1. Hiring in Australia remains relatively strong, with 70% of recruiters seeing steady or increased hiring volumes and budget growth in line with hiring.
2. Competition for talent is intense, cited as the top obstacle to hiring, and recruiters are most concerned about competitors investing in talent pipelines and employer branding.
3. Passive talent sourcing and talent pipelining remain essential strategies, used by over 80% of recruiters.
Click through to see the top corporate recruiting trends for Australia in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Click through to see the top corporate recruiting trends for the U.S. in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Click through to see the top corporate recruiting trends for Canada in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Click through to see the top corporate recruiting trends for India in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Career development in the canadian workplace, national business survey employ...CERIC
Employer Size Analysis
CERIC’s latest analysis of its National Business Survey presents a breakdown of results by employer size—fewer than 10 employees, 10 to 49 employees, 50 to 99 employees, 100 to 499 employees, and more than 500 employees—and points to differing views on the labour market, training obligations and soft skills.
Click through to see the top corporate recruiting trends for Australia in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Click through to see the top corporate recruiting trends for the U.S. in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Click through to see the top corporate recruiting trends for Canada in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Click through to see the top corporate recruiting trends for India in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Career development in the canadian workplace, national business survey employ...CERIC
Employer Size Analysis
CERIC’s latest analysis of its National Business Survey presents a breakdown of results by employer size—fewer than 10 employees, 10 to 49 employees, 50 to 99 employees, 100 to 499 employees, and more than 500 employees—and points to differing views on the labour market, training obligations and soft skills.
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
The Social Software and Business Value: The Case for Talent AcquisitionHuman Capital Media
For the last several years, companies such as Google, Amazon.com and Wal-Mart have become masters of data analytics and social outreach. They leverage data on consumer buying behaviors and social interactions to drive business decisions at all levels of the organization. Now we are looking at managing our hiring candidate pools with the same level of analysis and engagement. The clear line that used to separate how we interacted with our customers and how we interacted with our prospective employees has faded away. Join Stacey Harris, vice president of research for Brandon Hall Group, as she shares recent research and key practices in expanding your talent pools and leveraging social software to improve talent acquisition efforts.
Key takeaways include:
Understanding the social software space for talent acquisition.
Key practices in widening talent pools.
Tips for building a strong business case for social talent acquisition.
Shows the importance of conducting employee opinion surveys.
Companies lose $350 billion a year because of employee disengagement. Disengaged employees impact your business' productivity, level of innovation, and ultimately the bottom line.
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Las aerolíneas y las compañías vinculadas al desarrollo aeroespacial son por lejos las compañías más atractivas para trabajar. Esto de acuerdo a una encuesta aplicada por Randstad en 12 países alrededor del mundo.
Exclusive research by PersonnelToday.com and Cezanne Software on Global HRTony_Flanagan
UK companies are more at risk of missing talent opportunities than organisations in the US and Western Europe due to not managing succession planning on a global basis.
Less than half (47%) of UK-based international companies manage succession planning globally, compared to 69% of organisations based in Western Europe or North America.
This is according to exclusive research by Personnel Today and international HR software company Cezanne, which also found that 27% of UK organisations not conducting succession planning across their global offices would like to do so in the future.
For more information on the findings, you must read the full report.
The CERIC Survey of Career Service Professionals was conducted between October 14 and November 18, 2011. The online survey was completed by 1,013 respondents from the field. Participants were recruited via an open call across CERIC’s email lists.
Supporting organizations also forwarded the survey notification to broaden representation. The survey delved into research and education issues as well as career competency and mobility. The resultant information offers a snapshot of the composition of the career services community including some of its interests and challenges, along with professional development and information needs.
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
Earn Your Place at the Top With an HR Master’s Degree.
