A new operating model for talent acquisition

A new operating model for talent acquisition
Posted by Arthur Mazor and Bill Cleary on December 13, 2016.

In our previous post, we looked at some of the ways HR can learn from leading practices for customer experience to improve talent acquisition. Enhancing the candidate experiences requires getting smarter about how organizations approach talent acquisition. According to Bersin by Deloitte, recruiting is already an expensive undertaking—US companies spend an average of $4,000 per hire—and it’s likely organizations will feel greater pressure to spend even more in the competition for the attention of Millennials and other talent.1 From social media to alumni networks, it’s time for companies to focus their investments on the areas of greatest payoff. That means linking recruitment more closely to overall corporate strategy as well as promoting a smoother ride for candidates through the process.

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The candidate as customer

The new dynamics of talent acquisition

The candidate as customer
Posted by Arthur Mazor and Bill Cleary on November 15, 2016.

The competition for talent is intensifying. Continuing economic growth is giving skilled employees more leverage in the job market, raising the bar for companies looking for a talent edge over rivals. Gone are the days when HR could simply announce open positions and expect to get plenty of interested candidates.

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Design thinking meets the HR customer

Crafting the HR customer experience: An ongoing series


Posted by Arthur Mazor, Jannine Zucker, and Maribeth Sivak on October 14, 2016.

Your organization is responding to major business and workforce disruptions, driving changes to the way your enterprise runs and intensifying the need to focus on the customer experience to drive growth. As a leader in HR, you understand the critical linkage between the HR customer experience, your company’s business strategy, and customer service. But, how to forge it effectively?

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Next up for L&D: Crafting a compelling learner experience

Next up for L&D: Crafting a compelling learner experience
Posted by Mary Slaughter on September 22, 2016.

We’re starting to see an emerging trend, not only with our clients but also in the learning & development (L&D) space in general: an emphasis on learner experience. It’s showing up in people’s titles, it’s being reflected in conference agendas, speakers, and attendees, and it’s becoming a rallying point for organizations that want to shift from a training culture to a learning culture. Here’s a look at what’s driving the trend, and ways organizations can become part of it.

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Design thinking in action

Crafting the HR customer experience: An ongoing series

Architecting the HR customer experience: Design thinking in action
Posted by Michael Gretczko, Marc Solow, and Maribeth Sivak on September 20, 2016.

What if you could deliver an HR customer experience that is analogous to what big online retailers are doing to create a customized shopping experience, one in which HR customers are able to clearly see their options, access information, and take action more easily? What do you think the impact might be on your employment brand, retention, and engagement ratings? By applying design thinking to reimagine and architect the HR customer experience, companies can deliver an experience that feels more like a world-class retail experience—one in which HR customers perform activities digitally, both at their computer and on the go, in a way that can increase both engagement and satisfaction. Here’s an example of design thinking in action.

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Myth busting HR Shared Services

How accurate are your perceptions of HRSS?

Myth busting HR Shared Services Posted by Greg Vert on March 16, 2016

If you still think of HR Shared Services (HRSS) organizations as little more than call centers and data entry hubs, it may be time to reset your perceptions—and your expectations. HRSS is continuously evolving to meet a new set of demands from the businesses it supports. To meet these demands, the modern HRSS operates more like a commercial business—focused on cost control, value creation, and customer service all at once.

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What’s on the minds of CLOs?

What’s on the minds of CLOs?

Posted by Amy A. Titus and Josh Haims on December 3, 2013

Through our work and discussion with well over a hundred Chief Learning Officers (CLOs), we’ve observed their increasing interest in understanding the many moving forces that are impacting the marketplace and workplace on a global level. There’s a sense that CLOs, like the world around them, are in motion. We examine five forces below that are contributing to this concept of moving forces.

Reconciling global and local
We’re seeing a new urgency around a conversation that’s been ongoing for several years — the topic is how to organize and scale learning operations to support the global enterprise; the urgency is around knowing what actually works. How are companies achieving consistency across the enterprise but still allowing flexibility for certain regions, businesses, or disciplines? It’s a far more strategic conversation today about the complex process of building and sustaining a workable, agile learning operation.

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