This document discusses issues related to recruitment, including the risks of rapid hiring without proper assessment of candidates. It provides perspectives from recruitment experts on how to avoid common hiring mistakes and ensure quality hires. Some key points:
- Companies are increasingly hiring quickly to fill openings rather than rigorously assessing candidates, which can lead to bad cultural or skills fit.
- A recruitment manager recalls nearly making a bad hire due to behavioral red flags, highlighting the importance of thorough screening.
- Recruiters emphasize the need to balance quantitative goals like time-to-fill with qualitative assessments of candidate fit and quality.
- Common mistakes include poor role definition, lack of cultural fit assessment, and not taking time for proper evaluation.
This document is a study on talent management strategies for acquiring and retaining top employees in India submitted by Chaitali Deb to fulfill requirements for an MBA degree. It discusses how talent management has become critical for organizations facing a limited talent pool and high turnover. Effective talent management involves attracting, developing, and aligning employees with business goals through the continuous processes of acquisition, utilization, development and retention. Triggers driving the need for talent management include the scarcity of skilled workers, changing demographics as baby boomers retire, and the demands of managing global and diverse workforces.
With a serious talent shortage on the horizon, the insurance industry needs to become an employer of choice for the next generation. Here's how to do it.
Mar 01, 2015 | By Melissa Hillebrand
The CEO of the Singapore International Chamber of Commerce described an extreme example of job hopping he witnessed at his own organization. They hired an assistant finance manager who seemed qualified but she only showed up for one day of work before disappearing. When contacted, she said the job "wasn't for her" after only one day. The CEO said this level of job hopping provides no satisfaction and doesn't give the person or organization a chance. HR professionals also see job hopping as a challenge as people move between roles frequently. While some job hop for career growth or pay increases, it can also signal uncertainty about one's career goals. Retaining talent requires organizations to understand employee needs and ensure good cultural fit and career progression.
Hiring overqualified candidates can benefit companies in several ways:
1) Research shows that overqualified candidates may actually perform better and are less likely to leave simply due to feeling overqualified.
2) Their skills and experience can be leveraged beyond the initial job by expanding roles or finding new projects that make use of their talents.
3) They can mentor others, challenge peers, and bring new expertise not currently represented in the company.
4) Onboarding needs to be handled carefully, with clear expectations and future plans discussed, to avoid issues from unmet expectations.
The document discusses 9 top human resources job skills that employers are seeking. It provides details on each skill, including employee relations, onboarding, human resources information software, performance management, teamwork and collaboration, scheduling, customer service, project management, and worker's compensation. The skills focus on areas like conflict resolution, training new employees, using HR software systems, evaluating employee performance, collaboration, time management, customer service, leading projects, and handling workplace injury claims. The document advises highlighting relevant experiences and strengths for each skill in interviews.
The document discusses how attrition, or employee turnover, is a silent but significant threat to businesses. It costs businesses thousands or millions each year in lost talent, productivity, and knowledge. However, few businesses properly measure and address attrition. The document argues that businesses should focus on understanding why employees leave and keeping talent, rather than just reacting to turnover. Reducing attrition requires measuring its costs, understanding engagement levels, and transforming company culture through leadership.
Innovative Employee Solutions
9665 Granite Ridge Drive, #420
San Diego, CA 92123
(858) 715-5100
http://www.innovativeemployeesolutions.com/
Innovative Employee Solutions specializes in payrolling and outsourced HR administrative services as the employer of record for various industries including technology, engineering, medical, insurance, clerical, research companies and many more.
This document discusses employee attrition in the education industry. It defines attrition and attrition rate, and discusses reasons for attrition such as organizational factors, working environment, and opportunities elsewhere. It then outlines the methodology used for the research study and analyzes attrition trends. The costs of attrition for organizations are recruitment costs, training costs, and costs associated with replacing employees. The attrition rate can be calculated by taking the number of employees who left in a year divided by the average number of employees that year and multiplying by 100.
This document is a study on talent management strategies for acquiring and retaining top employees in India submitted by Chaitali Deb to fulfill requirements for an MBA degree. It discusses how talent management has become critical for organizations facing a limited talent pool and high turnover. Effective talent management involves attracting, developing, and aligning employees with business goals through the continuous processes of acquisition, utilization, development and retention. Triggers driving the need for talent management include the scarcity of skilled workers, changing demographics as baby boomers retire, and the demands of managing global and diverse workforces.
With a serious talent shortage on the horizon, the insurance industry needs to become an employer of choice for the next generation. Here's how to do it.
Mar 01, 2015 | By Melissa Hillebrand
The CEO of the Singapore International Chamber of Commerce described an extreme example of job hopping he witnessed at his own organization. They hired an assistant finance manager who seemed qualified but she only showed up for one day of work before disappearing. When contacted, she said the job "wasn't for her" after only one day. The CEO said this level of job hopping provides no satisfaction and doesn't give the person or organization a chance. HR professionals also see job hopping as a challenge as people move between roles frequently. While some job hop for career growth or pay increases, it can also signal uncertainty about one's career goals. Retaining talent requires organizations to understand employee needs and ensure good cultural fit and career progression.
Hiring overqualified candidates can benefit companies in several ways:
1) Research shows that overqualified candidates may actually perform better and are less likely to leave simply due to feeling overqualified.
2) Their skills and experience can be leveraged beyond the initial job by expanding roles or finding new projects that make use of their talents.
3) They can mentor others, challenge peers, and bring new expertise not currently represented in the company.
4) Onboarding needs to be handled carefully, with clear expectations and future plans discussed, to avoid issues from unmet expectations.
The document discusses 9 top human resources job skills that employers are seeking. It provides details on each skill, including employee relations, onboarding, human resources information software, performance management, teamwork and collaboration, scheduling, customer service, project management, and worker's compensation. The skills focus on areas like conflict resolution, training new employees, using HR software systems, evaluating employee performance, collaboration, time management, customer service, leading projects, and handling workplace injury claims. The document advises highlighting relevant experiences and strengths for each skill in interviews.
The document discusses how attrition, or employee turnover, is a silent but significant threat to businesses. It costs businesses thousands or millions each year in lost talent, productivity, and knowledge. However, few businesses properly measure and address attrition. The document argues that businesses should focus on understanding why employees leave and keeping talent, rather than just reacting to turnover. Reducing attrition requires measuring its costs, understanding engagement levels, and transforming company culture through leadership.
Innovative Employee Solutions
9665 Granite Ridge Drive, #420
San Diego, CA 92123
(858) 715-5100
http://www.innovativeemployeesolutions.com/
Innovative Employee Solutions specializes in payrolling and outsourced HR administrative services as the employer of record for various industries including technology, engineering, medical, insurance, clerical, research companies and many more.
This document discusses employee attrition in the education industry. It defines attrition and attrition rate, and discusses reasons for attrition such as organizational factors, working environment, and opportunities elsewhere. It then outlines the methodology used for the research study and analyzes attrition trends. The costs of attrition for organizations are recruitment costs, training costs, and costs associated with replacing employees. The attrition rate can be calculated by taking the number of employees who left in a year divided by the average number of employees that year and multiplying by 100.
This document provides a guide for staffing suppliers to transition from transactional providers to strategic partners. It recommends that suppliers conduct research on their customers, which include both the end client and any third-party staffing companies. Suppliers should find an advocate within these companies and ask how they can add value. The guide also suggests suppliers clearly communicate their unique value proposition and capabilities. It advises suppliers to focus on consistently meeting customer needs and being proactive, flexible partners to strengthen relationships over time.
This document provides an overview of employer reputation management. It discusses:
- The importance of managing perceptions as an employer through both actions and communications.
- Why reputation is important, including attracting talent, retention, and competitive advantage.
- Key aspects of a good reputation including values, culture, corporate reputation, and people policies.
- How to manage reputation through understanding goals, senior leadership buy-in, creating the right environment internally, and developing communications to showcase these efforts.
The document is intended as a guide for HR, communications, and business professionals on developing an employer brand and reputation. It is based on research with leading employers on their approaches.
Five key lessons are provided for upgrading talent by hiring outside superstars:
1. Identify current and future internal stars through performance management before committing to outside hires.
2. Align hiring decisions with needs for current and future talent by understanding what types of talent are needed now and in the future as well as what talent is available.
