This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
A glimpse into the transformative journey of the PepsiCo talent acquisition function and a view into the future plans as presented at the 2011 Fall ERE conference by Paul Marchand - global vp talent acquisition, Sheila Stygar - sr. director talent acquisition and Chris Hoyt - talent engagement & marketing leader.
Presentation Stream f/ERE.net:
http://www.ereexpo.com/2011fall/conference/agenda/session-descriptions/#video-348
Agile recruiting: Optimizing your Talent Acquisition Operating ModelBeamery
The agile management methodology brings concrete, measurable improvements to the companies who use it, from better stakeholder management and clearer priorities to faster delivery and go-to-market times. In recruiting specifically, it means a better way to prioritize hiring projects, improved visibility for both recruiters and hiring managers, and overall a more efficient, iterative recruiting process.
We've invited Mitzi Shafar, an experienced talent acquisition leader and currently lead partner at Talent Collective, to tell us more about the agile recruiting methodology.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
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. The talent acquisition team within a company is responsible for finding, acquiring, assessing, and hiring candidates to fill roles that are required to meet company goals and fill project requirements.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Be ahead of the trend, not behind it: 56% of global talent leaders are prioritizing talent branding for their company this year. But, in order to have a strong talent brand, it’s critical for you to focus on the connection between talent acquisition and marketing.
In this presentation, we’ll go over how you can apply common marketing principles to develop and execute on your talent brand.
You’ll learn how to:
- Identify the right players from your marketing team to collaborate with on your talent brand
- Align your talent brand strategy with your marketing strategy
- Learn the best marketing tools to build and assess your strategy
A glimpse into the transformative journey of the PepsiCo talent acquisition function and a view into the future plans as presented at the 2011 Fall ERE conference by Paul Marchand - global vp talent acquisition, Sheila Stygar - sr. director talent acquisition and Chris Hoyt - talent engagement & marketing leader.
Presentation Stream f/ERE.net:
http://www.ereexpo.com/2011fall/conference/agenda/session-descriptions/#video-348
Agile recruiting: Optimizing your Talent Acquisition Operating ModelBeamery
The agile management methodology brings concrete, measurable improvements to the companies who use it, from better stakeholder management and clearer priorities to faster delivery and go-to-market times. In recruiting specifically, it means a better way to prioritize hiring projects, improved visibility for both recruiters and hiring managers, and overall a more efficient, iterative recruiting process.
We've invited Mitzi Shafar, an experienced talent acquisition leader and currently lead partner at Talent Collective, to tell us more about the agile recruiting methodology.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
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. The talent acquisition team within a company is responsible for finding, acquiring, assessing, and hiring candidates to fill roles that are required to meet company goals and fill project requirements.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Be ahead of the trend, not behind it: 56% of global talent leaders are prioritizing talent branding for their company this year. But, in order to have a strong talent brand, it’s critical for you to focus on the connection between talent acquisition and marketing.
In this presentation, we’ll go over how you can apply common marketing principles to develop and execute on your talent brand.
You’ll learn how to:
- Identify the right players from your marketing team to collaborate with on your talent brand
- Align your talent brand strategy with your marketing strategy
- Learn the best marketing tools to build and assess your strategy
- Reduce cost and time per hire and increase efficiency
- Establish your company brand as an employer of choice
- Secure and retain the best talent
- Increase employee engagement
- Achieve a better candidate and hiring manager experience
- Improve and sustain company productivity
- Increase market presence, sales, growth, and profit!
Turbocharging the recruiting engine: How LinkedIn used data to drive recruiti...LinkedIn Talent Solutions
Chris Pham, LinkedIn
Jennifer Shappley, LinkedIn
By forecasting hiring demand and building a process and organizational muscle to dynamically manage recruiting capacity, LinkedIn’s Talent Acquisition department has been able move from constantly playing catch-up with hiring demand, to getting ahead and dynamically moving resources around to where the need is the highest.
In this session, we will provide insight into one of the many ways data-driven recruiting is done at LinkedIn. We will also show how the process and modeling that the Talent Analytics and Operations team has been able to implement has allowed LinkedIn’s recruiting teams to project business demand, right-size themselves accordingly and ultimately save LinkedIn money.
Session highlights:
How we set up a framework to hold recruiting teams accountable to capacity plan.
How LinkedIn got Talent Acquisition, Human Resources, and FP&A to align.
How using data to estimate hires within 5% of actual volume, and staffing recruiting teams accordingly, allowed us to give back to the business.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s L...Cielo
As the world faces unprecedented demographic, economic and competitive challenges, recruitment and retention remains a top concern. Recognizing the critical role talent acquisition plays, leading organizations are maintaining focus on attracting and retaining talented people. Finding, hiring, and retaining the right people remains a challenge through all economic climates and are presenting new and even paradoxical challenges.