With HR employment projected to grow 22% by 2018*, now is the time to set yourself up for success in a flourishing field. Complement your experience with a Master of Science in Human Resource Development degree – now offered online from Villanova University, ranked the #1 Regional University in the North for nearly two decades by U.S. News & World Report. Empower yourself with today’s best HR practices through guidance from the same accomplished instructors who teach Villanova’s acclaimed campus-based HR master’s program.
Many firms struggle to find top talent. This ins't a new problem, but solving it can be an enigma. The talent is out there, learn how to break the code and find more than your fair share.
New eBook on the business case for Recruitment Process Outsourcing.
Giancarlo Davila, Global HCM Strategic Advisor of HR Line of Business at SAP, discussed the future of the global workforce during a Thought Leadership Spotlight Presented by SuccessFactors, an SAP company, at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. In his presentation, Davila pointed out that getting the best talent is a major challenge for today’s organizations and is likely to remain an ongoing hurdle for many organizations.
According to Davila, “millennial misunderstanding” is a major problem for many organizations. Davila noted organizations must find ways to bridge the gap between millennials and business leaders, especially as more millennials enter the global workforce. In addition, Davila said organizations that start developing and launching recruitment programs now could find new ways to connect with millennials over the next few years: “It is easier for me to know my neighbor’s background, neighbor’s network, where he or she has worked in the past, what are her desires, what languages does she speak, where she has been in the last week and how she likes her coffee in the morning. When it comes to employees, it’s so hard to even understand that.”
Davila also said the future workforce will be flexible, especially as more organizations begin to rely heavily on a “contingent workforce.” Understanding how to leverage talent is vital for organizations, Davila noted, and this can help an organization find high-quality talent consistently: “It’s very important for you to understand that when you go to different markets, you’re going to be competing with talent, with local companies, very profitable, very engaging companies that know their demographics. … If you would like to grow, you also need to find those leaders that are willing and capable of leading a diverse workforce and willing to move and relocate to other regions.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/thought-leadership-spotlight-presented-by-successfactors-an-sap-company-giancarlo-davila-global-hcm-strategic-advisor-hr-line-of-business-sap/#sthash.ZSMP8enf.dpuf
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
The Social Software and Business Value: The Case for Talent AcquisitionHuman Capital Media
For the last several years, companies such as Google, Amazon.com and Wal-Mart have become masters of data analytics and social outreach. They leverage data on consumer buying behaviors and social interactions to drive business decisions at all levels of the organization. Now we are looking at managing our hiring candidate pools with the same level of analysis and engagement. The clear line that used to separate how we interacted with our customers and how we interacted with our prospective employees has faded away. Join Stacey Harris, vice president of research for Brandon Hall Group, as she shares recent research and key practices in expanding your talent pools and leveraging social software to improve talent acquisition efforts.
Key takeaways include:
Understanding the social software space for talent acquisition.
Key practices in widening talent pools.
Tips for building a strong business case for social talent acquisition.
Shows the importance of conducting employee opinion surveys.
Companies lose $350 billion a year because of employee disengagement. Disengaged employees impact your business' productivity, level of innovation, and ultimately the bottom line.
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Las aerolíneas y las compañías vinculadas al desarrollo aeroespacial son por lejos las compañías más atractivas para trabajar. Esto de acuerdo a una encuesta aplicada por Randstad en 12 países alrededor del mundo.
Exclusive research by PersonnelToday.com and Cezanne Software on Global HRTony_Flanagan
UK companies are more at risk of missing talent opportunities than organisations in the US and Western Europe due to not managing succession planning on a global basis.
Less than half (47%) of UK-based international companies manage succession planning globally, compared to 69% of organisations based in Western Europe or North America.
This is according to exclusive research by Personnel Today and international HR software company Cezanne, which also found that 27% of UK organisations not conducting succession planning across their global offices would like to do so in the future.
For more information on the findings, you must read the full report.
The CERIC Survey of Career Service Professionals was conducted between October 14 and November 18, 2011. The online survey was completed by 1,013 respondents from the field. Participants were recruited via an open call across CERIC’s email lists.