3. Temper expectations as high performance may not always be portable, especially for roles requiring collaboration, as support is needed for stars to succeed.
4. Do not let eagerness cause shortcuts to the selection process which can increase legal risks and insult current employees.
5. Underpromise and overdeliver to avoid issues like "package envy" and build credibility
This document discusses how many CEOs say that talent is their most important asset but do not take the necessary actions to ensure they can attract high quality talent. It suggests that to be a true believer, CEOs should be able to name key recruiters, ensure recruiters understand business strategy, adequately invest in recruiting, and ensure managers are satisfied with hiring time and quality. However, in many organizations recruiting is underfunded and recruiters are underpaid administrators relying on paper processes. The document argues organizations should hire professional recruiters, invest in recruiting technology to automate paper-heavy manual processes, and view recruiting as a strategic function like sales and marketing to attract the best talent.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
The Tru Files - Social Recruiting and PersonalizationKelly Services
The document discusses strategies for personalizing social recruiting efforts. It suggests moving beyond mass approaches to instead focus on attracting the right candidates by understanding them as members of an audience. Recruiters should develop long-term relationships and share engaging content to stay connected with candidates beyond individual job openings. Personalization involves customizing the candidate experience based on their profiles and interests to treat them as part of a lifelong professional community.
HROToday_RecruitingRequiresPeople_FINALPaul Gordon
This document discusses key recruiting functions that still require human judgment, including sourcing candidates, screening candidates, and interviewing candidates. It argues that while technology can help with tasks like organizing applicant tracking, the human element is still crucial for generating enthusiasm in candidates and properly assessing fit. The personal touch from recruiters is needed for building relationships with candidates and hiring managers. While automation has benefits, relying solely on technology for recruiting can undermine the candidate and employee experience. Overall, the document emphasizes that recruiting is about finding the best people, and that requires human judgment throughout the process.
This document discusses attracting and retaining top talent. It makes several key points:
- Superior talent is much more productive, sometimes up to 800% more, than average performers. Having top talent can allow companies to achieve goals much faster than competitors.
- Top talent is scarce, and the "war for talent" will continue as baby boomers retire and skills demands increase. Most companies are not good at attracting and keeping top talent.
- To succeed, companies need to focus on attracting and retaining the 5% of roles that create most of the value. They must have an attractive employee value proposition that is distinctive, targeted, and matches reality.
- Technology like algorithms and data analytics will
Developing Talent Acquisition Strategies for the Fully - Employed40hrsvn
- 79% of the fully-employed professional workforce in North America are satisfied or very satisfied with their current jobs, though only a slight increase since 2010. However, job seeking activity has not decreased and more are actively looking or open to new opportunities.
- Despite high job satisfaction levels, 55% of very satisfied and 90% of satisfied employees would consider changing jobs for the right opportunity. Retention of all employees, but especially high performers, could become an issue if the economy strengthens.
- In order to attract and hire passive candidates, companies need recruiting strategies tailored to candidates' career zones and long-term career needs, rather than relying solely on job descriptions and standard hiring processes designed for active job seekers.
ADP White Paper - The Role of HR - Executives ExpectationsLee Saunders
The document discusses the changing role of HR professionals over the past few decades. It examines expectations that business executives have of HR departments, focusing on talent management, employee engagement, and using technology effectively. While HR is seen as more strategic and valuable than in the past, the document finds there remains a gap between how HR departments view their work and how it is perceived outside of HR, with many non-HR managers still dissatisfied with HR services. Key expectations for HR include effective talent management strategies to recruit and retain top talent.
Sourcing technologies have advanced beyond just gathering social profiles and now use complex algorithms to uncover candidates that are best suited for an organization. These technologies aggregate data from various social and professional networks and sites to build comprehensive profiles of passive professionals, even without directly published contact or work history information. The document then describes several leading sourcing technology providers and their features, and concludes with recommendations for organizations to test out new sourcing tools in key areas before committing to a long-term partnership.
In the past, in-house human resources professionals and Professional Employer Organizations (PEOs) have had a rocky relationship. The main cause of this rift has been the belief that PEOs are out to replace in-house HR. G&A Partners, a Texas-based PEO, takes a closer look at this long-held - but completely false - myth, and explains why HR professionals should embrace, not fear, the services that Professional Employer Organizations offer.
EHRM: Entrepreneurial Human Resources Management | by Ernst & Young, People A...ArabNet ME
The SMEs of today are the future organizations of tomorrow who will set the leading practice in the market. YOU, as SMEs and Entrepreneurs, will shape the future organization and the HR of tomorrow.
The document discusses the key role of human resources (HR) in organizations. It argues that HR is the "heartbeat" and "pacemaker" of any organization, managing human talent and keeping business processes rhythmic. HR is seen as a strategic partner rather than just an administrative function. The document emphasizes aligning HR processes like talent management to build an effective workforce and stay competitive in a changing business environment. It also discusses the importance of employee health, wellness programs, and matching talents to jobs for organizational success.
Aon Hewitt White Paper: Myth Behind High Touch Hiringalexppaz
The document discusses the myth of "high-touch hiring" and proposes a more holistic approach. It argues that:
1) Traditional recruiting processes are overwhelmed and cannot provide high-touch experiences for most candidates. Recruiters are overburdened and spend most of their time on unqualified candidates.
2) To transform recruitment, companies should take an enterprise-wide view of hiring needs, identify high-value positions, and apply technology and sourcing expertise.
3) This allows recruiting to be customized based on position type, providing high-touch experiences for candidates in strategic roles while streamlining processes for other roles.
Do you have what Scientific Hiring Managers are looking for?Kelly Services
The document summarizes findings from a survey of over 1,000 hiring managers in scientific and clinical fields. It discusses that while technical skills are important for securing an interview, hiring managers place equal emphasis on a candidate's interpersonal skills and cultural fit. Nearly 70% of managers say cultural fit plays an important role in evaluation. The document provides tips for candidates on emphasizing interpersonal skills through behavioral interview questions, researching company culture, and presenting themselves as a well-rounded candidate with skills in both technical areas and soft skills.
This document discusses the rise of robots and automation replacing human jobs. It notes that human capital is the #1 business challenge according to CEOs and that many current jobs will be done by robots in the future. Robots and AI are already performing tasks like driving, surgery, warehouse work, and more. The document outlines many challenges this will create for HR, such as employee stress, resistance to technology, managing layoffs, and retaining top talent. It argues that HR must work closely with tech departments and prepare for managing both people and robots in the future workplace.
White Paper Top 5 Trends in Talent Sourcing In 2013Ian Tomlin
This white paper discusses 5 trends in talent sourcing for 2013 according to research from The Workspend Institute:
1. More employers are resuming hiring after a period of only taking on essential recruits due to economic uncertainty.
2. There are now more vacancies than qualified workers to fill them, especially for managerial, professional, and technical positions.
3. The proportion of the workforce sourced through managed service providers (MSPs) is growing and may reach 1 in 4 workers for major US employers by 2020.
4. Talent agencies are becoming more specialized in their areas of recruitment.
5. Social media is increasingly being used as a tool for recruiting candidates.
El documento resume estadísticas sobre unidades económicas en México y en el estado de Nayarit según el Censo Económico de 2014. En México hubo 5.6 millones de establecimientos, de los cuales el 94.3% eran microempresas. En Nayarit hubo 65,538 establecimientos, la mayoría (94.9%) también microempresas. El documento también analiza las causas por las que muchas pymes no sobreviven, como falta de planeación, administración o financiamiento.
This document provides a guide for staffing suppliers to transition from transactional providers to strategic partners. It recommends that suppliers conduct research on their customers, which include both the end client and any third-party staffing companies. Suppliers should find an advocate within these companies and ask how they can add value. The guide also suggests suppliers clearly communicate their unique value proposition and capabilities. It advises suppliers to focus on consistently meeting customer needs and being proactive, flexible partners to strengthen relationships over time.
This document provides an overview of employer reputation management. It discusses:
- The importance of managing perceptions as an employer through both actions and communications.
- Why reputation is important, including attracting talent, retention, and competitive advantage.
- Key aspects of a good reputation including values, culture, corporate reputation, and people policies.
- How to manage reputation through understanding goals, senior leadership buy-in, creating the right environment internally, and developing communications to showcase these efforts.