Finding the right talent is not always easy. Having defined the critical to success competencies you need to understand if your candidate does meet expectations. Online assessments such as Mettl's product suite help to see if a candidate is a match. Probably unique are the coding tests and simulators which let you see if a software engineer/coder/programmer is fit to perform
Organizations face a radically shifting context for the workforce, the workplace, and the world of work. Our survey of more than 10,000 business and HR leaders from 140 countries reveals 10 areas for businesses to focus on to better organize, manage, develop, and align people at work.
View the shortened version: http://hir.vu/2n33CBX
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
High Potential Collaborative Talent Acquisition Management / Executive Recruiting / Social Networking Consultant results oriented professional drives equity, diversity, agility with people analytics and leverages data driven analysis to provide insightful, actionable intelligence.
We are a young, vibrant organization, incorporated based on the principle that consultants must measure their success in terms of their client’s success and remain as passionate about their client’s results as they are about their own.
We have a presence in New York, New Jersey, USA and Mumbai, India.
Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.
Alghanim presents how to measure the impact of your hires at ConnectIn Dubai 2015.
Connectin Dubai 2015 gathered 270 talent professionals and executive leaders on April 23rd from across the GCC to share talent acquisition best practices and thought leading content on employer branding, internal mobility, and measuring quality of hire. Speakers and agenda can be found here: https://lnkd.in/Connectindubai2015
HR planning and recruitment & selection process in bangladeshi organizationsMd. Muktadir Hossain
Recruitment and selection is one the most significant offices of human resource management (HRM). The present work aims at exploring the methods, skills obstacles and opportunities of organizations in Bangladesh with respect to recruitment and selection practices, sources of recruitment, and selection devices. Some imports are likewise proposed for the enhancement of the recruitment and selection practices of organizations in Bangladesh.
Similar to Best Practices in Recruiting Today - High-Impact Talent Acquisition (20)
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
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New skills and capabilities of HR are briefly included.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. 2
Who We Are
- Global provider of leading practices, trends, and benchmarking research in
talent management, learning, and strategic HR.
- 60% of the Fortune 100 are Bersin by Deloitte research members, with
more than 19.5 million employees managed by HR teams using Bersin
Research.
Broad Research Practices
• Human Resources
• Leadership Development
• Learning & Development
• Talent Acquisition
• Talent Management
Offerings
- WhatWorks® Membership: Research, Tools, Education, Benchmarking
- IMPACT®: The industry’s premiere conference on the Business of Talent
- Advisory Services & Consulting
Human
Resources
Leadership
Development
Learning &
Development
Talent
Acquisition
Talent
Management
3. 3
Agenda
State of Recruiting Today
The Research
Six High-Impact Findings
1. Build the Talent Brand
2. Create a Talent Community
3. Leverage the Science and Art of Assessment
4. Focus on Global Governance
5. Leverage Talent Analytics
Conclusions
5. 5
Today’s Global Talent Challenges
“We have entered a global economy
where talent and skills shortages
challenge world economic and
business growth around the world.”
- Klaus Schwab, Chairman, World Economic
Forum
Despite the high unemployment rates in
many countries, more than 65% of
global leaders cite “talent and leadership
shortages” as their #1 business
challenge.
- Bersin & Associates
TalentTrends®, Fall 2012
11. 11
Our Research: WhatWorks®?
Looked at tools, organization,
structure, roles, process
More than 300 organizations
participated
Outcomes we studied
- Quality of hire
- Time to hire
- Business alignment
Detailed study to be published
later this summer
High-Impact Talent
Acquisition
13. 13
Research: 8 High-Impact Practices
Top 8 High-Impact Practices Impact
1. Carefully assess candidates against job requirements High (68x)
2. Maintain strong employment brand High (54x)
3. Develop and maintain candidate pools High (49x)
4. Deliver effective employee referral program High (35x)
5. Ongoing training for recruiters (and managers) High (33x)
6. Strong relationships with hiring managers Medium (18x)
7. Successful social media campaign Medium (19x)
8. Strong global governance Very High (40x)
High-Impact Talent Acquisition®, Bersin by Deloitte, Summer 2013
14. 14
Top Performing TA functions are also :
Advanced Technology Matters
Having an ATS is not a Differentiator but is Required:
To use a Vendor Management System (VMS)2 Times More Likely
To use a Candidate Relationship Management (CRM)2 Times More Likely
To use a Workforce Planning/Analytics System (WPS)3 Times More Likely
16. 16
Evolution of Employment Brand
From Employment Brand to Talent Brand
From CHRO to Chief Marketing Officer
From Website to Multi-Channel Marketing
- Social
- Web
- Collateral
- Advertising
- Mobile
- University
- Alumni
- Candidates themselves!
25. 25
What is a Talent Community?
