This document discusses how to hire and retain top talent. It begins by explaining why talent is often not a top priority for companies and the high costs of hiring mistakes. It then examines the current Irish job market and trends in worker satisfaction. The document provides tips for improving the hiring process, such as involving existing employees and understanding an organization's brand. It also stresses the importance of employee engagement and adapting to future talent trends like the rise of social media. The key takeaways are to prioritize discussing talent, improve hiring processes, understand one's brand, ensure the company is a good place to work, and have CEO leadership on talent issues.
The document discusses using alternate reality games (ARGs) for enterprise learning and training. It proposes transforming an existing business simulation course into an ARG by immersing students in a fictional scenario where they take on roles in a failing company called Phoenix UK Ltd. Students would receive clues, complete tasks, and interact with fictional characters to research and develop a turnaround plan for the client company Salter & Sons. The ARG aims to increase student engagement, motivation, and deep learning through an experiential approach applying business concepts in a realistic interactive narrative.
Ten Reasons Why Yammer is Good for BusinessIntergen
This document outlines 10 reasons why the enterprise social network Yammer is good for business. It begins with an introduction and background on enterprise social networks and how social is changing business. It then discusses a case study of Intergen, which has widely adopted Yammer. The main section outlines 10 Cs (Culture, Collaboration, etc.) that Yammer supports. It discusses benefits like improved communication, customer engagement, and telecommuting. Metrics are provided showing potential impacts like time savings and increased engagement. The document concludes with best practices and resources for implementing an enterprise social network.
The case for an enterprise social network: 10 reasons why Yammer is good for ...Intergen
“The social enterprise” is a hot topic, and with Yammer* now a part of SharePoint 2013, the place of Social within businesses is set to become even more entrenched.
But why should organisations consider bringing the social media paradigm to the world of business? What benefits are to be found in embracing an enterprise social network?
Drawing from Intergen’s own experience as Yammer users since October 2008, and looking further afield at wider trends and research, we’ll take a look at the top 10 reasons why using Yammer makes good business sense.
This session is aimed at general business and communications people interested in building a case for an enterprise social network or growing – and getting greater business benefit from – their social enterprise.
This document provides an agenda for a full-day recruiting conference taking place on May 26, 2010 at the Woolly Mammoth Theatre in Washington DC. The agenda includes sessions on candidate experience, social media strategies, sourcing tactics, recruiting technology, hiring veterans, and career development paths for recruiters. Key sessions include a keynote on candidate experience, multiple breakout sessions on topics like social media and sourcing, and panels on sponsor solutions, cleared recruiting, and recruiter career paths. The conference runs from 8 AM to 3 PM and includes registration, breakfast, lunch, and a closing remarks session.
This document provides an agenda for a full-day recruiting conference taking place on May 26, 2010 at the Woolly Mammoth Theatre in Washington DC. The agenda includes sessions on candidate experience, social media strategies, sourcing tactics, recruiting technology, hiring veterans, and career development paths for recruiters. Key sessions include a keynote on candidate experience, multiple breakout sessions on topics like social media and sourcing, and panels on sponsor solutions, cleared recruiting, and recruiter career paths. The conference runs from 8 AM to 3 PM and includes registration, breakfast, lunch, and a closing remarks session.
1. Several factors predict startup success including opportunity, team composition, advice seeking, industry experience, traction, and avoiding premature scaling. Choosing industries with high startup rates like software and having co-founders increases chances of success.
2. Values like how founders spend their time, what energizes them, and how they allocate money provide insight into their future. Founders focused on business activities like Elon Musk and Richard Branson tend to be successful.
3. Vision and growth commitment also predict outcomes. Fast growing founders with ambitious long term visions to create pervasive global products tend to achieve more than those with slow, limited goals.
The document discusses the importance of making connections and how connections can have a ripple effect. It states that meaningful connections are important for business, helping employees feel engaged, and for finding job opportunities. The document encourages the reader to find their unique qualities that could help them make influential connections with others.
The document discusses using alternate reality games (ARGs) for enterprise learning and training. It proposes transforming an existing business simulation course into an ARG by immersing students in a fictional scenario where they take on roles in a failing company called Phoenix UK Ltd. Students would receive clues, complete tasks, and interact with fictional characters to research and develop a turnaround plan for the client company Salter & Sons. The ARG aims to increase student engagement, motivation, and deep learning through an experiential approach applying business concepts in a realistic interactive narrative.