The document is intended as a guide for HR, communications, and business professionals on developing an employer brand and reputation. It is based on research with leading employers on their approaches.
Five key lessons are provided for upgrading talent by hiring outside superstars:
1. Identify current and future internal stars through performance management before committing to outside hires.
2. Align hiring decisions with needs for current and future talent by understanding what types of talent are needed now and in the future as well as what talent is available.
3. Temper expectations as high performance may not always be portable, especially for roles requiring collaboration, as support is needed for stars to succeed.
4. Do not let eagerness cause shortcuts to the selection process which can increase legal risks and insult current employees.
5. Underpromise and overdeliver to avoid issues like "package envy" and build credibility
This document discusses how many CEOs say that talent is their most important asset but do not take the necessary actions to ensure they can attract high quality talent. It suggests that to be a true believer, CEOs should be able to name key recruiters, ensure recruiters understand business strategy, adequately invest in recruiting, and ensure managers are satisfied with hiring time and quality. However, in many organizations recruiting is underfunded and recruiters are underpaid administrators relying on paper processes. The document argues organizations should hire professional recruiters, invest in recruiting technology to automate paper-heavy manual processes, and view recruiting as a strategic function like sales and marketing to attract the best talent.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
The Tru Files - Social Recruiting and PersonalizationKelly Services
The document discusses strategies for personalizing social recruiting efforts. It suggests moving beyond mass approaches to instead focus on attracting the right candidates by understanding them as members of an audience. Recruiters should develop long-term relationships and share engaging content to stay connected with candidates beyond individual job openings. Personalization involves customizing the candidate experience based on their profiles and interests to treat them as part of a lifelong professional community.
HROToday_RecruitingRequiresPeople_FINALPaul Gordon
This document discusses key recruiting functions that still require human judgment, including sourcing candidates, screening candidates, and interviewing candidates. It argues that while technology can help with tasks like organizing applicant tracking, the human element is still crucial for generating enthusiasm in candidates and properly assessing fit. The personal touch from recruiters is needed for building relationships with candidates and hiring managers. While automation has benefits, relying solely on technology for recruiting can undermine the candidate and employee experience. Overall, the document emphasizes that recruiting is about finding the best people, and that requires human judgment throughout the process.
This document discusses attracting and retaining top talent. It makes several key points:
- Superior talent is much more productive, sometimes up to 800% more, than average performers. Having top talent can allow companies to achieve goals much faster than competitors.
- Top talent is scarce, and the "war for talent" will continue as baby boomers retire and skills demands increase. Most companies are not good at attracting and keeping top talent.
- To succeed, companies need to focus on attracting and retaining the 5% of roles that create most of the value. They must have an attractive employee value proposition that is distinctive, targeted, and matches reality.
- Technology like algorithms and data analytics will
Developing Talent Acquisition Strategies for the Fully - Employed40hrsvn
- 79% of the fully-employed professional workforce in North America are satisfied or very satisfied with their current jobs, though only a slight increase since 2010. However, job seeking activity has not decreased and more are actively looking or open to new opportunities.
- Despite high job satisfaction levels, 55% of very satisfied and 90% of satisfied employees would consider changing jobs for the right opportunity. Retention of all employees, but especially high performers, could become an issue if the economy strengthens.
- In order to attract and hire passive candidates, companies need recruiting strategies tailored to candidates' career zones and long-term career needs, rather than relying solely on job descriptions and standard hiring processes designed for active job seekers.
ADP White Paper - The Role of HR - Executives ExpectationsLee Saunders
The document discusses the changing role of HR professionals over the past few decades. It examines expectations that business executives have of HR departments, focusing on talent management, employee engagement, and using technology effectively. While HR is seen as more strategic and valuable than in the past, the document finds there remains a gap between how HR departments view their work and how it is perceived outside of HR, with many non-HR managers still dissatisfied with HR services. Key expectations for HR include effective talent management strategies to recruit and retain top talent.
Sourcing technologies have advanced beyond just gathering social profiles and now use complex algorithms to uncover candidates that are best suited for an organization. These technologies aggregate data from various social and professional networks and sites to build comprehensive profiles of passive professionals, even without directly published contact or work history information. The document then describes several leading sourcing technology providers and their features, and concludes with recommendations for organizations to test out new sourcing tools in key areas before committing to a long-term partnership.
In the past, in-house human resources professionals and Professional Employer Organizations (PEOs) have had a rocky relationship. The main cause of this rift has been the belief that PEOs are out to replace in-house HR. G&A Partners, a Texas-based PEO, takes a closer look at this long-held - but completely false - myth, and explains why HR professionals should embrace, not fear, the services that Professional Employer Organizations offer.
EHRM: Entrepreneurial Human Resources Management | by Ernst & Young, People A...ArabNet ME
The SMEs of today are the future organizations of tomorrow who will set the leading practice in the market. YOU, as SMEs and Entrepreneurs, will shape the future organization and the HR of tomorrow.
The document discusses the key role of human resources (HR) in organizations. It argues that HR is the "heartbeat" and "pacemaker" of any organization, managing human talent and keeping business processes rhythmic. HR is seen as a strategic partner rather than just an administrative function. The document emphasizes aligning HR processes like talent management to build an effective workforce and stay competitive in a changing business environment. It also discusses the importance of employee health, wellness programs, and matching talents to jobs for organizational success.
Aon Hewitt White Paper: Myth Behind High Touch Hiringalexppaz
The document discusses the myth of "high-touch hiring" and proposes a more holistic approach. It argues that:
1) Traditional recruiting processes are overwhelmed and cannot provide high-touch experiences for most candidates. Recruiters are overburdened and spend most of their time on unqualified candidates.
2) To transform recruitment, companies should take an enterprise-wide view of hiring needs, identify high-value positions, and apply technology and sourcing expertise.
3) This allows recruiting to be customized based on position type, providing high-touch experiences for candidates in strategic roles while streamlining processes for other roles.
Do you have what Scientific Hiring Managers are looking for?Kelly Services
The document summarizes findings from a survey of over 1,000 hiring managers in scientific and clinical fields. It discusses that while technical skills are important for securing an interview, hiring managers place equal emphasis on a candidate's interpersonal skills and cultural fit. Nearly 70% of managers say cultural fit plays an important role in evaluation. The document provides tips for candidates on emphasizing interpersonal skills through behavioral interview questions, researching company culture, and presenting themselves as a well-rounded candidate with skills in both technical areas and soft skills.
This document discusses the rise of robots and automation replacing human jobs. It notes that human capital is the #1 business challenge according to CEOs and that many current jobs will be done by robots in the future. Robots and AI are already performing tasks like driving, surgery, warehouse work, and more. The document outlines many challenges this will create for HR, such as employee stress, resistance to technology, managing layoffs, and retaining top talent. It argues that HR must work closely with tech departments and prepare for managing both people and robots in the future workplace.
White Paper Top 5 Trends in Talent Sourcing In 2013Ian Tomlin
This white paper discusses 5 trends in talent sourcing for 2013 according to research from The Workspend Institute:
1. More employers are resuming hiring after a period of only taking on essential recruits due to economic uncertainty.
2. There are now more vacancies than qualified workers to fill them, especially for managerial, professional, and technical positions.
3. The proportion of the workforce sourced through managed service providers (MSPs) is growing and may reach 1 in 4 workers for major US employers by 2020.
4. Talent agencies are becoming more specialized in their areas of recruitment.
5. Social media is increasingly being used as a tool for recruiting candidates.
El documento resume estadísticas sobre unidades económicas en México y en el estado de Nayarit según el Censo Económico de 2014. En México hubo 5.6 millones de establecimientos, de los cuales el 94.3% eran microempresas. En Nayarit hubo 65,538 establecimientos, la mayoría (94.9%) también microempresas. El documento también analiza las causas por las que muchas pymes no sobreviven, como falta de planeación, administración o financiamiento.
Lee Murphy, Senior HR Director at Microsoft Asia Pacific, discusses Microsoft's cultural transformation under CEO Satya Nadella. Microsoft is embracing disruption and innovation in the technology sector by shifting to a growth mindset. It is focusing on building agility, putting customers first, increasing collaboration, and breaking down silos. Microsoft's key areas of focus include cloud computing, workforce diversity and inclusion, and strengthening manager excellence. The company aims to develop a diverse talent pool and align its values with its vision of making a positive impact.
