The document discusses implementing agile principles in recruitment processes. It suggests that recruitment should become a team decision facilitated by human resources. Key aspects of agile recruitment include keeping recruitment teams small, embracing change, reducing meetings, providing feedback, innovating regularly, having goal-based approaches, and keeping processes simple. Metrics should be collected from recruitment workflows and boards to improve processes over time. Retrospectives can help identify what is working well, what problems occurred, and how to improve for the next sprint.
- HR History
- HR Function
- HR Role in 3 words
- Recruitment
- Job Analysis
- Purpose of interviews
- Types of interviews
- Interview's questions
- Training & development
- Performance Management
- HR needed qualifications
- HR job titles
Positively impacting the talent journey - Mervyn DinnenActus Software
Mervyn Dinnen is an expert on Talent Acquisition, Development and Retention. He presented on these themes from his new book 'The Talent Journey' at the recent Actus Customer Forum.
- HR History
- HR Function
- HR Role in 3 words
- Recruitment
- Job Analysis
- Purpose of interviews
- Types of interviews
- Interview's questions
- Training & development
- Performance Management
- HR needed qualifications
- HR job titles
Positively impacting the talent journey - Mervyn DinnenActus Software
Mervyn Dinnen is an expert on Talent Acquisition, Development and Retention. He presented on these themes from his new book 'The Talent Journey' at the recent Actus Customer Forum.
Talent Mobility: The Key to Engagement, Retention, and PerformanceBen Eubanks
Talent mobility is the practice of leveraging internal talent for projects and other long-term work instead of seeking external talent. This presentation includes case studies from companies such as Hootsuite, Tata Consultancy Services, World Bank Group, and Chipotle.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
We (HR) can't work the way, we worked in past. HR need to be more proactive and understand the business to make the impact. HR is now a strategic business partner. However HR professionals need to embed with new skill sets.
Assessment Center - How to assess, select and develop the right TALENTHora Tjitra
Assessment Center - How to assess, select and develop the right TALENT.
Assessment Center is considered as one the selection and development tools with the highest validity, esp. in predicting the leadership quality and career success.
Why & how do we work as a strategic HR partner to management here at WoogaSteven Gilmore
I was asked to give a talk to 'Good School' on the topic:
"Why & how do we work as a strategic HR partner to management here at Wooga"
Here are the slides.
www.missionindiaconsultancy.com so check for your career growth and development this your choice want to see live then go to youtube.com check our new trailer missionindiaconsultancy.com
Use Proven Recruitment Methods to Hire and Retain Star Performers LandOpt
With the labor deficit being one of the major concerns in the green industry, it’s essential in being proactive to remain ahead of your competition. What can you do to ensure your recruitment funnel is always full? By creating and implementing a proven, streamlined process will assist in minimizing the time involved in the searching, interviewing, onboarding and training the right individual for the job. Join Mike Gaydos, PHR, LandOpt Director of HR, People and Performance, PHP, in this webinar to learn how to create an effective process from the job posting to onboarding, convey company culture, and most of all attract and retain quality candidates.
Talent Mobility: The Key to Engagement, Retention, and PerformanceBen Eubanks
Talent mobility is the practice of leveraging internal talent for projects and other long-term work instead of seeking external talent. This presentation includes case studies from companies such as Hootsuite, Tata Consultancy Services, World Bank Group, and Chipotle.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
We (HR) can't work the way, we worked in past. HR need to be more proactive and understand the business to make the impact. HR is now a strategic business partner. However HR professionals need to embed with new skill sets.
Assessment Center - How to assess, select and develop the right TALENTHora Tjitra
Assessment Center - How to assess, select and develop the right TALENT.
Assessment Center is considered as one the selection and development tools with the highest validity, esp. in predicting the leadership quality and career success.
Why & how do we work as a strategic HR partner to management here at WoogaSteven Gilmore
I was asked to give a talk to 'Good School' on the topic:
"Why & how do we work as a strategic HR partner to management here at Wooga"
Here are the slides.
www.missionindiaconsultancy.com so check for your career growth and development this your choice want to see live then go to youtube.com check our new trailer missionindiaconsultancy.com
Use Proven Recruitment Methods to Hire and Retain Star Performers LandOpt
With the labor deficit being one of the major concerns in the green industry, it’s essential in being proactive to remain ahead of your competition. What can you do to ensure your recruitment funnel is always full? By creating and implementing a proven, streamlined process will assist in minimizing the time involved in the searching, interviewing, onboarding and training the right individual for the job. Join Mike Gaydos, PHR, LandOpt Director of HR, People and Performance, PHP, in this webinar to learn how to create an effective process from the job posting to onboarding, convey company culture, and most of all attract and retain quality candidates.
by Debra Watkinson, Maple Leaf Sports Entertainment Geoff Ramey, CHRP, SHRP Vice President, Human Resources, St Andrew Goldfields Ltd.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
Similar to Edo Suryo Pamungkas - Agile Recruitment (20)
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
3. • HR clearly needs a new approach. The redesign of the workplace
is their new challenge. The organization’s Employee Value
Proposition (EVP) needs to be authentic and clear.
• It seems that all generations of workers, from Boomers to
Generation X, from Millennials to Generation Z, are increasingly
hard to please and retain.