Ten Reasons Why Yammer is Good for BusinessIntergen
This document outlines 10 reasons why the enterprise social network Yammer is good for business. It begins with an introduction and background on enterprise social networks and how social is changing business. It then discusses a case study of Intergen, which has widely adopted Yammer. The main section outlines 10 Cs (Culture, Collaboration, etc.) that Yammer supports. It discusses benefits like improved communication, customer engagement, and telecommuting. Metrics are provided showing potential impacts like time savings and increased engagement. The document concludes with best practices and resources for implementing an enterprise social network.
The case for an enterprise social network: 10 reasons why Yammer is good for ...Intergen
“The social enterprise” is a hot topic, and with Yammer* now a part of SharePoint 2013, the place of Social within businesses is set to become even more entrenched.
But why should organisations consider bringing the social media paradigm to the world of business? What benefits are to be found in embracing an enterprise social network?
Drawing from Intergen’s own experience as Yammer users since October 2008, and looking further afield at wider trends and research, we’ll take a look at the top 10 reasons why using Yammer makes good business sense.
This session is aimed at general business and communications people interested in building a case for an enterprise social network or growing – and getting greater business benefit from – their social enterprise.
This document provides an agenda for a full-day recruiting conference taking place on May 26, 2010 at the Woolly Mammoth Theatre in Washington DC. The agenda includes sessions on candidate experience, social media strategies, sourcing tactics, recruiting technology, hiring veterans, and career development paths for recruiters. Key sessions include a keynote on candidate experience, multiple breakout sessions on topics like social media and sourcing, and panels on sponsor solutions, cleared recruiting, and recruiter career paths. The conference runs from 8 AM to 3 PM and includes registration, breakfast, lunch, and a closing remarks session.
This document provides an agenda for a full-day recruiting conference taking place on May 26, 2010 at the Woolly Mammoth Theatre in Washington DC. The agenda includes sessions on candidate experience, social media strategies, sourcing tactics, recruiting technology, hiring veterans, and career development paths for recruiters. Key sessions include a keynote on candidate experience, multiple breakout sessions on topics like social media and sourcing, and panels on sponsor solutions, cleared recruiting, and recruiter career paths. The conference runs from 8 AM to 3 PM and includes registration, breakfast, lunch, and a closing remarks session.
1. Several factors predict startup success including opportunity, team composition, advice seeking, industry experience, traction, and avoiding premature scaling. Choosing industries with high startup rates like software and having co-founders increases chances of success.
2. Values like how founders spend their time, what energizes them, and how they allocate money provide insight into their future. Founders focused on business activities like Elon Musk and Richard Branson tend to be successful.
3. Vision and growth commitment also predict outcomes. Fast growing founders with ambitious long term visions to create pervasive global products tend to achieve more than those with slow, limited goals.
The document discusses the importance of making connections and how connections can have a ripple effect. It states that meaningful connections are important for business, helping employees feel engaged, and for finding job opportunities. The document encourages the reader to find their unique qualities that could help them make influential connections with others.
This document provides a summary of the Highlight Reel from the TechServe Alliance conference on Thursday November 8th. It includes summaries of keynotes, sessions, and panels on topics such as the engineering and IT talent shortage, increasing brand recognition, accessing H-1B talent, creating a safe work environment and avoiding liability in the #MeToo era, talent acquisition technology, and leadership panels. Highlights from the women's lunch and various speaker quotes are also summarized.
This document provides information on the future of work and how organizations are adapting to changes in technology and workplace trends. It discusses topics like automation, AI, robotics, employee engagement and benefits. It notes that the future of work will not be cold and focused only on technology, but will involve human aspects as well. It also discusses problems with past predictions about technology and provides examples of predictions that turned out to be incorrect. The document discusses challenges like the potential loss of jobs to automation but also opportunities through online learning, different work arrangements and preparing for new types of jobs. It provides examples of innovative practices some companies are using for benefits, engagement and adapting to change.
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
This document outlines the seven habits of highly effective organizations:
1. Trust people - Valve Software and Morning Star trust their employees and embrace failure.
2. Tolerate and embrace failure - Many successful people like Edison, Jordan, and Einstein have failed numerous times but learned from failures.