RPP ini membahas pembelajaran struktur atom untuk siswa kelas X di SMA Negeri 1 Kediri. Pembelajaran ini akan dilaksanakan dalam dua pertemuan dengan tujuan menjelaskan partikel penyusun atom, perkembangan model atom, dan kelebihan serta kekurangan setiap model. Metode pembelajaran yang digunakan adalah diskusi dan penugasan projek kelompok.
This document defines key financial terms including:
- Credit as the ability to obtain goods/services before payment based on future payment trust.
- Debit as an amount owed listed on the left of an account.
- Interest as money paid regularly for borrowing or delaying debt repayment.
- Gross pay as total pay before taxes/deductions, while net pay is wages after withholdings.
- Fixed expenses as constant costs regardless of sales, versus variable expenses varying with production.
Este documento presenta una introducción a un estudio de mercado realizado por estudiantes de la Universidad Panamericana del Puerto para un curso de Diseño y Evaluación de Proyectos. En las 8 secciones iniciales se explican conceptos clave como objetivos de un estudio de mercado, tipos de información requerida, segmentación del mercado, demanda actual y futura, y estructura del mercado. Las últimas dos secciones describen cómo calcular márgenes comerciales y factores a considerar para fijar precios de productos.
Las parasitosis son más comunes en animales silvestres debido al equilibrio parásito-huésped y espacio amplio, mientras que los animales en cautiverio presentan mayor riesgo de infecciones cruzadas y parasitosis no específicas debido a estrés, espacios pequeños y contacto con otras especies. Además, los animales en cautiverio pueden volverse reservorios crónicos de enfermedades y zoonosis. El objetivo del control de parásitos es prevenir infecciones mediante exámenes y tratamientos regulares
WBCSD and Energy for All Partnership of the Asian Development Bankfveglio
The World Business Council for Sustainable Development (WBCSD) is a steering committee member of the Asian Development Bank’s Energy for All (E4All) Partnership. Formally launched in mid-June 2009, the initiative links private and public sectors in the Asia-Pacific region to stimulate the scaling up of access to energy by improving the sharing of information and resources and the flow of financing towards projects using appropriate technologies and a proven business case. Its aim is to provide access for 100 million new users in Asia and the Pacific by 2015.
Las fórmulas presentadas se aplican a anualidades definidas, ordinarias y simples, es decir, aquellas que pagan la misma cantidad cada período y donde se conoce de antemano el número total de pagos. Este módulo asume que todas las anualidades discutidas son de este tipo básico.
Este documento fornece instruções e requisitos para candidatos a líderes de Desbravadores completarem diferentes níveis de liderança, incluindo Líder, Líder Máster e Líder Máster Avançado. Detalha pré-requisitos, provas, livros de estudo, construção de pastas, investidura e processos de revalidação.
1. Vincent Van Gogh was a famous Dutch post-Impressionist painter born in 1853 in the Netherlands. Some of his most famous paintings include Starry Night and Sunflowers.
2. The document provides information about Van Gogh's life and the locations and time periods in which he produced major works, including his early paintings in the Netherlands, works produced in Paris where his palette came alive, paintings from his time in Arles and Saint-Rémy in France, and works from Auvers-sur-Oise where he spent his final months before his death.
3. It also includes the lyrics to the song "Vincent" by Don McLean, which references Van Gogh's life and
El documento describe diferentes criterios para clasificar los tipos de intereses y pagos en operaciones financieras. En cuanto al tiempo, se distinguen entre criterios fijos y contingentes. En intereses, entre generales y simples. Y en pagos, entre vencidas u ordinarias cuando se efectúan al final del periodo, anticipadas cuando son al principio, e inmediatas o diferidas según cuando se realizan los cobros o pagos.
My discussionList at least three jobs and research the organi.docxherthaweston
My discussion:
List at least three jobs and research the organizations' recruiting practices. The jobs could be positions you have held or of those you want to hold. In your post, address the following questions:
How were you recruited for each position (or how is the typical employee recruited)?
From the organization’s perspective, what are the pros and cons of recruiting through these methods?
Your initial post should include at least two outside sources to support your response. Respond to at least two of classmates' posts.
REPLY TO EDWARDS DISCUSSION:
In today’s fast paced digital world, a lot of jobs recruit candidates through talent networks. “The growth of LinkedIn, Twitter, Facebook Glassdoor, Indeed, and a variety of other tools available to promote your employment brand have now evolved from a model of "candidate relationship management" to a model of “talent network” from which to recruit” (Bersin, 2013, para. 2). I applied for my current job and previous other jobs in the past through Indeed, which is a popular site to look for jobs and post them as well. I was able to create an account, upload my resume and skills as well as my cover letter and apply for jobs with the click of a button. After submitting my resume, I received an email with a direct link to the company website where I created a candidate profile.
Once I created a profile, I took an assessment about customer service skills and a typing test as well. The job was for world travel holdings, which is a travel agency and they had open recruiting. The main advantage to open recruiting is “that everyone has the opportunity to apply, it does enable generation of a diverse pool of applicants, and it is very useful in situations where large numbers of applicants must be hired” (Youssef-Morgan & Stark, 2014, p. 5.3). All you had to have was 2 years of customer service and be able to pass the simple assessment and typing test that was given. Since this was a call center job, open recruiting was a high advantage because the company had to hire a couple of hundred people to start training within a couple of weeks.
However, with this type of recruitment, everybody was put in the same tier level even if candidates had a significant amount of experience in comparison to the other applicants. This means that a new hire with 7 years of experience will get equivalent pay to an individual who has only the minimum experience required. The advantage to recruiting using a talent network is that a company can recruit applicants fast, the disadvantage is that they can get overwhelmed with too many applicants.
References
Bersin, J. (2013, Jul. 4).
The 9 hottest trends in corporate recruiting
. Retrieved from https://www.forbes.com/sites/joshbersin/2013/07/04/the-9-hottest-trends-in-corporate-recruiting/#90ab2b5492b0
Youssef-Morgan, C. M., & Stark. E. (2014).
Strategic human resource management: Concepts, controversies, and evidence-based app ...
RecruitingKhanh K. NguyenCapella UniversityOctober 9, .docxaudeleypearl
Recruiting
Khanh K. Nguyen
Capella University
October 9, 2019
“E-Recruitment”
The Internet Recruitment, is also known as E-Recruitment is the method of employing the potential applicants for the empty job positions, through electronic resources, mainly the internet.
Its cheap
Helpful equally for the employer and the applicant
Less time required in hiring
More efficient and easy
Not suitable for senior positions
High volume of responses
Technology issues
Too impersonal
“Advantages of E-Recruitment”
“Dis-Advantages of E-Recruitment”
2
“Sales Representative Duties”
Reaching customers
By promoting products and services
Do cost-benefit and examination of clients to fulfill their needs.
Start, grow and continue customer better relationships.
Accelerate the determination of client complications and problems and then solve them accordingly.
Organize sales determination with team and additional sections
Analyze markets and report.
Continuously take feedback
3
“Job description for Sales representative”
“Our company CapraTek is looking for a Sales Representative to be responsible for generating leads and meeting sales goals. Duties will include sales presentations and product demonstrations, as well as negotiating contracts with potential clients.
In order to be successful in this role, you will need to have a deep understanding of the sales process and dynamics, and also superb interpersonal skills. Previous experience in a sales role is an advantage.”
4
“Sales Representative Requirements for CapraTek”
Prove work as sales reprenstatives
Excel in MS word
CRM and BRM practice
Extremely encouraged and board ambitious with target to achieved
Perfect communication and negotiation skills.
Prioritizing, time management and organizational skills
Aptitude to make and bring performances custom-made to the spectators wants.
BS/BA degree or equivalent
5
COMPARE THE QUALITY OF THE JOB INFORMATION FOR EACH EMPLOYER AND WEB SITE FROM AN APPLICANT'S AND EMPLOYER'S POINT-OF-VIEW
“Significant changes in technology over the past decade are having a profound impact on recruiting strategies, with staffing professionals increasingly using social networking sites to source, contact and screen both active and passive job candidates. In addition to a focus on social networking's impact on the staffing process”
So when we are at the point of hiring the final candidate we should review how career-oriented he/she is. Assess their past experience, know their strength and weaknesses. Consider if they fit in our company’s culture or not. This is the biggest challenge for a company to find a right candidate. Preference should always be given to one who is more skilled and motivated and good fit in the company. So all the past experience on the given resume is checked by the employer if it will fit best for the company
6
Process of Recruiting in Capra Tek
What is the process of recruitment and selecting?
