“I know the perfect person…”

 

Boosting recruiting and retention through employee referral programs

Talent Referral

Posted by Robin Erickson on October 21, 2014

Tapping current employees to source new candidates is a viable recruiting strategy for many reasons: high return on investment (Bersin research found that 9 percent of the overall spend for sourcing went to employee referrals, delivering 16 percent of new hires1 ); good cultural fit (employees tend to refer candidates with similar skills and attributes); access to specialized or hard-to-find skills (people typically network with others in similar roles); and long-term effectiveness (one study showed a 42 percent retention rate after three years for employees hired through employee referral programs vs.32 percent for employees hired through job boards and 14 percent for career site hires2).

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Are you missing out on a rich source of needed talent?

The case for hiring the long-term unemployed

Stay focused

Posted by Alice Kwan and Danielle Hawkins on October 16, 2014

There’s a very good chance your organization is turning away viable, high-quality candidates for one reason: They’ve been looking for work longer than other candidates.

As of August 2014, 3 million Americans1 of all ages, ethnicities, geographies, industries, and education and experience levels are considered long-term unemployed (LTU), meaning they have been actively seeking work for more than 27 weeks without success. The LTU apply to 3.5 times more jobs than recently unemployed job seekers, yet receive 45 percent fewer callbacks for interviews.2 Evidence shows no difference in capability or quality of work produced between the LTU and the recently unemployed,3 yet the stigma associated with lengthy employment gaps persists.

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Challenge: Will HR be a hero or a victim?

Will HR be a hero or a victim

The status quo for HR isn’t encouraging — at least according to our global survey of 2500+ leaders in 90 countries:

  • Less than 8 percent of HR leaders have confidence that their teams have the skills needed to meet the challenge of today’s global environment and consistently deliver innovative programs that drive business impact.
  • Business leaders agree: 42 percent of business leaders believe their HR teams are underperforming or just getting by, compared to the 27 percent who rate HR as excellent or good when assessing HR and talent programs.

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What’s pushing the development of “leaders at all levels”?

Talent Acquisition social media strategy

Posted by Neil Neveras on September 24, 2014

Our Global Human Capital Trends 2014 report points to leadership as the No. 1 talent issue facing organizations around the world and highlights a significant “readiness gap” between the need to develop leaders at all levels and organizations’ ability to actually do it. Let’s take a closer look, first examining how CEOs and CHROs are thinking about this issue of leadership development and building their pipeline, and then looking at how they’re going about it.

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Talent is universal

Just as the need for talent is universal, the solution can be as well. Are you familiar with the Open Talent Economy? We first met it as a Human Capital trend, where it explored the notion of expanding talent networks beyond “balance sheet” employees to include “partnership talent” (employees who are parts of joint ventures), “borrowed talent” (employees who are part of contractors or outsourcing relationships), “freelance talent” (independent, individual contractors), and “open source talent” (people who don’t work for you at all, but are part of your value chain and services).

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Do you know what separates successful retail incentive compensation systems from failures?

Money Bag

Posted on September 9, 2014

A large retailer was gearing up for growth, and its call centers had to be prepared for a surge in customer demand.  The company’s leadership and internal audit knew that they could not grow with their existing manual processes that lacked a clear audit trail. 

The root of the problem was that each of the three call center departments—website, card services, and collections—operated independently, using different performance metrics, compensation calculations and manual processes.  As a result, pay for performance compensation was often inconsistent and inaccurate.  Plus they lacked the flexibility to move representatives among departments to meet seasonal demand. 

Do you know what separates successful retail incentive compensation systems from failures?  Do you know if your investment in automating your pay-for-performance program is paying off?

Join Deloitte, IBM and Kohl’s on September 09 at 1:00 PM ET for a candid case study webinar: ‘Business Enablement: Five Things that Matter for Incentive Compensation Management at Kohl’s’ to discover how Kohl’s instituted IBM Cognos® Incentive Compensation Management solution to:

  • Recognize a return on investment in automating pay-for-performance and review programs
  • Automate the import of qualitative and quantitative data from 15 different source systems
  • Systemize the process for mid-year and end-of-year review for 2,500 customer service representatives

Speakers:

  • Sarah Whealon, Sr. Manager of Enterprise Technology – Credit Division, Kohl’s Corporation
  • Gregory Livengood, Sales Performance Management Consultant, Deloitte Consulting LLP

Leading retailers like Kohl’s are using incentive compensation management to build competitive advantage by responding faster to market changes and opportunities. Register now for this case study webinar and see how it’s done.

How sophisticated is your Talent Acquisition social media strategy?

Talent Acquisition social media strategy

Posted by Robin Erickson on August 26, 2014

A soon-to-be-released Bersin by Deloitte study on High-Impact Talent Acquisition1 finds that social media use is a key driver of talent acquisition (TA) performance and a telltale sign of maturity in using TA strategically to enable the business. Mature organizations embrace the opportunity to leverage social media not only as a recruiting vehicle but also as an outlet to promote their employment brand, even going so far as to hire strategists to “curate” social media content. In fact, the study finds that the most mature TA functions are five times more likely to have effective social media campaigns than the least mature TA functions. Why does this matter? Because talent “lives” online these days, and social media is one of the most popular (and highly populated) neighborhoods, making it a prime source for recruiting.

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HR Times Redux: Have you seen these top posts?

labor Cost Optimization

Over the past three years, HR Times has been discussing the talent-workforce-leadership-learning-organizational sphere with a broad audience of HR leaders and practitioners from business, industry, and government. We’ve looked at the trends and technologies, the challenges and risks, and the opportunities and imperatives for the future. Now we’re taking a brief look back. Here are a few of the top posts that have garnered the most attention. Did you miss any? Take a look and take away some food for thought.

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Working the Clock

Where is the referee when employees are gaming your workforce management systems?

labor Cost Optimization

Posted by Lisa Disselkamp on August 12, 2014

A restaurant worker knows exactly when to punch the clock to gain an extra 15 minutes per shift. (So do his co-workers.)

Employees routinely use the time clock near the parking lot door (meant for security staff, whose office is nearby), rather than the clock near their workstations, gaining several minutes of paid time as they walk to their stations and settle in.

A nurse with a $75K salary earns a W-2 for $240K, thanks to overtime pay, shift premiums, and other incentives.

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Stay focused on what matters (value)

5 guideposts to help keep “reorgs” on track

Stay focused

Posted by Robin Jones and Don Miller on July 22, 2014

Raise your hand if you’ve been involved in an organizational redesign at some point in your career, whether leading or participating in the effort. In fact, it’s not unusual for a shift in business strategy to trigger a corresponding shift in organizational structure. The idea is that the organization is reconfigured to enable and support the business strategy so it ultimately becomes reality and generates value for the business. However, we have all seen many instances where companies start down the path of an organizational redesign only to get sidetracked along the way or end up at a destination that doesn’t fulfill their expectations or needs.

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