3. Be brutally honest with yourself - Organizations should have alignment and autonomy, not force conformity or allow chaos.
4. Allow autonomy at all levels - Like the German military doctrine of "mission command," organizations should set clear goals but allow flexibility.
5. Think big, stay small - Companies like W.L. Gore stay small while thinking big through decentralized operations.
6. Simplify
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
This document discusses encouraging young people in Korea to aim higher and become entrepreneurs rather than settling for middle-class jobs. It notes that a small percentage of Americans and Koreans are millionaires, despite Korea having talented youth, and the government supporting businesses. Early employees at startups gain valuable experience even if the company fails. The document advocates for Korea to have fewer "wage slaves" and more entrepreneurs who aim high.
Steve Dorfman, Driven to Excel for Mechanical Contractors Association of Metr...SteveD2E
The document discusses how to keep employees motivated during tough economic times. It recommends actively engaging employees and communicating effectively. It also suggests appealing to employees' three core drives of autonomy, mastery, and purpose rather than just focusing on money. Recognizing individual contributions and making people feel valued can help boost motivation.
The document discusses future trends in recruitment, including the growing importance of social recruiting and mobile technologies. It notes that while talent is said to be a top priority for CEOs, HR directors are often underpaid relative to other roles. New technologies allow companies to gather vast amounts of data on job candidates from social media profiles and mobile usage. The future of recruiting involves engaging candidates through online communities and gamification to develop an employer brand that focuses on how candidates will feel working there rather than just job details.
Peter Cosgrove presented on investing in people. He discussed common hiring mistakes made by employers such as lack of accountability in recruitment and poor recruitment processes. Cosgrove emphasized the importance of involving existing teams in hiring and ensuring an attractive employee value proposition. He also stressed the importance of retaining talent by focusing on work-life balance, recognition, learning opportunities, and technology. Cosgrove concluded with takeaways around prioritizing talent, making it easy for people to join the company, understanding one's brand, being a good place to work, and the CEO's role in hiring and retaining talent.
This document discusses how to build an innovation culture. It argues that companies should focus on customer-centered goals, make disruption appealing, learn to experiment safely, and hire transformational talent. Successful innovators like Amazon track extensive customer metrics and get executives involved in customer support. Making disruption appealing involves metrics like revenue from new products. Experimenting safely means acting like a startup with minimal resources. Hiring focuses on character traits like learning, resilience, and curiosity rather than just skills. Building an innovation culture allows companies to successfully change with disruption.
This document discusses strategies for finding and assessing talent. It suggests focusing on traits like judgment, resilience and curiosity rather than just credentials. Sources of talent have expanded from just print ads and referrals to include social networks, company websites and public talent portfolios. Assessing candidates requires observing them over time and asking open-ended "how" and "why" questions to understand traits like problem-solving ability. Non-traditional resumes with niche skills can succeed if the right traits are present. Public portfolios now allow employers to identify talent anywhere in the world. Overall it encourages looking beyond surface credentials to find special traits and abilities.
Four Steps to a World-Class Internship ProgramMonster
Want to ensure your business is getting the MOST from your internship program? OR are you trying to get a program off the ground but not sure where to start? You’ve come to the right place. In this jam-packed, 1-hour webinar Emily Bennington, coauthor of Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job, will dive in to the specifics of what makes internships successful and what you must do to produce a bottom-line return for your organization.
You’ll learn best practices from the biggest names in business, including measurable ways to:
* Structure your program
* Find your future rock stars
* Onboard effectively
* Keep interns engaged
* Evaluate your success
If you are relying on internships to recruit new grads (or plan to in the future), this webinar is a must-attend!
4 Things Every Great Recruiter Should be Doing!Johnny Campbell
How do you find, engage and close top talent? Johnny Campbell of Social Talent shares the 4 things that every great recruiter should be doing to perform like a sourcing ninja.
This slide deck was originally presented at an REC breakfast briefing in London on May 10th 2016
Looking through the Glassdoor: What Communicators and HR Pros Need to KnowPatrick O'Neil
This presentation gives an overview of Glassdoor social media platform. It is ideal for internal communications practitioners, HR professionals, recruiters and any executive interested in developing a company's corporate culture. It provides an overview of the medium, key insights into how it works, why communicators and HR professionals should care and delivers strategies for managing the platform successfully. You'll learn how to respond to reviews with TACT. That's T-A-C-T a proven technique for responding to negative reviews.This is a must read for anyone diving into this platform.
