In September 2021, I shared a post about a 74-page report by Harvard Business School and Accenture that outlines several barriers that keep companies from considering ‘hidden workers’ as job candidates. Hidden workers “have a desire to work and are actively seeking work, but their regular efforts to seek employment consistently fail because of hiring processes that focus on what …
As organizations continue to report challenges in attracting and hiring top talent, one potential untapped talent acquisition strategy is recruiting back former employees. According to a UKG survey across six countries comparing responses of 1,950 employees who quit their jobs since March 2020, nearly half of people (43 percent) who quit their jobs during the pandemic now think they …
Many organizations continue to face challenges in attracting and hiring talent to meet their business needs. As a result, they are increasingly reevaluating and reinventing their recruiting and talent acquisition practices. A few tactics I previously shared to address this issue include 1) Expanding selection criteria to identify hidden talent. 2) Activating the internal talent marketplace to deploy internal talent quickly—where and when …
Much has been written about the challenges firms face in attracting and retaining workers. A narrative is also playing about how many workers have shifted their work preferences—with many placing a disproportionate value on flexible work arrangements. Simultaneously, thought leaders posit firms will increasingly deconstruct “jobs” into tasks and activities, so they have greater flexibility in delivering pieces …
Last week, I posted how workers ages 65 and over in the US will account for more than 60% of projected labor-force growth from 2020 to 30. I mentioned how firms could partly address their talent shortages by attracting these workers to their companies with an employee value proposition aligned with this talent segment’s work preferences …
In early September 2021, I shared a 74-page report by Harvard Business School and Accenture that outlines barriers that keep companies from considering hidden workers as candidates to meet their talent needs. The report defines hidden workers as those that “have a desire to work and are actively seeking work, but their regular efforts to seek employment consistently fail because of …
Organizations continue to prioritize diversity initiatives, such as hiring more diverse candidates. But as noted in this Gartner paper, increasing the number of diversity hires in a firm requires more than sourcing from a diverse talent pool. It also demands they remove hidden barriers that restrict candidates from underrepresented talent groups from completing the hiring process. This …
With the HR Technology Conference last week (see agenda here), it is exciting to see the growing tech and AI capabilities across various vendor platforms. One recruiting and hiring capability for HR technology is using AI, machine learning, and natural language processing to reduce a large pool of candidates to a select few who most …
Talent acquisition functions are quickly evolving their talent practices to reflect an increasingly complex recruiting and hiring landscape. This 48-page report includes insights from over 600 staffing leaders from over a dozen industries on the challenges they face. A few insights: 1) Sixty-six percent of respondents said that time to fill is the most critical performance metric to …
The candidate experience is described as the perception and feelings of a job seeker about an employer and their job application process. This report shows how different candidates experience the job application process in different ways. The report summarizes the state of candidate experience segmented by gender, racial composition (U.S.), and sexual orientation (U.S.). A few points include: 1) …
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