By Debbie Bolla
After spending the last three years at the helm of healthcare technology company Acclaris, industry vet Bob Lopes is back in the talent game as president of RPO for North America for Randstad Sourceright. Lopes has had a varied career in the human capital management space with stints at Towers Watson, ExcellerateHRO, and Aon Hewitt, where he served as a human capital national practice leader and executive vice president.
More and more organizations are getting in the game of mobile recruiting. Advice on how to do it right.
By Ward Christman
With 77 percent of the workforce open to seeking better job opportunities according to CareerBuilder’s 2013 Candidate Behavior Study, it’s no wonder that companies are positioning themselves with as many as outlets as possible to reach that talent. One readily emerging market is mobile devices. Chris Hoyt, PepsiCo’s global director of talent engagement and marketing, says, “We noticed some time ago that over 90 percent of the responses to our recruiter emails were handled via mobile, plus an increasing number of people on mobile devices were surfing our career site and trying to complete an application, so we knew that a fully mobile optimized solution was our next logical step. We continue to see mobile users spending more time on our site, visiting double the pages than previously viewed, and now completing the application right from their devices.”
The 3 ‘R’s for getting the most value from these candidate pools.
By Erin Bazinet
Talent communities are an essential component of today’s social recruiter’s game plan. Not only do they provide a warm, inviting place for recruiters to connect and communicate with candidates, but they also facilitate crowd sourcing high-quality candidates
Video’s role in the hiring process continues to expand.
By Audrey Roth
Leveraging video interviewing for hiring is not a new concept, but fresh technology has allowed video to revitalize and reshape the hiring process. Video now plays a pivotal role in accessing talent pools, improving employer brand, and creating an attractive candidate experience—which is becoming more and more important in today’s competitive market. In fact, a December 2013 study written by Montage and conducted by Google Consumer Surveys finds that 32 percent of individuals who rejected a job offer within the last year was primarily due to a negative experience during the hiring process.
How Hershey delivered a personalized employee experience.
By Mike Yeagley
Hershey Entertainment & Resorts (HE&R) was founded in 1927 when Milton S. Hershey elected to separate his chocolate manufacturing operations from his other businesses. With more than 1,600 full-time and 6,300 part- time and seasonal employees, HE&R owns and operates brands such as Hersheypark, Hershey Theatre, and The Hotel Hershey located in Hershey, Pennsylvania
Three considerations to follow when bringing in third-party recruiters.
By Sean Bisceglia
While many organizations would prefer to use their internal recruiters to fill jobs, the reality is that they sometimes need to supplement these efforts with outside resources. In fact, according to a survey from the Novo Group, 80 percent of companies use third-party agencies or recruiters for help with hard-to-fill positions
Nine techniques for finding better candidates.
By Audrey Roth
How do today’s top candidates hear about jobs or learn about leading-edge companies? Well, it’s certainly not through print or radio ads—the popular choice more than a decade ago. Nowadays, Jay Floersch, solutions architect for Aon Hewitt, says that candidate behavior is the driver for new sourcing avenues, which reflect the modern multi- faceted manner of today’s job seeker
Treat your employees like your clients,
and see satisfaction and productivity rates rise.
By Jill Goldstein
Most organizations measure their success solely based on how they are satisfying the needs of their customers. But there is a new approach to consider: Forward-thinking firms are introducing a mindset that views employees as the consumers.
Taking an employee services approach—one that views employees as consumers—requires organizations to better understand employees’ expectations and to rethink how they deliver service their workforces
A new report reveals now is the time to leverage pay to attract and retain the right talent.
By Tim Low
PayScale’s annual survey of compensation best practices reveals more encouraging economic signs than seen in recent years as companies are growing in size and offering raises to current employees. Yet this increased optimism comes along with a good dose of caution as most companies lack sufficient business insight to know what to pay to effectively attract and retain the right people. Competition for key talent is also heating up. Growth and hiring surges are causing big concerns about retention as employees leave for greener pastures. With the more competitive economy of 2014, companies will be challenged to balance growth with smart decisions about how to compensate talent.
Organizations are cautiously optimistic about 2014, with 72 percent expecting their financial situation to improve (up from 66 percent in 2013), and only 5 percent expecting it to weaken (down from 7 percent in 2013).
Small companies are the most optimistic about their future financial performance (75 percent of respondents) beating out both large and medium companies, where 66 percent and 72 percent expect improvement in 2014. The information, media, and telecommunications industry is planning to fly the highest in 2014, with 84 percent of companies in this industry anticipating improved financial performance.
Hiring is also up over recent years with 54 percent of companies reporting plans to continue expanding in 2014. Raises returned in 2012 and that trend continued with 83 percent awarding salary increases in 2013, and 88 percent planning to give raises in 2014, with the average raise expected to be 4.5 percent. The most common reason for raises was performance-based pay increases (54 percent). Bonuses were also a popular option. In 2013, 75 percent of respondents awarded bonuses, up from 71 percent in 2012. The most common type of bonuses given were individual incentive bonuses (50 percent).
