and management services, is pleased to announce the appointment of David Leigh as Chief Executive Officer with effect from 11th November 2019. He succeeds Rosaleen Blair CBE, Founder and CEO, who becomes Chair of the Company’s Board.
Alexander Mann Solutions, founded by Rosaleen Blair in 1996, partners with its clients to deliver value through its outsourcing and consulting services. Over the last 22 years, it has grown to more than 4,500 employees operating in more than 100 countries globally. Acquired by OMERS, the defined benefit pension plan for municipal employees in Ontario, Canada in 2018, the business is uniquely positioned for further growth by delivering a broad range of talent acquisition and management services to clients in the ever-changing future world of work.
Rosaleen Blair said: “I have worked closely with our Board over the last twelve months to identify the right individual to lead our business for the next stage of our evolution, and I am delighted to welcome David Leigh to the Alexander Mann Solutions family as our next Chief Executive Officer. I have great confidence in both David and the phenomenal talent that exists throughout the company. I’m looking forward to supporting him, the Board and the entire organisation in the years ahead. My passion for, and commitment to Alexander Mann Solutions remains as strong now as it has ever been, and I am so proud of everything we have achieved to date. I believe the world of work is going to see seismic change as a result of technological, demographic and cultural shifts. Our role – partnering with our clients to design and maintain dynamic workforces that are true strategic assets in a digitally optimised world – requires us to continue to innovate, embracing new technologies to be an agile partner to our clients. I see my new role as helping David to set strategy and will work closely with our clients to ensure they get the best from Alexander Mann Solutions.”
Acquisition is major investment in predictive analytics and artificial intelligence capabilities.
Orlando, FL and Charleston, SC – October 30, 2019 – Workforce Logiq, a global provider of workforce management software and services to large corporations, has acquired predictive analytics and AI software company ENGAGE Talent. The acquisition will equip Workforce Logiq customers with proprietary benchmarks and real-time intelligence to find, engage, hire, and retain the top candidates in the market faster and more affordably than ever before
“Employers want an edge in hiring and retaining the best talent. In today’s hyper-competitive market, that requires taking a more proactive and intelligence-based approach to workforce management,” said Jim Burke, CEO of Workforce Logiq. “ENGAGE’s data science expertise and proprietary benchmarks provide our customers with an analytical advantage to make better and faster decisions, and a predictive head start to attract and keep the market’s best talent.”
Organizations need to focus on flexibility, growth opportunities, and company values in order to attract young talent.
By Jenn Labin
A decent, competitive salary and a basic health package was once enough to entice workers to join an organization, but today’s new generation of job seekers is demanding different, less tangible, benefits from prospective employers. Flexible schedules, wellness programs, professional development opportunities, mentoring programs, and meaningful societal impact are what the young workforce is seeking. And with a job market that demands organizations work to attract top talent, these workforce benefits have attained non-negotiable status when it comes time to make an offer.
By Elliot H. Clark
In this issue, we have a cover story interview with John Murabito, the CHRO of Cigna and the HRO Today CHRO of the Year Lifetime Achievement Award winner. I have known John for almost 20 years, which is why I do not have a vote in our own award programs because the committee feels I know too many people. The story of Cigna is as much about the story of HR as it is about the company. From the beginning, John’s vision has always been about making HR a part of the fabric of the business and a contributor to the data inputs on critical business decisions. Going back 20 years, these were very unique approaches.
Today, Cigna HR is perceived by its own operational departments to be integral to the business success. This is evident in many ways: John is listed as one of the key business leaders in their public and regulatory disclosures and an important voice on strategy. I know this to be true since John and I went through the details when he was moving through the award process earlier this year.
By Debbie Bolla
How prepared do employees feel on their first day at a new company? Probably not very, considering that Sapling HR finds that new hires face more than 50 activities they have to complete during onboarding. But some good news: These activities lead to higher productivity and retention, with SHRM reporting that 69 per cent of employees are more likely to stay with a company for three years if they experienced great onboarding.
But what about CHROs? How can the leaders of human capital best transition into a new role? Mercer recently reported the top three areas to zero in on during the first 100 days as a new CHRO. With the 2019 Mercer Global Talent Trends Study finding that high-growth organisations are four times more likely to have an integrated people strategy, it’s critical that CHROs focus on the processes that support the needs of the workforce.
By Debbie Bolla
How prepared do employees feel on their first day at a new company? Probably not very, considering that Sapling HR finds that new hires face more than 50 activities they have to complete during onboarding. But some good news: These activities lead to higher productivity and retention, with SHRM reporting 69 percent of employees are more likely to stay with a company for three years if they experienced great onboarding.
But what about CHROs? How can the leaders of human capital best transition for success in a new role? Mercer recently reported the top three areas to zero in on during the first 100 days as a new CHRO. With the 2019 Mercer Global Talent Trends Study finding that high-growth organizations are four times more likely to have an integrated people strategy, it’s critical that CHROs focus on the processes that support the needs of the workforce.
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