The proce ...
The document provides details on a recruiting and selection plan for hiring a Corporate Recruiter. It outlines the steps including performing a job analysis, creating an accurate job description, obtaining approvals to post the position, recruiting candidates through various sources, and screening applicants. The goal is to hire the most qualified candidate while following equal opportunity and affirmative action guidelines. Recruitment sources for the corporate recruiter position should target those with at least 5 years of experience, as the job requires a degree and experience. Issues that may arise include handling under or overqualified applicants as well as communicating with unsuccessful candidates.
ZeroChaos was hired to address high turnover of sales representatives at a national telecom equipment supplier. They found that the company's recruiting process focused too much on quantity over quality, treating candidates as commodities. Exit interviews revealed employees felt disrespected and morale was low. ZeroChaos overhauled the career website, optimized the applicant tracking system, adjusted the hiring process, and embedded recruiters regionally. They also improved employee development and morale. As a result, turnover decreased from 55% to less than 30% in six months, improving the pipeline and reducing costs of replacement hiring.
Chapter 6Selection, Placement, and Job Fit Learni.docxjoyjonna282
This chapter discusses selection, placement, and job fit. It will cover identifying selection criteria employers use, the benefits and risks of selection methods, commonly used selection tools, assessing validity and reliability of tools, and legal compliance. The key goals are to enhance employee motivation, productivity and retention by achieving organizational and job fit through effective selection.
Final exam notes - Principals of Management KASBITqazianeel
Human resource management (HRM) involves ensuring an organization has the right employees by managing activities like recruitment, selection, training, and retention. It is critical to an organization's success. The HRM process includes assessing current employees, determining future needs, recruiting to fill vacancies, selecting the best candidates, and providing training and development. Key parts of the process are job analysis to understand positions, developing job descriptions to guide recruiting and selection, using valid and reliable selection procedures to minimize hiring errors, and referring current high-performing employees.
The value of honest recruitment branding3Carol West
The document discusses the importance of honest recruitment branding. It argues that companies should accurately portray their culture and expectations to potential hires rather than embellishing or misrepresenting aspects of the job or workplace. This avoids high costs associated with employee turnover when the job does not match initial promises. The article provides recommendations for how companies can determine their actual culture and messages to convey this honestly to candidates through materials, employee involvement, and transparent dialogue.
Be a Hiring Machine: A Strategic Interview GuideGravityPeople
About GravityPeople
GravityPeople is a leading recruitment outsourcer providing direct-hire and hourly recruiting services. Established in 1998, GravityPeople has been serving the San Francisco Bay Area Technology community for over decade. Now with a national focus, GravityPeople provides strategic technical recruiting services to clients across North America.
chapter FOUR Right People Designing Recruiting and Staffing Proc.docxchristinemaritza
chapter FOUR Right People: Designing Recruiting and Staffing Processes
Running a successful business depends on having the right people in the right roles to effectively execute its strategies. The most important decision a company makes about its employees is to hire them. Every other action made about employees is a direct result of that initial decision to bring them into the organization.
Despite the strategic importance of hiring, many companies have treated recruiting as a largely administrative process.1 Rather than focusing on the business value associated with hiring, recruiters often focus on increasing the number of job requisitions processed, with little emphasis on how the newly hired people perform after they join the company. As one person put it, “HR departments that focus on number of hires instead of quality of hires might as well measure effectiveness by the kilos of people they've employed.” Fortunately, the growing influence of strategic HR is steadily changing the focus from quantity to quality of hiring. This is the result of several factors:
• Scarcity of skilled talent. Experienced recruiters know there is always a limited supply of qualified high performers available to fill skilled jobs at the salary companies want to pay them. This skill shortage is growing due to the increasing complexity of jobs, decreasing birth rates in many countries, and more intensive competition for talent around the globe.2 Do not be fooled by overall unemployment statistics. There may be more people available in the job market in general, but that does not mean they are people who have the skills and competencies needed to support your company's strategies.
• Cost of labor. As the supply of skilled labor decreases, its cost increases. Companies cannot afford to make hiring mistakes given how much it costs to bring people into the organization. There is also the insidious problem of hiring marginal performers and having them stay. In many countries, it is both difficult and costly to fire someone for underperformance.
• Importance of human capital. The past thirty years have seen a steady shift from a resource-based to a knowledge- and service-based economy. In today's market, competitive advantage depends less on what companies own and more on whom they employ. Your company's ability to hire skilled, high-performing employees simultaneously supports the goals of your business while depriving your competitors of the talent they may need to compete against you.
Recruiting was once seen as a back-office function that was often outsourced as a commodity service. It is now becoming a key differentiator in the emerging war for talent. Winning this war requires rethinking key questions around what makes a good recruiting process.
This chapter is organized into three sections. Section 4.1 discusses fundamental changes in how companies are thinking about recruiting and the growing emphasis on creating more collaborative, quality-focused recruitin ...
Dear Readers
I have taught this course to my students of MBA-VI trimester pursuing their majors in HRM at IMS Unison University, Dehradun (India). The contents in this comprehensive presentation have been taken (majorly) from the book titled TALENT MANAGEMENT: A CONTEMPORARY PERSPECTIVE, edited by Prof. Mamta Mohapatra and Prof. Swati Dhir. I am hopeful to express that it will be beneficial to both academics as well as scholars aspiring to teach/understand the fundamentals of Talent Management. Wishing you all the best and happy learning!
Warm regards
Nishant Chaturvedi
[Uploaded on 11th July 2022]
The document discusses tweaking interview processes to attract top talent. It suggests companies focus less on weeding out candidates and more on presenting themselves positively. The director Suzanne Rice recommends companies provide direct responses about roles and be honest about issues, demonstrate an enjoyable work environment, maintain consistency, and promote opportunities for advancement. The goal is to leave candidates with a positive impression as their feedback can influence potential future hires.
This document discusses improving recruitment practices through aligning candidates to jobs based on eligibility, suitability, aptitude, core traits, and work environment match. It notes that most companies have room for improvement in developing best practices for hiring. Assessing multiple factors beyond just eligibility can help reduce the one third of promising hires that depart within three years. The document advocates using a structured process to evaluate candidates across these different dimensions to improve hiring success.
This document outlines emerging roles in recruiting that provide opportunities for career growth beyond traditional recruiting roles. It describes several new roles including Director of Recruiting Strategy who ensures recruiting maintains a competitive advantage; Director of Recruiting Programs and Program Managers who strategize and oversee recruiting initiatives; and Talent Acquisition/Marketing Manager who shapes employer brand perceptions. These roles demonstrate recruiting is becoming more strategic, technology-centric, and brand-focused.
The human resource planning process is one of the main responsibilities of the HR Manager. But at present this responsibility does not solely come under the HR Managers context since it directly affects the profitability of the company consequently.
Drs 255 skills in job matching and placementpaulyeboah
The document discusses various strategies for identifying and hiring great employees, including:
1. Developing job matching patterns by evaluating top performers and creating profiles;
2. Managing employment interviews to directly observe candidates and assess skills;
3. Conducting pre-employment assessments to screen for abilities and personality fits.
Using objective assessments and clearly defining job requirements allows for a more strategic hiring process.
This Report is all about the current scenario of Recruitment practices and articles are included about the future of recruitment practice by the companis
[Whitepaper] Talent Acquisition is Dead - Talent Attraction Takes RootAppcast
Learn simple strategies to start attracting the best talent to your organization.
Written by Tim Sackett - President, HRU Technical Resources & Industry Thought-Leader
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
Hiring the right employees is critical for business success but can be challenging given various intangibles. To improve hiring outcomes, executives should incorporate objective data from candidate assessments. Personality and cognitive tests can predict future job performance more accurately than resumes, interviews, or references alone by measuring traits like problem-solving and sociability. Using these statistical tools alongside traditional methods gives hiring managers a more comprehensive understanding of candidates to make better hiring decisions.