Supporting organizations also forwarded the survey notification to broaden representation. The survey delved into research and education issues as well as career competency and mobility. The resultant information offers a snapshot of the composition of the career services community including some of its interests and challenges, along with professional development and information needs.
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
Earn Your Place at the Top With an HR Master’s Degree.
With HR employment projected to grow 22% by 2018*, now is the time to set yourself up for success in a flourishing field. Complement your experience with a Master of Science in Human Resource Development degree – now offered online from Villanova University, ranked the #1 Regional University in the North for nearly two decades by U.S. News & World Report. Empower yourself with today’s best HR practices through guidance from the same accomplished instructors who teach Villanova’s acclaimed campus-based HR master’s program.
Many firms struggle to find top talent. This ins't a new problem, but solving it can be an enigma. The talent is out there, learn how to break the code and find more than your fair share.
New eBook on the business case for Recruitment Process Outsourcing.
Giancarlo Davila, Global HCM Strategic Advisor of HR Line of Business at SAP, discussed the future of the global workforce during a Thought Leadership Spotlight Presented by SuccessFactors, an SAP company, at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. In his presentation, Davila pointed out that getting the best talent is a major challenge for today’s organizations and is likely to remain an ongoing hurdle for many organizations.
According to Davila, “millennial misunderstanding” is a major problem for many organizations. Davila noted organizations must find ways to bridge the gap between millennials and business leaders, especially as more millennials enter the global workforce. In addition, Davila said organizations that start developing and launching recruitment programs now could find new ways to connect with millennials over the next few years: “It is easier for me to know my neighbor’s background, neighbor’s network, where he or she has worked in the past, what are her desires, what languages does she speak, where she has been in the last week and how she likes her coffee in the morning. When it comes to employees, it’s so hard to even understand that.”
Davila also said the future workforce will be flexible, especially as more organizations begin to rely heavily on a “contingent workforce.” Understanding how to leverage talent is vital for organizations, Davila noted, and this can help an organization find high-quality talent consistently: “It’s very important for you to understand that when you go to different markets, you’re going to be competing with talent, with local companies, very profitable, very engaging companies that know their demographics. … If you would like to grow, you also need to find those leaders that are willing and capable of leading a diverse workforce and willing to move and relocate to other regions.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/thought-leadership-spotlight-presented-by-successfactors-an-sap-company-giancarlo-davila-global-hcm-strategic-advisor-hr-line-of-business-sap/#sthash.ZSMP8enf.dpuf
This document provides an impressive and elaborated risk factors that usually contribute to smoking and often went unrecognizable from a naked eye, with psychological, social and environmental perspective
Government contracts attorney Steven Koprince's presentation from the 2012 National HUBZone Conference entitled "Best Practices for Ongoing HUBZone Compliance."
At MREC 2012, LinkedIn’s Leela Srinivasan presented observations from data and surveys on the movement towards mobile recruiting.
Read Leela’s blog post, “3 Reasons You Can No Longer Ignore Mobile Recruiting” http://linkd.in/GzWEOL
Learn more about LinkedIn Talent Solutions: http://linkd.in/18uJpZ1
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Career development in the canadian workplace location breakdownCERIC
In an effort to understand the state of career development in the Canadian workplace, CERIC commissioned Environics Research Group to survey 500 employers in the fall of 2013. The survey charts new territory with an in-depth look at the response of Canadian business to youth unemployment, the business view on just how real skills shortages are in this country, and insights on exactly how business is recruiting and training talent today.
Among the questions that will be answered: In a world of LinkedIn, are resumes obsolete? What is the gap between what Canadian businesses want of young workers compared to what they actually bring to the job? And what kind of support are companies providing for career development today?
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
ManpowerGroup\'s Fresh Perspectives Paper details specialized solutions for winning today\'s talent war. Learn about winning workforce strategies that help companies become thriving market leaders.