Peter Cosgrove presented trends for graduates of the future. Mobile devices are becoming essential, with smartphones being used heavily and mobile apps seeing record downloads. Social media is also important, with recommendations from networks being highly trusted. Graduates have access to vast amounts of data online and expect to engage with companies through these new media. Internships are valuable for both graduates and companies to assess fit. Companies must understand how graduates want to apply and engage through social media to attract top talent.
From Intake to Engagement: Old School and New Cool Strategies and TechniquesRecruitDC
This document contains notes and suggestions from a recruiter on effective strategies for outreach emails and messages to candidates. It discusses ideas for the subject line, first line of text, ways to use self-deprecation, explain the "behavioral contract" of the communication, discuss the sending company, appeal to the recipient's interests or background, explain how the recruiter found the recipient, and suggest next steps. Specific examples are provided for each element. The overall message is about crafting engaging, personalized outreach that establishes rapport and willingness to respect the recipient's preferences.
One of the great paradoxes of the current economy is a relatively high level of general unemployment among Western economies and simultaneously, a very tight labor market for certain skilled roles. Anecdotes of hiring cycles in the six-month range for specialized developers or designers are not uncommon in software circles, and high-tech manufacturers voice frequent complaints about the lack of skilled talent. The key to solving these hiring challenges is to think differently about the problem. All too often, hiring managers and recruiters default to a “hiring” focused answer, when frequently the real answer lies in development, internal mobility, apprenticeship and long-term career and succession planning. In this session, we’ll talk about how all these pieces fit together and why “hiring for critical roles” is fundamentally the wrong strategy in most cases.
BECOMING A PARTNER TO THE BUSINESS: HOW BEACHBODY BUILT THE BUSINESS CASE FOR...Human Capital Media
We know learning happens across different systems and devices, between people, and in the real world. We also know weaving it all together into a seamless learning experience takes some work: new system functionality with L&D, HR and IT teams working together.
As L&D leaders, how can we effectively convince and then work with other business leads to overcome organizational challenges?
The good news is the financial support is there: 70% of CHROs are investing in technologies to help them move faster (PWC Technology Survey in 2017).
The even better news is Beachbody has been successful in partnering L&D to the business and they will be on our May webinar to show just how they did it.
This document provides a summary of the Highlight Reel from the TechServe Alliance conference on Thursday November 8th. It includes summaries of keynotes, sessions, and panels on topics such as the engineering and IT talent shortage, increasing brand recognition, accessing H-1B talent, creating a safe work environment and avoiding liability in the #MeToo era, talent acquisition technology, and leadership panels. Highlights from the women's lunch and various speaker quotes are also summarized.
This document provides information on the future of work and how organizations are adapting to changes in technology and workplace trends. It discusses topics like automation, AI, robotics, employee engagement and benefits. It notes that the future of work will not be cold and focused only on technology, but will involve human aspects as well. It also discusses problems with past predictions about technology and provides examples of predictions that turned out to be incorrect. The document discusses challenges like the potential loss of jobs to automation but also opportunities through online learning, different work arrangements and preparing for new types of jobs. It provides examples of innovative practices some companies are using for benefits, engagement and adapting to change.
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
This document outlines the seven habits of highly effective organizations:
1. Trust people - Valve Software and Morning Star trust their employees and embrace failure.
2. Tolerate and embrace failure - Many successful people like Edison, Jordan, and Einstein have failed numerous times but learned from failures.
3. Be brutally honest with yourself - Organizations should have alignment and autonomy, not force conformity or allow chaos.
4. Allow autonomy at all levels - Like the German military doctrine of "mission command," organizations should set clear goals but allow flexibility.
5. Think big, stay small - Companies like W.L. Gore stay small while thinking big through decentralized operations.
6. Simplify
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
This document discusses encouraging young people in Korea to aim higher and become entrepreneurs rather than settling for middle-class jobs. It notes that a small percentage of Americans and Koreans are millionaires, despite Korea having talented youth, and the government supporting businesses. Early employees at startups gain valuable experience even if the company fails. The document advocates for Korea to have fewer "wage slaves" and more entrepreneurs who aim high.