• Employees expect a workplace that is transparent and human-
centered and that enables them to work from anywhere at any
time
• They refuse to join (or decide to leave) the companies that don’t
offer workers the freedom and flexibility they desire.
4. Increase
Engagement Scores?
Introduce perks:
• nap rooms
• meditation rooms
• health and fitness programs
• remote working programs
• unlimited vacation policies
These perks are just cosmetic
improvements hiding a deeper
problem.
5. • Let’s recruit A class player
• Finding suitable talent is hard
• SLA based manpower requirement
• Faster decision making
• Source of Candidate (Recruit internal vs 3rd party agency)
• Assessment process and center
• Status of Employement (Employee, Internship, Vendor,
Subcontract)
10. The new kind of office will
blur the lines between
work, play, and life even
more in the years to come.
11. INDIVIDUALS AND INTERACTIONS
WORKING SOFTWARE
CUSTOMER COLLABORATION
RESPONDING TO CHANGE
OVER PROCESS AND TOOLS
OVER COMPREHENSIVE DOCUMENTATION
OVER CONTRACT NEGOTIATION
OVER FOLLOWING A PLAN
AGILEMANIFESTO
12.
13. Comprised of...
• Quickly and easily identify issues that need to
be addressed
• Decreasing the time is takes to develop then
implement a response
• Incorporating analytics and design thinking
14. Let Recruitment be Agile
1. Adaptability
2. Transparency
3. Simplicity
4. Unity
16. Hiring Principles
• Always be respectful of the candidate
• Aways be on time
• Be prepared
• Value the candidate’s behavioral qualifications
• Always consider and value leadership potential
• Persistently and politely pursue answers from the candidate
• Every interview is different; be creative
• Take ownership of your needs, opinions, and decisions
17. Hiring Principles
• Respect the opinion of others
• Leave the candidate with a positive impression of your company
• Wait for good candidates
• Hire for long-term
• Always hire for mindset & cultural fit, never for skills. The latter can be
taught, but you’ll never turn an a**hole into someone likable
• Look for intrinsically motivated people: they will care for what they help
create
• Hire for the best possible team, not for the best fit for a particular position.
• Lastly, diverse teams are more innovative.
18. What values candidate are looking for?
• People are happy to be there
• Humor and friendliness
• Nice treatment
• Diversity
• Empowerment to meet customers’ needs
• Contributing to the social cause
• Flexible work schedules
• Taking care of it’s workers
19. What values candidate are looking for?
• Intellectual challenge
• Talent development strategy
• Encouraging career planning
• Employees have a sense of excitement
• Egalitarian culture
• Balance between the private and personal life
• Learning culture
• People are appreciated
20. 100 best companies to work for
Sunday Times, 2003
• because
• They put people before profit.
• People are treated fairly.
• There is a flexible working culture.
• Caring attitude to employees.
• Leaders as excellent role models.
• Supporting good causes.
• Respect for staff.
21. Implementing Agile in
Recruitment
• Keep a small team
• Embrace Change
• Cut Back on the Meetings -> Daily
Standup Meeting
• Feedback
• Innovation / Keep Freshman
• Goals based / Hands Off
• Keep Things Simple
22. Agile Recruitment
• Peer Recruiting is the new hiring: In the near future, all creative,
technology-based organizations will need to abandon the command &
control structures that served the industrial world of the 20th century so
well. Instead, they will reorganize themselves around autonomous teams
to deal with the complexity and pace of innovation of the 21st century.
• In such an agile world, recruiting will become a team decision, and the role
of the human resources department will change into a supportive one.
Recruiters will need to become servant leaders or facilitators, guiding the
peer recruiting process.
• The following guide to peer recruiting is based on my own experience in
participating in the recruiting of such team members with Scrum-related
roles over the last few years.
23. Agile Recruitment
• In such an agile world, recruiting will become a team decision, and
the role of the human resources department will change into a
supportive one. Recruiters will need to become servant leaders or
facilitators in this peer recruiting process.
24. • Let’s start out by looking at membership recruitment strategies in five
key areas:
• 1. The Target Market—Who you want to reach
• 2. The Membership Offer—What a member will receive
• 3. The Marketing Message—Why a member should join
• 4. The Promotional Tactics—How a member will be reached
• 5. The Testing and Tracking—Where to take future efforts
31. Collect the Metrics
Collect metrics from Recruitment Board to improve your process
• For example: in the resume screening step, you can measure:
• Resume quality: how many resumes are filtered out?
• Resume filtering quality: how many resumes we accepted then fail to
pass the next hiring step?
32. Possible area topics of discussion
Recruiter Engineering
Quality of specification Candidate quality issues
Market Feedback Assessment criteria
Lack of candidates Interview process and and available resource
Reputational issues
Market rates
Hiring feedback
Interview process
33. Employer’s Perspective to Score
• Position Match
• Culture/Environment Match
• Experience
• Performance
• Growth
• Leadership
• Impact
• Potential
• Education
• Problem Detection
34. Candidate’s Perspective to Score
Candidate
• Work environment
• Culture and principles
• Nature of the work
• Degree of autonomy
• Quality of employees
• Company’s stability and future prospects
• Opportunities for growth
• Management style
36. Recruitment
Retrospective
What worked or went well
What caused problems, failed to worked
properly, or did not go well?
What can be done differently in the next
sprint to improve the process and
overcome the problems occuring
previously?