2. Methodology All respondents:
work in a corporate HR/recruiting setting
Surveyed 280 recruiting represent an even mix of small, midsize
and large enterprises
professionals in Australia have at least some budget authority
with a LinkedIn profile. focus solely or significantly on recruitment
May - July 2012
Nordics: 113
UK: 334 Netherlands: 226
Canada: 299
Germany: 97
France: 224
Spain: 100
Italy: 99
USA: 755
India: 255 Australia: 280
Brazil: 226
2
3. 6 notable trends in Australia - summary
1. Hiring surprisingly healthy
2. The (competitive) heat is on
3. Passive talent and pipelining remain essential
4. Quality of hire the name of the game
5. Employer branding the hot topic
6. Data-driven decision making is Achilles heel
3
5. Among those who are hiring, growth slowed slightly
from 2011 – but majority still say volume up or flat
100% 100%
80% 35% 80% 38%
Hiring more
51% 50%
60% 60%
Hiring same
35% 34%
40% 40%
33% 35%
20% Hiring less 20%
30% 28%
15% 15%
0% 0%
2011 2012 2011 2012
“Considering only full and part-time professional employees, how do you
expect the hiring volume across your organisation to change this year?”
5
6. Budget growth roughly in line with hiring volume
growth
100% 100%
27% 30%
80%
46% Increase 80% 41%
60% 60%
41% Same 43%
40% 40%
38% 45%
20% Decrease 20%
32% 27%
16% 14%
0% 0%
2011 2012 2011 2012
“How has your organisation's budget for recruiting solutions changed from last year?”
6
8. Top obstacles to attracting top talent in Australia
reflect highly competitive landscape
Biggest obstacles to attracting top talent
Competition 1 54% 1 41%
Compensation 2 42% 2 39%
Lack of awareness or interest in our employer brand 3 26% 3 25%
Location 4 19% 4 25%
Recruiting team doesn't have the right tools/systems 5 13% 6 13%
Inability to effectively use data to improve our approach 6 13% 8 9%
Recruiting team too small 7 11% 5 15%
Quality of talent currently at our company 8 8% 9 7%
Lack of awareness that we're hiring 9 6% 7 12%
Recruiting team skills 10 6% 11 4%
Company performance 11 5% 10 6%
Other 12% 11%
8
9. Chief competitive threats
Recruiting leaders in Australia are most concerned their
competitors will…
Build and nurture strong talent pools or pools or pipelines
Invest in their employer brand
Learn to use social networking and social media more
effectively
10. Better passive candidate recruiting tops the list of
long-lasting industry trends
Top long-lasting trends
Finding better ways to source passive candidates 1 40%
Utilising social and professional networks 2 36%
Recruiting globally 3 25%
Boosting referral programs 4 24%
Training recruiters and hiring managers 5 22%
Upgrading employment branding 6 21%
Optimizing your career site 7 20%
Using CRM technology to manage talent leads 8 19%
Reducing dependence on traditional job boards 9 18%
Reducing spend on staffing firms 10 15%
Measuring quality of hire more consistently 11 15%
Using mobile for recruiting 12 12%
10
11. Recruiting through the eyes of Australian talent
acquisition professionals
“Recruiting is…”
11
13. Most believe in the importance of passive talent and
the practice of pipelining talent
Passive talent Pipelining talent
Passive talent a focus Engaged in pipelining talent
Passive talent not a focus Not engaged in pipelining talent
19%
42%
58%
81%
13
15. Quality of hire is the single most important metric for
corporate recruiters; cost per hire surprisingly low on list
Single most important recruiting metric
Quality of hire 1 45% 45%
Hiring manager satisfaction 2 26% 22%
Time to fill 3 19% 21%
Cost per hire 4 8% 8%
Other 5 2% 3%
15
16. Fastest-rising source of quality hires: social professional
networks; Fastest falling: legacy job boards
Biggest YoY
Best sources for key quality hires changes
Internet job boards 1 51% -8%
Internal hires 2 43%
Employee referral programs 3 39%
Company career website 4 35% +6%
Recruitment agencies 5 35% -4%
Social professional networks (e.g. LinkedIn) 6 23% +10%