Talent attraction for the modern recruiterSoraya Lavery
The document provides an overview of talent attraction strategies for modern recruiters. It discusses trends like the increasing demand for talent outpacing supply. Effective talent attraction involves understanding business needs, benchmarking current employees, and developing clear differentiation from competitors. The marketing cycle for talent includes researching needs, planning recruitment messaging, and communicating the brand where candidates can be found. Case studies show how aligning recruitment with business goals and getting candid employee feedback can improve hiring and retention.
Similar to 44-49_Feature (Recruitment Blunders)_15.12_v2 (20)
The document discusses the HR policy of an architectural firm, Ministry of Design, which allows employees to leave work at 3:30pm on Fridays. This gives staff an early start to their weekends to run errands or pursue personal interests before crowds form. The firm founder designed this policy partly so employees could avoid crowds and have a more concentrated work week from Monday to Thursday. As a result, the company culture is intense during regular working hours to maximize productivity. The early Friday release has become an attractive recruitment and retention tool for the firm, as it allows employees to maintain a good work-life balance.
The document provides an overview of SkillsFuture, Singapore's national movement to promote lifelong learning. It discusses the goals of SkillsFuture, which are to help Singaporeans develop skills mastery through lifelong learning. It outlines some of the key programs under SkillsFuture, including SkillsFuture Credit which provides $500 to all Singaporeans aged 25 and over for approved training courses. It also discusses the impacts on training providers, who have seen increased business, and on HR departments, who have a role to play in balancing national skills development goals with training needs for both local and foreign employees.
This summary provides an overview of key points about eBay's approach to human resources from the perspective of Klaus Duetoft, Senior Director of eBay's MyHR platform in Asia-Pacific:
- eBay operates in a fast-paced internet sector that requires constantly evolving to stay competitive. Duetoft notes that one year in the internet sector is like four years in traditional businesses due to the speed of change.
- eBay focuses on identifying, retaining, and developing talent through its MyHR platform to support its business needs in this competitive environment. Key areas of focus include talent engagement, development, and sourcing new talent.
- Despite its large size, eBay remains nimble and tailors its HR strategies
Scoot, a low-cost airline owned by Singapore Airlines, is transitioning from a startup phase to a growth phase. This brings challenges for HR, such as managing changing mindsets. The airline emphasizes a fun, colorful "Scootitude" culture epitomized by its CEO painting his face. While recruitment was the initial focus, HR now focuses on talent development and engagement given the airline's rapid expansion. Communication from leadership is key to engaging Scoot's dispersed workforce and mobile work environment. Scoot rewards staff through a points system allowing staff to choose destinations and travel benefits.
1) Levi Strauss & Co. has focused on using technology to empower employees and managers through self-service access to information in order to allow HR to focus on more strategic priorities like business partnering, talent development, and employee engagement.
2) The company strives to maintain its core values of empathy, originality, integrity, and courage and create a culture of performance, accountability, and employee engagement.
3) Levi Strauss & Co. provides training programs for managers, leaders, and retail staff to develop skills and understand the company's heritage and aims to engage employees through initiatives like community service days.
Andrew O'Brien has over 20 years of experience in the global drinks industry. He began his career in 1994 with Southcorp Wines and has since held several senior leadership roles in Australia and New Zealand. In 2012, he was appointed General Manager of Southeast Asia, India, Japan and Korea based in Singapore. He has expanded his role to include markets in the Middle East and Africa. O'Brien has a solid reputation for nurturing strategic partnerships and fostering sustainable growth in emerging markets.
The document discusses recent changes to HR compliance requirements in Singapore, including two weeks of funded paternity leave and issuing itemized pay slips. It outlines challenges that HR departments face in ensuring compliance, such as justifying foreign hires and considering local job applicants fairly. HR professionals interviewed say smaller companies may struggle with compliance costs but that benefits like paternity leave improve staff retention without hurting productivity. Overall, HR must understand evolving employment laws to navigate complex compliance issues.
This document summarizes an interview with Bastien Grandgeorge, the CEO of Decathlon for Singapore and Indonesia. Some key points:
1) Grandgeorge describes Decathlon's culture as having no hierarchy and emphasizing sincerity, generosity and vitality. Employees are encouraged to be themselves and make decisions without worrying about titles.
2) Decathlon's recruitment process involves candidates playing sports before interviews to assess personality and teamwork skills over academic qualifications. Hiring is focused on finding people with the right passion and values.
3) As Decathlon expands rapidly, a major HR challenge is recruiting and developing young talent into future leaders while supporting mistakes as part of the learning process. Digital
Rafael Nadal has returned to tennis after a seven-month injury layoff. He has won three consecutive titles, showing no signs of discomfort from his knee injury. While he still feels some pain, doctors say his knee is improving. Nadal is considered the heavy favorite to win an unprecedented eighth French Open title based on his past dominance at Roland Garros, where he has a near perfect record and seven previous championships. His top competitors, Roger Federer, Novak Djokovic, and Andy Murray, will attempt to stop Nadal's bid for history at the French Open in late May.
Serena Williams suffered an early loss at Wimbledon but won the Swedish Open in July. With 51 wins in 2013 and seven titles for the year, she will now focus on defending her US Open title. Williams has won the US Open four times and has a strong record there, but has also faced criticism for her behavior in 2009 and 2011 finals. However, her recent win in Sweden demonstrates she is still playing well heading into the US Open.
The document provides an overview of the Six Nations Rugby Championship, including its history and traditions. It discusses the concept of a Grand Slam for a team that wins all its matches and the Triple Crown for a UK nation that defeats the other three. It also introduces the captains of the six participating nations ahead of the 2013 tournament: Sam Warburton (Wales), Chris Robshaw (England), Thierry Dusautoir (France), Brian O'Driscoll (Ireland), Sergio Parisse (Italy), and Kelly Brown (Scotland).
The NBA season is set to begin in October 2013. The Miami Heat won their second consecutive championship in June 2013, led by LeBron James. Several NBA teams underwent coaching changes in the offseason, including the Cleveland Cavaliers rehiring Mike Brown and the Brooklyn Nets hiring Jason Kidd. The San Antonio Spurs will look to challenge the Heat again after losing in the 2013 NBA Finals. The Heat will be favored to win a third straight title led by James, Dwayne Wade, and Chris Bosh.
1) The Miami Heat and Oklahoma City Thunder finished as the last two teams standing in the 2012 NBA Finals, with the Heat winning in 5 games. This season, both teams have had strong regular seasons and are positioned to make another Finals run.
2) The Heat have continued their dominance behind their "Big Three" of LeBron James, Dwyane Wade, and Chris Bosh, winning 27 straight games at one point. They finished with the best record in the Eastern Conference.
3) The Thunder struggled early but found their form behind Kevin Durant, Russell Westbrook, and Serge Ibaka to win 60 games and their third straight division title, securing home court advantage for the playoffs.
1) Lewis Hamilton left McLaren to join Mercedes for the 2013 season, signing a three-year $15 million contract.
2) While Mercedes' cars have not been competitive recently, Mercedes is focusing their efforts on the major engine regulations changes in 2014 in hopes of giving Hamilton a competitive advantage.
3) Mercedes has hired experienced Formula 1 leaders like Toto Wolff and continues working closely with Hamilton as they aim to develop a championship-winning car for him.
This document provides an overview of the LionsXII soccer team's recent victory in the Malaysian Super League and their upcoming participation in the Malaysia Cup competition. It discusses the team's chances of replicating the 1994 Dream Team's achievement of winning both the league and cup titles. The coach believes expectations are high but the team is staying focused on taking things one game at a time. It also provides background on the prestigious Malaysia Cup tournament and Singapore's past successes in it.
This document discusses the importance of aligning corporate learning and development (L&D) strategies with business goals. It provides perspectives from experts who emphasize that L&D programs should address skill gaps, support business expansion plans, and demonstrate how training contributes to business objectives like increased profits. A key aspect of business-centric learning is ensuring L&D content meets current and future business needs. The document also gives examples of companies that have training arms aligned with their overall business strategies and goals.
This document discusses MBA programs and their value for working professionals. It provides details on several top MBA programs in Asia, including the National University of Singapore MBA and Nanyang Technological University MBA. It also discusses the ESSEC Executive MBA Asia-Pacific program. The document finds that demand for MBAs in Asia remains strong, with MBA recruitment in Asia projected to increase 8% and China being a major MBA market. It also notes the importance of international experience, leadership skills, and specializations like business development and marketing for MBA students and graduates.