Steve Dorfman, Driven to Excel for Mechanical Contractors Association of Metr...SteveD2E
The document discusses how to keep employees motivated during tough economic times. It recommends actively engaging employees and communicating effectively. It also suggests appealing to employees' three core drives of autonomy, mastery, and purpose rather than just focusing on money. Recognizing individual contributions and making people feel valued can help boost motivation.
The document discusses future trends in recruitment, including the growing importance of social recruiting and mobile technologies. It notes that while talent is said to be a top priority for CEOs, HR directors are often underpaid relative to other roles. New technologies allow companies to gather vast amounts of data on job candidates from social media profiles and mobile usage. The future of recruiting involves engaging candidates through online communities and gamification to develop an employer brand that focuses on how candidates will feel working there rather than just job details.
Peter Cosgrove presented on investing in people. He discussed common hiring mistakes made by employers such as lack of accountability in recruitment and poor recruitment processes. Cosgrove emphasized the importance of involving existing teams in hiring and ensuring an attractive employee value proposition. He also stressed the importance of retaining talent by focusing on work-life balance, recognition, learning opportunities, and technology. Cosgrove concluded with takeaways around prioritizing talent, making it easy for people to join the company, understanding one's brand, being a good place to work, and the CEO's role in hiring and retaining talent.
This document discusses how to build an innovation culture. It argues that companies should focus on customer-centered goals, make disruption appealing, learn to experiment safely, and hire transformational talent. Successful innovators like Amazon track extensive customer metrics and get executives involved in customer support. Making disruption appealing involves metrics like revenue from new products. Experimenting safely means acting like a startup with minimal resources. Hiring focuses on character traits like learning, resilience, and curiosity rather than just skills. Building an innovation culture allows companies to successfully change with disruption.
This document discusses strategies for finding and assessing talent. It suggests focusing on traits like judgment, resilience and curiosity rather than just credentials. Sources of talent have expanded from just print ads and referrals to include social networks, company websites and public talent portfolios. Assessing candidates requires observing them over time and asking open-ended "how" and "why" questions to understand traits like problem-solving ability. Non-traditional resumes with niche skills can succeed if the right traits are present. Public portfolios now allow employers to identify talent anywhere in the world. Overall it encourages looking beyond surface credentials to find special traits and abilities.
Four Steps to a World-Class Internship ProgramMonster
Want to ensure your business is getting the MOST from your internship program? OR are you trying to get a program off the ground but not sure where to start? You’ve come to the right place. In this jam-packed, 1-hour webinar Emily Bennington, coauthor of Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job, will dive in to the specifics of what makes internships successful and what you must do to produce a bottom-line return for your organization.
You’ll learn best practices from the biggest names in business, including measurable ways to:
* Structure your program
* Find your future rock stars
* Onboard effectively
* Keep interns engaged
* Evaluate your success
If you are relying on internships to recruit new grads (or plan to in the future), this webinar is a must-attend!
4 Things Every Great Recruiter Should be Doing!Johnny Campbell
How do you find, engage and close top talent? Johnny Campbell of Social Talent shares the 4 things that every great recruiter should be doing to perform like a sourcing ninja.
This slide deck was originally presented at an REC breakfast briefing in London on May 10th 2016
Looking through the Glassdoor: What Communicators and HR Pros Need to KnowPatrick O'Neil
This presentation gives an overview of Glassdoor social media platform. It is ideal for internal communications practitioners, HR professionals, recruiters and any executive interested in developing a company's corporate culture. It provides an overview of the medium, key insights into how it works, why communicators and HR professionals should care and delivers strategies for managing the platform successfully. You'll learn how to respond to reviews with TACT. That's T-A-C-T a proven technique for responding to negative reviews.This is a must read for anyone diving into this platform.
Peter Cosgrove presented trends for graduates of the future. Mobile devices are becoming essential, with smartphones being used heavily and mobile apps seeing record downloads. Social media is also important, with recommendations from networks being highly trusted. Graduates have access to vast amounts of data online and expect to engage with companies through these new media. Internships are valuable for both graduates and companies to assess fit. Companies must understand how graduates want to apply and engage through social media to attract top talent.
