Talent Acquisition

Talent Acquisition Transformation Part 3; Let Data be your Dragonglass by Ben Gledhill

The third instalment in my mini guide to TA Transformation is one that is probably my favourite (I do apologise in advance to anyone who is not a Game of Thrones fan for the title).

We have covered what we need to get the transformation ball rolling, how to create experiences rather than processes. Now we will look at for me something that should be not only the backbone of any transformation, but the heart of your TA function; Data.

Strategic Talent Acquisition in the Digital Age: An HRD's Perspective

The Business Transformation Network recently hosted an event on ‘Strategic Talent Acquisition in the Digital Age: An HRD's Perspective’ in partnership with VONQ. VONQ offers smart recruitment marketing solutions to help recruiters target the right talent.

 

The conversation was varied, touching on a wide variety of points around the following questions:

  1. What is strategic Talent Acquisition in a digital age and how is it different?

Talent Acquisition Transformation Part 2; Experience v Process by Ben Gledhill

Happy Friday y'all!

So this is the second installment in who knows really around Talent Acquisition Transformation; something both very close to my heart and currently in play in my world.

The first part covered what might go wrong during TA transformation; poor leadership, lack of direction or even a disconnected exec/leadership group.

What comes next? Post-it notes and marker pens? Excel project plans? Nope. For me let us take a step back before we actually "do" anything. Mindset; yes you read that correctly. Mindset.

Talent Acquisition Transformation Part 1; The Key to success or failure by Ben Gledhill

Sadly this article is not about the Transformers. Sorry.

It is about something not as exciting but maybe just as important.

We are seeing more and more organisations looking to “transform” their Talent Acquisition/Resourcing functions, either as part of a wider HR/People programme or maybe simply wanting to try a new piece of tech.

Having been through a few (and still going strong on the current one) I thought I would share a few bits of insight that might assist others, starting with today…why can a transformation often go wrong?

A Look Back at the Most Popular Talent Acquisition Topics of 2018

To give 2018 a proper sendoff, we’ve collected seven of the year’s most impactful pieces of thought leadership, which equip you with insight, information and best practices to help you assess and advance your own efforts. This collection of research reports, case studies, webinars, blogs and videos featured topics like Total Talent Acquisition, candidate experience, employer brand, recruitment technology, and these pieces will give you strong building blocks for the year to come:

WANT GREAT RESULTS FOR TALENT METRICS? by Jackson David

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.

Hiring Better People with Significant Time Savings with Predictive Hire

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

What is the future of employee experience? by Tim Ackermann

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.

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