The document discusses pay structures for local and foreign employees in Singapore. It summarizes perspectives from HR professionals and recruiters. They argue that most large companies structure pay so that employees in the same role and level are paid equally regardless of nationality. Foreigners may occasionally receive housing allowances but overall pay is based on skills, experience, and role rather than nationality. The Fair Consideration Framework aims to ensure locals are considered for jobs but has not significantly impacted organizations' pay structures.
Shell, Microsoft, and DBS Bank all implement thorough onboarding programs for graduate recruits to help them transition smoothly into their new roles and organizations. The programs provide orientation, training, mentorship, networking opportunities and job rotations. They aim to ramp graduates up to productivity quickly and improve engagement and retention. Shell's 12-step program begins before hiring and includes a 5-month leadership program. Microsoft's includes a 2-year academy program focused on technical and soft skills development. DBS Bank provides extensive training, rotations with exposure to different businesses, and personalized learning roadmaps.
Big data and analytics are buzzwords that companies hope will boost performance, but many are unsure how to utilize analytical tools effectively. While 96% of major companies surveyed admit they could make better use of big data, a Black & Veatch report found 32% do not know how to use analytics technologies. HR departments in particular have significant data that could be analyzed to improve strategies and measure return on investment in talent programs. However, experts caution that quality of data is more important than quantity, and companies should start with small, targeted analytics projects linked to clear business goals to build confidence in the value of data-driven decision making over time.
1. 44 45ISSUE 15.12 HRMASIA.COM ISSUE 15.12 HRMASIA.COM
RECRUITMENT RECRUITMENT
on board quickly, instead of rigorously assessing
their candidacy first.
“The idea would have crossed a lot of companies’
minds at some point in the last 12 months,” he says.
“Often, the business pressures are really intense
and by filling the gap, it provides a short-term
solution to a much larger problem.”
Lamprey says the issue summarises why an
effective talent acquisition function is so important
to a company’s success.
“Talent acquisition is a strategical function and it
is our responsibility to ensure that the business does
not find itself in this situation,” Lamprey elaborates.
“Through partnering with the business closely, we
offer the market insight, analytics and knowledge to
help support business decisions and fuel the company’s
growth seamlessly by identifying, attracting and
engaging with the top talent in the market.”
Nevertheless, Jeffrey Ng, Director, Michael Page
Finance, HR and Technology, says the
notion that companies are engaging in
rapid hiring instead of careful analysis
is dependent on the context of the
organisation and its business.
“If an urgent replacement is required,
a company will tend to hire relatively
quickly so as to ensure a proper
transition and handover,” he explains.
“For a new role, sometimes,
companies have the luxury of time for
candidate selection, especially when
there are sufficient resources to support
the business at present.”
“Seniority is also a factor; the more senior the
position, the longer the time taken for assessment.”
However, research shows that quality is considered
more important than a shorter recruitment time
frame. According to the Southeast Asia Recruiting Trends
2016 report by LinkedIn Talent Solutions, when asked
“What is the single most valuable metric that you use
to track your recruiting team’s performance today?”,
41% of the HR leaders surveyed nominated the “quality
of hire”. This usurped “time to fill” (39%) as the
most valuable key performance indicator.
Prone to recruiting errors
The Southeast Asia Recruiting Trends 2016 report also
cited that the biggest obstacles to attracting top
talent currently include finding candidates in high
demand talent pools (53%), compensation (48%),
and competition (45%).
Nevertheless, Lamprey stresses that recruitment
is not a “science”, and when there is a human
Adam Lamprey, Regional Recruitment Manager
- Singapore, Brunei, Thailand, Vietnam, Laos,
Cambodia, Ericsson, recalls a unique experience
when it comes to the topic of bad hires.
Ericsson had been trying to fill a position for a
long time and Lamprey says his organisation had put
one potential candidate through a rigorous process.
During that process however, some red flags had
popped up.
Nevertheless, after Lamprey discussed the issues
internally, the team decided to progress further with
the candidate. It conducted reference checks, and
eventually moved to the offer stage.
However, he says at the point of signing the
contract, a situation occurred, that reincforced his
earlier concerns.
Lamprey immediately retracted Ericsson’s offer.
“It turns out after some further investigation
that the candidate had some behavioural challenges
that we could not detect during the
interviews,” he says.
“Certain indicators had suggested
there may be something worth
investigating; more of which came out
to be quite alarming.”
“We certainly dodged a bullet
in this case. That’s the short
version, but it certainly made for an
interesting few weeks.”
While Lamprey and Ericsson may
have escaped without great cost in that
situation, not every organisation is so
lucky. According to the Management Insights: How to
avoid common hiring mistakes report by Robert Half
UK, one in 10 new recruits is regarded as a “poor
hiring decision”.
Speed over accuracy?
Sohna Cham, Director of Talent Acquisition for
Mondelē z Asia Pacific, says that given the abundant
pressure to fill openings in a timely fashion, there
is definitely a risk to approaching recruitment
with a short-term focus and hence, not necessarily
recruiting someone with the right fit.
“A majority of organisations have clear financial
goals to meet and hence, there will always be
pressure to deliver against quantitative objectives,”
explains Cham.
“Whenever the short-term objectives win over what
makes sense in the mid and long-term, organisations
risk making decisions that they may pay for later on.”
Lamprey agrees that companies are increasingly
hiring with the thought of simply getting someone
Sham Majid
sham@hrmasia.com.sg
Eliminating
recruitment
boo-boos
Hiring errors can result in a wide range of repercussions, both in financial and
non-financial terms. HRM finds out how HR can stem the tide of recruitment disasters
The biggest
obstacles
to attracting top talent currently
include finding candidates
in high demand talent pools
(53%), compensation (48%),
and competition (45%)
Source: The Southeast Asia
Recruiting Trends 2016 report
2. 47ISSUE 15.12 HRMASIA.COM
RECRUITMENT
element to anything, people are always
prone to human error.
“I have gone with my gut feeling before
and this has worked out better than I
could have ever hoped,” he says.
“I also have had very negative
experiences in hiring. We have limited
information and interaction with a
candidate to base our decisions on.”
Lamprey says research suggests three
interviews is the optimum number.
“So, based on the three times you meet
a person in an interview environment,
along with the CV and references, you
need to make a call on the person’s
ability to deliver in the role and to fit into
the company,” he explains.
“Technical roles are easier to
determine earlier on, but understanding
a person’s cultural fit is much harder.
There are so many factors in the talent
acquisition process and some of it comes
down to the investment in the function.”
“Can a company afford to conduct
third-party background screenings for
every candidate to check their criminal and
financial backgrounds? It’s not likely.”
Lamprey says a company can have
more than one interviewer at a time, but
should still have three separate interview
discussions.
He says any more than that and the
candidate can become disengaged.
“As a business, it is important that
all employees are engaged with the
recruitment process and understand
the value and how it affects both them
individually as well as the organisation,”
explains Lamprey.
“You will get more referrals, engaging
interviews and improved feedback to
build on; thus, lowering the risk of
making any mistakes and improving the
quality of hires.”
“Getting the business buy-in is the key.”
Cham says firms will often commit
plenty of mistakes during a typical hiring
process, starting with being unclear of
what is required for the role and how to
assess candidates.
In addition, she says some
organisations may not spend sufficient
time in realistically sharing what the
Common recruitment blunders
According to Jeffrey Ng, Director, Michael Page Finance, HR and Technology, the most common
recruitment blunders organisations make are:
Cultural misfit
During the hiring process, companies may place more emphasis on a potential candidate’s technical
skill sets and knowledge, rather than on their personality or motivations, only to find out later that the
candidate does not gel well with the team or buy into the culture.
Hiring the perfect candidate
While this may seem like an ideal scenario, hiring a candidate who is perfect for the job may limit their
potential for growth. After a short period of time, the candidate may lose motivation to stay on as they may
have reached a plateau in terms of exposure and development. Companies should search for candidates
with a 70-80% competency fit for the role, and providing room for challenge, learning and development.
Remuneration
Undercutting a candidate who is desperate for a role often backfires. While companies may view this
as a cost-saving measure, the risk of losing the employee is high when a better offer comes along,
especially when non-financial benefits are not in place to retain the talent.
an impact on the individual’s capability to
perform as per the requirements.
