Talent Metrics are all the rage these days. As they should be! How better to understand your QoH (Quality of Hire) than by having core metrics in place to understand it? But, metrics such as CPH (Cost per Hire), QoH and the TTH (Time to Hire) alone, I challenge, should not be the primary focus. Yes, they have a lot of data within and around them.
As unemployment remains at record lows, Cielo’s new Talent Acquisition 360 study finds that the competition for talent is causing major shifts in corporate strategy, as well as significant disagreements among business functions regarding their companies’ approaches to finding, recruiting, interviewing, and hiring new employees.
So what were Employsure’s business objectives for using our technology?
• Hire people who will stay and perform.
• Accelerate sales growth through reducing time to hire.
• Decrease direct and indirect cost of hiring in the recruitment process through the use of technology.
Our growth ambition is high. Growth comes from hiring great people who stay and achieve exceptional results. UsingPredictiveHire’s technology helps us to do that efficiently. Michael Morris, Head of Talent
In part 2 of this exclusive video series, Tim Ackermann (Head of Talent Acquisition Experience at Lidl) discusses how employee experience is integral to talent acquisition and candidate experience. He highlights how to obtain a holistic picture of experience, not engagement, and combine the different measures around the organisation to ensure they all serve the same goal.
Bio
CEOs will often stand up and say that people are the most important asset in their business. And they’re right. But do they act like it? Very rarely.
Hiring someone is supposed to give your team (and you) a great level of capability. You should be able to deliver more. But if you get it wrong and hire the wrong person you will create management challenges that take up your time rather than ‘free up’ your time.
It is being challenged by emerging new regulations such as GDPR, which are impacting all industry sectors, and the arrival on the scene of the new role of the DPOin many firms.
Once upon a time, ATS systems stored millions of stale resumes of any candidate that happened to cross its path. When new roles opened and well-meaning human beings attempted to apply or refer, these systems would mostly say, “Resume already exists in database.” If one were lucky, the ATS would say, “Hey! New resume. Let me replace the old one” and if luck had truly run out, it would save two versions leaving the poor recruiter confounded. Then suddenly, GDPR happened.
#companyCulture #talentAcquisition #interviewing #cultureCreation #vendoRelations
As HR and Talent Recruitment professionals, we sometimes have the opportunity to sit on “both sides of the fence” – in the business, and as a vendor. Such is the case with my own career and many of those in my network.
This is also the case for many of the corporate functions across the ecosystem; especially within Technology, eCommerce, Marketing & Creative, and Operations.
There is some form of management reality beyond the “100 days” journalistic cliché: How does an incoming executive make an impact in a new role? What are the real timeframes to look at, and what can be expected and over what horizon? What are the key issues that should raise a red flag during the first few months in a new senior position? and those which can be ignored?