Factors and Considerations
Talent retention. Competition is heating up and it’s becoming increasingly challenging to strike the balance between paying enough to retain top talent and adhering to the compensation budget. Talent retention continues to be the primary concern among businesses. In 2009, only 28 percent of companies listed retention as their top concern, but by 2013 that number more than doubled, increasing to nearly 60 percent. That number jumps to 70 percent in the information, media, and telecommunications industry and 65 percent in professional, scientific, and tech services industry—two industries where tech jobs are highly represented.
Skilled talent. The skills gap also continues to be a top concern for most businesses. Half of companies surveyed cited they are struggling to fill skilled job positions with nearly two-thirds of companies in the information, media, and telecommunications industry and manufacturing companies reporting concerns.
Data accuracy. Few companies are confident in their data. Even though getting pay right is a crucial component to retention, only 26 percent of companies reported being very satisfied with the salary data they use to set compensation.
Organizational growth. Of the 52 percent of organizations that reported increasing the size of their workforce, 46 percent reported grew up to 10 percent. Medium companies are growing fastest. Medium-sized companies were the most likely to increase workforce in 2013 (58 percent), with large companies close behind (55 percent), and small companies less likely (47 percent). Information, media, and telecommunications industry leads the way with 63 percent of organizations increasing their workforce. Previous work experience is the leading factor that impacts hiring decisions (40 percent), with skill set not far behind (31 percent).
Turnover. The top two reasons for people leaving an organization in 2013 were the same as 2012 and 2011: personal reasons and seeking higher pay elsewhere (21 percent).
Relocation, retirement, and cultural fit remained stable as additional reasons for leaving an organization in 2013. Relocation remained at 5 percent, retirement likewise remained at 7 percent, and culture fit rose from 9 percent to 10 percent. For small companies, poor performance was the most important reason for someone leaving an organization (23 percent), and 56 percent of small companies said it was one of the top three reasons. For medium and large companies, seeking higher pay and advancement opportunities elsewhere were the two most common reasons.
While companies are striving to secure talent, they lack sufficient insight about effective compensation to attract and retain the right people. In our 2013 survey, a whopping 75 percent of respondents reported some degree of dissatisfaction with the compensation data and insights available to them. This underscores a huge need for access to better compensation data reflecting real-time market trends.
Since 2009, the majority of respondents report the CEO as the individual responsible for setting compensation (see Figure 1). The least popular choice in all years was outside compensation consultant, with 2 percent in 2013, and 3 percent or less of the responses in 2012 and 2011. The same pattern appeared across most industries and company sizes, except large companies, where the head of HR (48 percent) is usually responsible for setting compensation budgets, while CEOs and CFOs are second (38 percent and 39 percent respectively). Across all industries, the main reason why companies adjusted compensation was performance- based pay increases (54 percent) and second was cost of living adjustments (20 percent). The most important compensation objective guiding the respondents’ 2013 decisions was retaining top employees, which was chosen by 66 percent of respondents (identical to 2012). This was true across all company sizes and industries.
The second most common response was attracting new talent with 11 percent of respondents choosing it as their primary objective, and 39 percent choosing it as the second most important objective.
Salary ranges per job group are common, but varying
the target market percentile per job group is not. The majority of companies (79 percent in 2013 and 82 percent in 2012) use salary ranges to structure compensation programs, while in 2012 and 2013 only 6 percent use broad banding (very wide salary ranges covering a progression of similar jobs).
Bonuses were a popular option for employers in 2013, with 75 percent of respondents saying they gave variable pay incentives. In 2012, 71 percent gave bonuses and 70 percent of respondents gave bonuses in 2011. Among those giving bonuses, the two most likely recipients were directors and managers (72 percent) and executives (67 percent). In 2013, as in 2010, 2011, and 2012, individual incentive bonuses were the most common type given, with about half of all respondents reporting they awarded them. Respondents favored spot bonuses or other discretionary bonus programs more in small and medium-sized companies (37 percent and 41 percent respectively) than in large-sized companies (35 percent).
Companies are optimistic about 2014, with 72 percent expecting their financial situation to improve (66 percent in 2013), and only 5 percent expecting it to weaken (7 percent in 2013). That being said, 57 percent of companies feel employee retention is a high concern or their top concern in 2014. Organizations are focusing on offering merit-based pay and learning and development opportunities to attract and retain quality employees in 2014 (See Figure 2).
Tim Low is vice president of marketing at PayScale. The Compensation Best Practices survey was conducted in November and December of 2013 and there were 4,738 respondents among small, mid-sized, and large companies.
Doctor shortages add hiring pressure, create new opportunities.
By Ralph Henderson
It may be surprising, but a growing number of healthcare professionals are hired, not by hospitals and large health systems, but nontraditional retail clinics, such as the one in the supermarket down the block or the pharmacy across the street. They’re the professionals necessary to staff these clinics, sometimes referred to as convenient care clinics, which provide a limited range of basic preventive and primary care services to walk-in patients
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