By communicating and acting on company values during times of crisis and uncertainty, organisations will bolster their reputation among employees and candidates.
By Michael Switow
At a time when hiring and recruitment have slowed for many companies, Asia-Pacific businesses are redeploying staff and resources to the community.
Are you doing enough to tackle racial inequality in your workplace?
In recent weeks, protestors took to the streets in response to the murder of George Floyd at a scale not seen since the assassination of Dr. Martin Luther King Jr. in 1968. As the U.S. grappled with rage, grief, and massive civic unrest amplified by the effects of a global pandemic, one organization after another responded with statements condemning racial injustice and police brutality.
The results of a Clutch survey show that 76 percent of U.S. workers think racism and discrimination is a problem at U.S. workplaces, and 64 percent of African Americans experience it in their own workplace. Further, 55 percent of employees think their company should address the death of George Floyd and the resulting protests, and 29 percent think their company could do more.
From opening the doors to remote talent to introducing new technology, the coronavirus crisis will have a major impact on talent acquisition practices.
By Debbie Bolla
The numbers don’t lie: The COVID-19 health crisis caused dramatic shifts in hiring practices. Anne Bucher, senior vice president of global customer experience at Cielo, the world’s leading strategic recruitment process outsourcing (RPO) partner, shares how some organizations had to pivot:
Whilst digital technologies are greatly enabling recruitment in a time of pandemic, onboarding is also a critical piece of the puzzle.
By Simon Kent
It has been a long time since the recruitment process was done entirely in person. The emergence and abundance of online tools, from job sites to video interviews, means it is possible to get a clear understanding of a candidate’s potential and their successful employment without being in the same room as that individual. In the age of the pandemic, this ability is not only nice to have—it’s a must-have. In fact, a recent Gartner poll found that 86 per cent of organisations are incorporating new virtual technology to interview candidates.
While COVID-19 poses some challenges to screening new hires, these strategies help companies conduct due diligence now and in the new normal.
By Debbie Bolla
For the last few months, organizations have been forced to think on their feet and devise human capital strategies in response to COVID-19. While some organizations have had to put a freeze on hiring, plenty of companies, including Kroger, Healthfirst, and Instacart, are on the opposite end of the spectrum, ramping up pools of essential workers. During this time of social distancing and state closure mandates, HR has had to enlist a bevy of approaches to get new workers on board. On that list: background screening. Verifying the many facets of a candidate’s background is imperative to mitigating risk and ensuring a positive hire no matter the climate.
Two organizations share insights into their successful tech-driven hiring processes that improve the candidate experience.
By Marta Chmielowicz
The outbreak of COVID-19 has forced much of the business world to make rapid changes to the way they operate, and organizations will to have continue to adapt as all industries enter a new normal post-pandemic. With the Federal Reserve anticipating an unemployment rate of 32 percent, continued restrictions around social distancing, and widespread economic instability, the hiring landscape for both businesses and job seekers will change dramatically.
New research shows the varying ways salaried and hourly employees are recruited and hired.
By Larry Basinait
Are there differences in which hourly and salaried positions are recruited? According to new research from HRO Today and Cielo, yes—and the differences are actually quite significant.
Organizations that leverage a hybrid RPO partnership gain talent acquisition flex and scale for challenging times.
By Tierney McAfee
Depending on the industry, most organizations are looking across their business to understand where they can either cut costs or bolster support for critical operations in response to the COVID-19 pandemic. Built-in scalability or flexibility during times like these helps companies implement any needed changes quickly—and with less disruption to the business. While this applies to any business function, it’s especially impactful for talent acquisition.
A people analytics strategy that draws data from all segments of the business is key to effective workforce planning and management.
By Simon Kent
For such a data-rich function, HR can seem behind the curve when it comes to making the most of the numbers it records about the workforce. But whilst finance and operations may still take the lead on number crunching, it is clear that HR has the potential to tap into its organisational people data to not only to deliver more value, but to demonstrate that value to organisation it serves.
Total talent is designed, not prescribed.
By Tierney McAfee
Total talent management has been a trending topic for more than a decade, but in spite of this, adoption remains low. One of the key reasons? Many organizations don’t understand what it means to truly adopt this approach in the first place.
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