Much has been written about how employees are leaving their jobs in search of an employee value proposition (e.g., pay, more flexible work arrangements) that better aligns with their values and preferences. However, some of these workers have learned that the “grass isn’t always greener” when moving to another company or organization. As many organizations …
Many organizations continue to face challenges in attracting and hiring talent. However, hiring managers often contribute to this challenge by including irrelevant criteria in their job descriptions. One selection criterion that has come under increased scrutiny is academic degrees. As organizations use academic degrees as a filter for identifying talent—particularly for roles where this criterion is less …
The talent acquisition function continues to undergo change in many organizations. This 21-page Korn Ferry paper explores seven trends that are impacting the world of recruiting, hiring, and talent acquisition. One part of the paper (p.15) notes how there will be an uptick in the number of former employees being rehired in organizations—often referred to as …
Diversity, equity, and inclusion (DEI) remain a top priority for many organizations. As pointed out in my one-page summary on 2023 talent priorities according to seven sources, several sources identified DEI as a priority. However, making meaningful progress in DEI requires organizations to not only prioritize it, but also to implement practices that have an impact. To help …
The use of artificial intelligence (AI) in employment decisions continues to garner interest from organizations that want to use these tools fairly, ethically, and legally for hiring decisions. And while industrial and organizational (IO) psychologists have been at the forefront in helping organizations ensure that their selection tools meet these criteria, I/O psychologists’ involvement in …
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 …
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 …
LinkedIn has just published its updated 2022 Global Talent Trends report—highlighting aspects of: 1) hiring, 2) workforce confidence, 3) candidate values, and 4) employee growth. Regarding hiring, a sample of 14 countries shows that hiring rates have decreased in all of them since one year ago (Sept 2021 vs. Sept 2022). India had the greatest decline (18%) in hiring, and the U.S. experienced a …
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 …
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