The “War for Talent.” It’s natural to assume that winning the war means beating out your competition for top talent. But what if we redefined what winning looks like? If winning ultimately means setting up your employees—and, in turn, your organization—for long-term success, we as HR professionals need to recognize there’s more than one way to make that happen. Let’s rethink how we’ve traditionally sourced the “ideal” candidate. Let’s consider alternative, creative ways to find talent.
How can you bring a fresh perspective to your acquisition strategy by leveraging untapped talent pools and recruiting and retaining from groups such as veterans, older workers and people with criminal histories?
Please join @shrmnextchat at 3 p.m. ET on January 23 for a special edition of #Nextchat: SHRM Live 2018 where we’ll carry the SHRM LIVE 18 virtual event conversation to Twitter to hear from HR and recruiting professionals from around the world about how they’re leveraging untapped talent pools in their talent acquisition strategies.
Special guests from the SHRM Live 18 event:
Q1. What is your #1 greatest challenge when it comes to talent acquisition today, and how are you using untapped talent pools such as veterans, older workers and candidates with criminal histories to overcome it?
Q2. Much has been said about employers’ difficulty with translating military skills for use in the civilian workplace. How should organizations address this concern?
Q3. What advice do you have for organizations seeking to develop a veteran hiring program in their workplace?
Q4. What advice can you share with other HR professionals who are looking to set up a program to hire candidates with criminal histories and for when they begin hiring people with criminal histories?
Q5. After hiring a candidate with a criminal history, what’s next? What challenges should HR be prepared for?
Q6. When recruiting, how should an organization make sure that it identifies great talent regardless of age?
Q7. What’s the best way for a company to proactively brand itself as an employer that recognizes the value of older job candidates?
Q8. How has your organization modified its talent acquisition strategy to identify new profiles for “ideal” candidates and the ways in which you source them?