As the Talent Acquisition Analyst at Brandon Hall Group, Kyle keeps today's business leaders in touch with important conversations and emerging trends in the world of work. From in-depth research and market analysis to engaging webinars and blogs, he offers a fresh take on emerging key practices in sourcing, recruiting, assessing, hiring and retention strategies.
This week at Brandon Hall Group, we’re taking the first step in researching one of the most fundamental problems facing hiring organizations today. Talent shortage, skills gap, skills shortage – call it what you will, there are a lot of hiring organizations struggling to find qualified candidates for their open jobs.
How far in advance do you plan for talent needs? What activities make up your planning efforts? How satisfied are you with the technology you’re currently using to manage planning efforts? Earlier this year, I asked hundreds of leaders in talent acquisition these same questions – along with the most important question on the topic: How effective would you rate your organization’s planning efforts for talent acquisition?
Effectiveness in Talent Acquisition Planning
As many can attest, the talent acquisition vendor landscape changes on a daily basis. Keeping up with all of the newcomers and established solution providers is a challenge.
Last week, I attended my very first SHRM Annual Conference in Orlando – along with fellow Brandon Hall Group analysts, Trish McFarlane and Ben Eubanks. For those of you who have yet to attend, suffice to say it has immediately secured a permanent spot on my travel calendar for years to come. The reasons are many, but come down to one thing: it was well worth my time.
Last week, I mentioned that I’ve begun work on a new framework for high-performance talent acquisition. In many ways, it’s the culmination of all of the work I’ve done in my role here at Brandon Hall Group – and beyond, as I’m drawing on years of experience in operations. The reason being, a framework captures all of the myriad pieces that comprise a mature and effective process and incorporates them into single, holistic model that drives desired outcomes.
As many of you know, Brandon Hall Group launched its first annual Talent Acquisition Benchmark Survey at the start of the year. In the time since, I’ve been slicing and dicing the data – by levels of effectiveness, by industry, and most recently by company size. Across the board, survey respondents indicated hiring better talent is their highest talent acquisition priority for 2014.
Last week, John Sumser, principal analyst at HRxAnalysts, hosted a great debate with Ed Newman, vice president of Strategy at iMomentous, about mobile recruiting.
Recent studies show the time required to fill open jobs is on the rise—from 15 days in 2009 to 23 days today. Some attribute this trend to a widening skills gap, and others say economic uncertainty has instilled a fear of wasting company resources on a bad hire. While those are certainly contributing factors, there are more basic issues.
Employee engagement is a challenge—especially when you're an international company with 28,000+ employees. When Marsh, a leader in insurance broking and risk management, faced low scores in career growth and development, executive leadership knew something needed to be done.
Tuition assistance programs (or TAPs) can close employees’ skill gaps in the near term, and strengthen your internal pipeline of leadership candidates in the long term. The challenge is to manage investments in employee education in a way that maximizes returns–both for the employer and the employee.
Over the last few years, social and mobile technologies have proven to be powerful tools for sourcing and recruiting talent. More recently, we’re beginning to see consumer tech--social, in particular--being leveraged in other HR functions. While research shows these next generation tools have the potential to improve communication and collaboration across the enterprise, business leaders are left with one question: “Who takes ownership of these tools?”
The consumerization of IT is rapidly evolving the technology we use at work. Social, mobile and video technologies have dramatically changed the way hiring professionals source and recruit candidates. As competition for top talent remains at an all-time high, companies like Ongig are making it easy for recruiters to harness candidates-friendly technology to create a more engaging candidate experience.
Summer is underway, and another group of “Trophy Kids” (Gen Y) is preparing to leave their jobs at your local coffee shops and retail stores to join the ranks of the professional workforce. They have big plans and high hopes, but as many twenty-somethings can attest, a diploma doesn’t guarantee success. A few of us have learned the hard way that there are some things that college simply can't prepare us for.
The highlight of this year’s Recruiting Innovation Summit, for me, was the Recruiting Tech Startup Competition. Of nearly 50 initial applicants, six innovative recruiting tech startups were invited to compete the grand prize of $10,000 (and some serious bragging rights). Here's how it worked: Presenters gave a live demo their product, took questions from the audience, and then answered questions from the panel of judges--Jason Warner, Steve Boese and Ethel Chen. Each startup was rated based on business model, viability, potential impact on the industry, and other factors.