“On the other hand, if expectations
from the candidate’s side aren’t met, it
can also cause frustration and demotivate
the individual,” she explains.
“In the worst case scenario, it can end
in attrition which ultimately comes at a
much higher price for the organisation
than taking the necessary time and
rigour for a consistent and sensible
assessment process.”
Hence, Cham stresses that an
organisation needs to ensure that it has
the right balance of quantitative and
qualitative performance indicators.
For example, she says that while cost
of hires and the time taken to hire are
important measures, a company also
has to consider mid and long-term
measurements around the quality of hires.
“Furthermore, make both HR and
business leaders accountable for the
hiring process and for achieving both
quantitative and qualitative objectives,”
adds Cham.
As a senior head of talent acquisition,
Cham explains that her recruitment
process starts with a very clear briefing
between the recruiter and the line leader
to identify what it will take to be successful
prospective employee can expect from
the organisation and the position.
“This could be referring to the company
culture, but also, to the role itself,”
Cham explains.
“Another mistake would be to rush
through the process and not take
sufficient time in assessing whether the
candidate has the right fit.”
Ensuring the right cultural fit does
play a crucial part in the recruitment
framework.
According to a recent survey by
OfficeTeam entitled Corporate Culture:
Companies Often Misjudge Employee Fit,
over six in 10 (64%) HR managers polled
in the US confessed they had misjudged
a candidate’s fit with their firm’s work
environment.
Moreover, two-thirds (66%) of the
survey’s respondents also revealed their
company had lost an employee because
they were not appropriate for the work
environment.
The HR ramifications
Cham says if an organisation has made a
mistake in the recruitment process and
has consequently hired someone who
does not have the right fit for the role and
organisation, that company will likely see
3. 48 ISSUE 15.12 HRMASIA.COM
RECRUITMENT
in the role and in the organisation.
“This does require the need to coach
managers to verbalise what exactly their
needs are,” she says.
“You then need to define the most
sensible assessment approach, and
ensure that everyone involved has the
necessary capability to assess and drive
consistency throughout the process.”
“At the end, facilitate a debrief with
everyone who was involved in the
assessment process so that you get a
comprehensive overview and can make an
educated decision.”
From Lamprey’s perspective, whether
it’s a compromise on technical ability or
cultural fit, HR professionals know that
the impact of wrong hires is “huge.”
“Technical gaps must be bridged and
that means an investment of time and
money with some reallocation of resources
to develop the new hire,” he explains.
“This would have been discussed
before giving the green light; however,
it is not ideal and again, it is just patch
work in the overall hiring process.”
He emphasises that “success breeds
success”. Existing employees at Ericsson
are encouraged by seeing the best people
in the market joining their firm and
elevating both theirs’ and the company’s
status and performance, he says.
Lamprey says market insight and data
are therefore key parts of his role.
“We are constantly seeking to
understand our market better through
labour insights and through staying close
to the market through team collaboration
and the sharing of information and best
practices,” he elaborates.
“With this knowledge, we are well-
positioned to make better-informed
decisions about the candidates we are
hiring.”
“We can benchmark them against
both the external market as well as our
internal employees.”
Lamprey says his team also conducts
a lot of market mapping and talent
pooling so it knows the market size, the
availability of the desired skills, and the
price that those skills cost to acquire.
“By using this data as well as
qualitative experiences, we feel we have
enough information to make well-
educated decisions,” he adds.
Ng also cites that a wrong hire has a
negative effect on the operational and
commercial aspects of a business.
“If a sales person decides to leave,
revenue is impacted directly,” he says.
“High turnover and churn can also
result in low employee morale, which
affects the reputation of the company
externally. This will portray a negative
impression in the market and the
company may face difficulty in its
recruitment process.”
Tightening the framework
According to Cham, Mondelē z recently
made a bold decision to invest in its
talent acquisition function. It hopes to
strengthen its recruitment processes
and provide the company with the right
resources and tools to ensure a consistent
and qualitatively-high experience – both
externally and internally.
“We have started to expand our
capabilities in attracting and assessing
talent for our current and future needs by
creating a comprehensive suite of selection
capability training offerings for the talent
acquisition function,” she explains.
In addition, Cham discloses that their
Mondelē z way of recruitment will help
the organisation to further drive one of
its two main business goals: creating a
great place to work.
She says this is very similar to what
the organisation has observed with
consumer trends.
“We are putting more emphasis on
social media to both paint a picture to
candidates of how it would be like to
work for us, and for us to also leverage
these sourcing channels to find relevant
talent for our short and long-term
needs,” adds Cham.
Likewise, Lamprey says Ericsson
has implemented a new global talent
acquisition framework and strategy,
ensuring consistent processes
throughout the business.
“The team is now adding significant
value through working closely with
the business leaders and through true
business partnering to support the
business,” he explains.
“The outcome of this is that we have
increased visibility and are involved in
business decisions much earlier, thus
having more time to plan and prepare
our recruitment strategy.”
Acquisition tips
Ng says staff turnover has always been
high in the Southeast Asia region,
with companies focusing more on
replacement rather than on new hires.
“Avoiding recruitment blunders will
definitely help cut the time and expenses
that goes into the recruitment process,”
he stresses. “Companies should strive
to take a more long-term view in talent
management and retention development.”
Ng says while salary is one of the key
motivating factors, companies should
also focus on non-financial benefits to
attract talent.
“According to the 2015 Michael
Page Singapore Employee Intentions
report, employees rank additional
career development as the third most
important factor that would keep them
in their current position – behind
financial rewards and having a strong
manager,” explains Ng.
In addition, he points to a key finding
from Michael Page’s 2016 Southeast Asia
Salary & Employment Outlook that revealed
that when it comes to retaining talent,
the top three motivators are salary (55%),
career progression (49%), and global
career opportunities (25%).
“Non-financial motivators, including
a strong work culture, recognition
and benefits, and learning and
development are (also) a big draw card
for employees,” he says.
Cham stresses that organisations
should be clear as to what they are looking
for and what they have to offer in return.
“Be consistent throughout the
assessment process and balance
quantitative and qualitative measurements
– ultimately it will save you time and
cost in the long run if you make the right
hiring decisions,” she states.
Contact: Azrielle Looi Hui Yi | Tel: (65) 6423 4631 | Email: info@hrmasia.com.sg
Featured speakers:
Raman Sidhu
Global Learning
Manager,
Shell Eastern Petroleum
Makarand Tare
Regional Talent
Director - Asia
Pacific
McCann Health
Philippe Bonnet
Vice President, Global
Head Learning &
Development, Human
Resources
Essilor International
Megan Scott
Second Vice President,
Talent Development
Northern Trust
Corporation
Jeanette Tan
Deputy Director,
Talent, Learning &
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IDA
Ilja (M) Rijnen
Regional Human
Resources Director Asia
Pacific & India
The Edrington Group
Phillip Raskin
Learning &
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Constituency
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Fermin Diez
Deputy CEO & Group
Director
National Council for
Social Service
Fermin Diez, CCP, SPHR
Fermin Diez has more than 30 years of exp
which includes consulting, corporate and a
in all continents.
As a consultant he has advised major mult
panies and public sector organisations at th
He has also managed the P&L in several g
businesses.
As an HR leader, he has been Regional He
in Asia Pacific and in Latin America. Curren
National Council for Social Service
Fermin is an Adjunct Professor at both SMU and NTU. He co-authore
and Global Business Strategy’ along with Dean Howard Thomas and
min has also previously taught Business Policy and Strategic Planning
WorldatWork course for more than 10 years in the US, Puerto Rico, A
India, Singapore and Hong Kong.
He currently serves on the Taylor’s Education Group Board. Previousl
Management University Business School Advisory Board, on the Child
Board and on the Board of Directors of World@Work.
Fermin is a frequent speaker at regional and global forums, including
well as the 2004 Global HR Conference in Rio de Janeiro and the 200
ference in Philadelphia.
Fermin obtained his MBA from the Wharton School, University of Pen
uate degree in Psychology from the University of Michigan.
Specialties: Compensation (particularly incentives and executive com
ent management and development, career planning, organisation des
tions from an HR perspective, building teams, global HR, education a
tices. He is certified as a CCP and as an SPHR.
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