Your ATS/internal candidate database 7 9%
Print newspapers/trade journals 8 8%
Your CRM system 9 5%
General career fairs 10 4% +2%
College recruiting programs 11 4%
Internet resume databases 12 3%
16
18. Employer brand seen as critical in hiring great talent
91% 83%
Agree that employer brand has
significant impact on ability
to hire great talent
73% 69%
Agree that employer brand is
a top priority for their
organisation
18
19. Despite the climate of ‘more with less’, companies
investing in employer branding
Increasing (61%) or
96% maintaining (35%) their
investment in employer
brand in 2012
91%
19
21. Despite employer brand importance, measurement is
inconsistent – especially candidate surveys
Regularly measure the health
33% of employer brand in a
quantifiable way 33%
Regularly survey candidates
25% to understand employer brand
position 32%
21
22. In general, talent acquisition must become more data-
driven in order to lead the business
Believe their organisation
21% utilises data well to make
hiring decisions 26%
Believe they are average,
79% or poor at using data to
make hiring decisions 74%
22
23. 6 notable recruiting trends in Australia - summary
1. Hiring surprisingly healthy. Despite macro trends, Australian hiring is relatively strong. 70
percent are either seeing increased (35 percent) or steady (35 percent) hiring volume
compared to 2011. Budget growth is roughly in line.
2. The (competitive) heat is on. Competition and compensation are cited as the biggest
obstacles to hiring top talent; respondents are most worried their competitors will invest in
pipelining talent, employer branding, and using social platforms more effectively.
3. Passive talent and pipelining remain popular. 58 percent say passive talent is a focus,
and over 80 percent do some form of talent pipelining.
4. Quality of hire the name of the game. 45 percent cite quality of hire as most critical metric;
online professional networks and career sites are rising as quality sources.
5. Employer branding the hot topic. 91 percent agree employer brand has a significant
impact on ability to hire great talent; almost three-quarters say it’s an organisational priority.
And 96 percent are either increasing or maintaining employer brand investment.
6. Data-driven decision making is Achilles heel. Despite the importance of employer
branding, only 33 percent regularly measure, and only 25 percent survey candidates. Only
one in five say they use data well to make hiring decisions.
23
24. Additional resources
On how to recruit
http://talent.linkedin.com/passivetalent
passive talent
On how to dial up your
recruiting impact on http://talent.linkedin.com
LinkedIn
On best practices in
http://talent.linkedin.com/employer-brand
employer branding
Read our blog http://lnkd.in/talent-blog
See more research http://lnkd.in/hireonlinkedin
Follow us @hireonlinkedin
24
25. Sampling and methodology
Survey fielding occurred between late May and late July 2012
N=280 talent acquisition professionals located in Australia, who
– work in a corporate HR/Talent Acquisition department
– have at least some authority in determine their company’s recruitment solutions budget
– focus exclusively on recruiting, manage a recruiting team, or are HR generalists who spend
more than 25 percent of their time recruiting
Comparisons to 2011 data are taken from 2011 Global Hiring Trends research, which
fielded between late April and early June, 2011
– n=227 talent acquisition professionals with identical sampling criteria and methodology to 2012
Global numbers are reported as un-weighted
averages of corporate recruiter responses from the
following countries:
– Australia, Brazil, Canada, France, Germany, India,
Italy, Netherlands, Nordics (Norway, Sweden,
Denmark, Finland), Spain, UK, & US
Participants are members of LinkedIn who have
opted to participate in research studies. They were
selected based on information in their LinkedIn profile
and were contacted via email.