A Place to Engage with your Company: Four Audiences
Prospective
Candidates
Past
Candidates
Current
Employees
Alumni
26. 26
GM’s Silver Medalist Strategy
“If we had another job, that person would get an offer.”
Selection Process Creates Silver Medalist
Behavioral-based interview denotes candidate as a silver medalist
Recruiter meets a great candidate and there are no current openings
that match individual’s skills set or desired location
Place them in the Talent Community
Join the company’s talent community
Join the GM careers social space on LinkedIn or Facebook
Receive RSS feeds or emails when a job matching that’s candidate’s
interest is available.
“The sourcing team sends targeted emails when there are openings based on
their interests. This keeps GM in their minds.”
28. 28
Assessment Happens Everywhere
Outside the Funnel: Goal = Attract
Tools: Employment Brand, Sourcing, Advertising
Top of Funnel: Goal = Screen Out
Tools: Qualification Screen, Biodata, Fit,
Realistic Job Preview, Resume Review
Middle of Funnel:
Goal = Evaluate, Screen in, Decide
Tools: Personality, Cognitive Ability, Integrity,
Knowledge, Skills, Situational Judgment (SJT),
Simulations, Structured Interview, Physical Ability
Bottom of Funnel: Goal = Verify
Tools: Reference Check,
Background Check,
Drug Screen
Physical Screen
HIRES
Onboarding
LevelofInvestmentinCandidate
Low
High
29. 29
How do Companies Hire People?
2/3 of hiring done without any significant assessment
Background checking: 79%
Managerial interviews: 64%
Interview training: 47%
Behavioral assessments: 34%
Reference calls: 32%
Skills-based assessments: 25%
% of Organizations Which Regularly Use Following Assessment Practices
Bersin & Associates High-Impact Talent Acquisition
Study, Fall 2011, 158 organizations responded
2/3 use no real
assessment process
at all … leaving
the process to
hiring managers
or recruiters
35. 35
Global Preparedness is Weak
Two-thirds of TA organizations are not globally prepared
9%
9%
9%
6%
62%
59%
63%
56%
22%
29%
22%
37%
Building or organizing a global
TA function
Establishing and leveraging a
global brand
Sourcing and recruiting talent in
emerging countries
Localizing TA programs to meet
local needs
Not Prepared at All Not Very or Moderately Prepared Very or Completely Prepared
Moderately to Not at All - Avg. 68%
36. 36
Why Global Process Matters
Define talent acquisition and management strategy
Build and organize the TA function and shared service
Select standard tools and service providers
Establishing a global and local brand
Implementing global TA technology
Developing local sourcing skills and suppliers
Localize the recruitment process
Onboard and hire diverse populations
Comply with local laws and regulations
StrategyOperationLocalize
37. 37
Structured Governance Matters
Companies with a regular, ongoing process of stakeholder decisionmaking
on budgets, plans, tools, process are: (compared to companies who use
an episodic argument or business case for investment)
Improving workforce decisions through metrics3 Times More Effective
Actively building a “seat at the table”2 Times More Effective
Time and Quality of Hire!3 Times More Effective
38. 38
Talent Acquisition
Functional Leadership
Leaders - TM, CMO, BU/Department
leaders, Finance, Operations, IT
Recruiting Operations and
HR Service Delivery
Talent
Strategy
CHRO, CMO, Top Team
• Sets TA Strategy
• Aligns TA efforts across business units
• Sets TA services and solution decisions
• Includes advisory roles and teams
• Align with CEO and Business Priorities
• Allocate capital to big projects
• Approves major people initiatives
• Measure progress and results against plan
• Cross-functional teams
• Focus on executing the
vision
• Designs services or builds
delivery plans, and
manages system
requirements or rollouts.
