This article shares 40 strategies organized into seven categories that either strengthen an organization’s hiring process or enhance a company’s offer. The seven categories include: 1) hiring campaign and selection, 2) talent sourcing, 3) channel strategy, 4) compensation and benefits, 5) career development, 6) work design, and 7) culture. A few tactics include: a) figure out what work needs …
As several organizations experience hiring slowdowns—and another segment announcing job cuts and layoffs— this article provides seven strategies that recruiting teams can employ to stay engaged and add value to the business. The authors mention, “now, when you’re not recruiting, is the time to level up your skills and optimize your processes. If you do …
Nontraditional candidates—those from functions, industries, educational backgrounds, etc., that differ from those typically sought after in a given role—are an untapped talent source. These candidates often have the skills and desire to take on a new role (or other types of work opportunity—such as projects, short-term assignments, etc.), but a segment of managers resist hiring …
Employers are increasingly integrating skills into their talent practices—from workforce planning to hiring. Regarding hiring, a segment of firms is removing academic degree requirements and other criteria (e.g., specific experiences, credentials) from certain job postings in favor of a more skills-based approach. While these efforts are a step in the right direction, shifting to skills-based talent practices is …
Organizations continue to find ways to tap various sources of talent to supply their talent pipeline. And according to i4CP’s Talent Ecosystem Integrated Model, high-performance organizations consistently leverage talent from 11 alternative sources—from gig workers to colleges and universities. This BCG article provides ideas on how employers can partially meet their talent needs by enabling better partnerships with …
The job interview is the most widely used selection practice for assessing candidates. Still, it has long been viewed by industrial and organizational psychologists and HR professionals as generally inconsistent and unreliable. Many factors detract from the job interview’s effectiveness as a predictor of performance, such as: interviewer biases that permeate the assessment process, job …
Talent acquisition (TA) professionals continue to source talent from untapped talent pools to uncover “hidden” top talent. One overlooked talent pool is former employees—often called boomerang employees—who have the skills their former organization values, and a desire to return to their previous employer. And with many TA practitioners relying increasingly on data to inform their …
According to a LinkedIn report on the future of recruiting, tactical recruiting metrics — like time to hire, candidates per hire, or offer acceptance rate—are commonly used since they are easy to measure. However, more strategic measures, such as quality of hire (QoH), remain elusive for many recruiting teams because they are harder to quantify. Of the eight …
According to a new McKinsey paper, “Americans Are Embracing Flexible Work—and They Want More of It,” 35 percent of sampled job holders report they can work from home full-time, and 23 percent can do so part-time. Job seekers also report that “autonomy over where and when they work” is among the top three reasons they are looking …
Many leaders continue to express concern about the impact of “talent shortages” on their ability to execute business strategies and priorities. But as I mentioned in previous posts, organizations often overlook “hidden talent” — internal and external talent that have a desire to take on new opportunities and the skills to perform successfully, but don’t …
Copyright ©2023. All Right Reserved.