Project/Ad hoc
Engagement, Brand
Update, Global Planning
New Job/Acquisitions
Standing
Assessment, Sourcing,
Candidate Management,
Ad Management
High-Impact Governance Model
39. 39
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
Understand Talent Mobility
SMEs
(Consultants)
Senior Specialists
Functional Specialists / Front-Line Employees
Middle Management
40. 40
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
Implementing Talent Mobility
SMEs
(Consultants)
Senior Specialists
Functional Specialists / Front-Line Employees
Middle Management
Top
Management
Contract
Hire
Job
Intern
Developmental
Assignment
Lateral
Promotion
Stretch
Assignment
External
AssignmentUpward
Promotion
Lateral
Assignment
New
Assignment
Part Time
Loan
New
Candidate
New
Leader
Exec
Succession
41. 41
Managing Talent Mobility
DESIRED
COMPETENCIES
(KNOWLEDGE,
BEHAVIOR,
SKILLS)
OPEN POSITIONS
&
OPPORTUNITIES
INDIVIDUAL
NEEDS / DESIRES
INDIVIDUAL
DEVELOPMENT
PLAN (IDP)
VISION
STRATEGIC
INITIATIVES
DESIRED
BUSINESS
OUTCOMES
VALUES
MISSION
ORGANIZATION
NEEDS
MOBILITY
STRENGTHS
DEVELOPMENT
NEEDS
CAREER
ASPIRATIONS
ANNUAL
GOALS
Succession
Management
Coaching
Assessment
Strategic
Competencies Organizational
Planning /
Restructuring
Performance
Management
Individual
Development
Plan (IDP)
Career
Management
45. 45
Analytics is Definitely Coming to HR
The Evolution of Business Analytics in other Functions
The Industrial
Economy
The Financial
Economy
The Customer
Economy and Web
The Talent
Economy
Early 1900s 1950s-60s 1970s-80s Today
The Waves of
Business Analytics
Steel, Oil, Railroads
Conglomerates
Financial Engineering
Customer Segmentation
Personalized Products
Globalization, Demographics
Skills and Leadership Shortages
Logistics and
Supply Chain
analytics
1980s
Financial and
Budget Analytics
Integrated
Supply Chain
Integrated ERP
and Financial
Analytics
Finance & Logistics
Customer
Analytics – CRM
(Data Warehouse)
Customer
Segmentation
Shopping Basket
Web Behavior
Analytics
Predictive
Customer
Behavior - CRM
Customer & Marketing
Recruiting,
Learning,
Performance
Measurement
Integrated
Talent Management
Workforce Planning
Business-driven
Talent analytics
Predictive
Talent Models
HR Analytics
Talent & Leadership
46. 46
This Science is Coming to HR
Definition of “Science”:
“Systematic knowledge of the world
gained through observation
and experimentation.”
What is Not Science
Making talent decisions on the basis of
“gut feel,” “beliefs,” or “philosophies.”
47. 47
Big Insurance
A $33 billion insurance company has developed a
behavioral assessment based on a set of beliefs held by
the top executives
Top sales people need college degrees from top rated
schools, they should have good grades, and they should
have experience selling high value products.
But the data proves otherwise.
Insurance
Company
49. 49
Data Showed Six Things Matter:
Very Highly Correlated with Success
1. No typos, errors, grammatical mistakes on resume.
2. Did not quit school before obtaining some degree
3. Had experience selling real-estate or autos
4. Demonstrated success in prior jobs
5. Ability to succeed with vague instruction
6. Experience planning time and managing lots of tasks
The Belief
System
Was Wrong
Within six months
of implementing a
new screening
process
revenues went
up by $4 million
What Did NOT Matter
• Where they went to school
• What grades they had
• The quality of their references
Insurance
Company
50. 50
An Evolved Organization
VP Human Capital
Analytics
Director
Org Diagnostics &
Design
(2)
Sr. Consultant
ODD
Program Manager
Director
Workforce
Analytics &
Research
Manager
Workforce
Analytics
(2)
Sr. WFA Analyst
Manager
Employee
Research
Analyst Employee
Research
Manager
Learning
Analytics
Consultant
Learning
Measurement
Analyst
Learning Analytics
Business
Operations
Specialist
Manager HR Brand
Content
Retailer
51. 51
High-Impact Recruiting
Integrate and optimize the talent
acquisition process from beginning to end
Research and deliver a talent brand
through multiple channels
Build talent communities and a great
candidate experience
Develop global Governance and integrate
with Talent Management
Build capability in assessment and
BigData Analytics
Develop the skills and capabilities of
your entire recruiting team
http://www.bersin.com/Predictions2013
High-Impact
Talent Acquisition
Editor's Notes
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
The fourth topic to discuss in localization is talent acquisition. We are in a war for talent around the world.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
$35MM project, saving $15MM per year. New global platform and process, implementation of global assessment solutions from SHL Previsor which has dramaticaly improved quality of hire.Biggest lesson here is what I talked about last year – creating a recruiting tunnel not funnel. American express is learning to “fish in the right pond” - no longer looking for people with call center experience, but rather looking for people with a “passion to serve” – now recruiting directly from high-end hospitality companies like the Four Seasons and Marriot.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
Moderately to Not at All Very or Completely.37 .62.22 .72.29 .68.22 .71companies that report being more prepared at: Building or organizing a global TA functionEstablishing and leveraging a global brandSourcing and recruiting talent in emerging countriesLocalizing TA programs to meet local needsalso report higher levels of agreement (agree/strongly agree) that their company: Predicts external forces and remain agile to reconfigure their workforce. (n=170)Invests in new products or services to reach higher levels of recruiter and overall TA performanceActively builds a “seat at the table” role – Improving TA’s alignment and/or influencing the overall direction of the businessImproves workforce decisions through pertinent (organizational driver) and consistent metrics. Key Point: No difference among companies with different TA structures
2-4 as many companies rated themselves as above average or excellent in key business measures when a well developed governance model is in place.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.