From Intake to Engagement: Old School and New Cool Strategies and TechniquesRecruitDC
This document contains notes and suggestions from a recruiter on effective strategies for outreach emails and messages to candidates. It discusses ideas for the subject line, first line of text, ways to use self-deprecation, explain the "behavioral contract" of the communication, discuss the sending company, appeal to the recipient's interests or background, explain how the recruiter found the recipient, and suggest next steps. Specific examples are provided for each element. The overall message is about crafting engaging, personalized outreach that establishes rapport and willingness to respect the recipient's preferences.
One of the great paradoxes of the current economy is a relatively high level of general unemployment among Western economies and simultaneously, a very tight labor market for certain skilled roles. Anecdotes of hiring cycles in the six-month range for specialized developers or designers are not uncommon in software circles, and high-tech manufacturers voice frequent complaints about the lack of skilled talent. The key to solving these hiring challenges is to think differently about the problem. All too often, hiring managers and recruiters default to a “hiring” focused answer, when frequently the real answer lies in development, internal mobility, apprenticeship and long-term career and succession planning. In this session, we’ll talk about how all these pieces fit together and why “hiring for critical roles” is fundamentally the wrong strategy in most cases.
BECOMING A PARTNER TO THE BUSINESS: HOW BEACHBODY BUILT THE BUSINESS CASE FOR...Human Capital Media
We know learning happens across different systems and devices, between people, and in the real world. We also know weaving it all together into a seamless learning experience takes some work: new system functionality with L&D, HR and IT teams working together.
As L&D leaders, how can we effectively convince and then work with other business leads to overcome organizational challenges?
The good news is the financial support is there: 70% of CHROs are investing in technologies to help them move faster (PWC Technology Survey in 2017).
The even better news is Beachbody has been successful in partnering L&D to the business and they will be on our May webinar to show just how they did it.
Trends in Recruiting and HR: Think Outside of the Proverbial Box: Harness the...Aggregage
This webinar discusses using data to develop targeted recruitment messaging to attract a diverse talent pool. The presenter argues that companies should tailor their messaging to different demographic groups based on data about what motivates each group, rather than using a one-size-fits-all approach. Data from a survey of 52,000 people in the US revealed that different attributes are more important to different groups. For example, messages about high future earnings appeal more to computer science majors, while inspiring purpose ranks higher for natural science majors. The presenter advocates analyzing data on specific audiences to select the messages that will most effectively connect with and attract each group.
Paul Redmond: 'Generation Crunch!' Careers, Employability, and the Credit Crunch – new concepts for old ideas. Slides from the University of Liverpool Learning and Teaching Conference 2009.
Due in part to the credit crunch, globalisation and the sweeping changes that are taking place in organisations, this year’s graduate recruitment market is in the forefront of a profound shift. Gone are the old certainties about ‘career’, ‘security’ and ‘graduate jobs’. In their place has come a new social and economic realism.
Though today’s students are at the forefront of these changes, few have any experience of economic recession, unemployment or falling standards of living. But as ‘Generation Y’ - the world’s first ‘digital natives’ - will this lack of knowledge and experience prove to be a help or a hindrance?
The aim of this presentation is to explore the current state of graduate recruitment in the UK, the conceptualmeanings attached to terms such as ‘employability’, ‘graduates’ and ‘employment’, what employers really want from graduates, and how higher education can best prepare students for a future that as yet does not exist.
Slides from a presentation I gave at VC CEO portfolio summit on Unlearning as we scale enterprise software startups focusing on how to think about the "next-level people" and "dance with who brung ya" adages along with thoughts on generalizing the former adage, hiring next-level people, and unlearning in general, specifically with infering false causality for success.
Company building: Keeping your startup DNA when you grow your businessAmazon Web Services
Après-midi - Track 3 - S3 - Company building Keeping your startup DNA when you grow your business
Cette session vous a plû ? Si c'est le cas, n'hésitez pas à vous inscrire à notre Summit !
The 1st Annual Leader Summit agenda focused on digital leadership topics. Speakers included Kevin Findlay who discussed busting technology myths, Liza Horan who presented a framework for creating a culture that supports innovation, and Chris Rivinus who emphasized that organizational culture has a strong influence on strategies and outcomes.
HELP! I NEED TALENT! 7 THINGS YOU CAN DO RIGHT NOW TO GET MORE CANDIDATES!Human Capital Media
If there is one common pain point that every HR and talent professional is facing right now, it's the fact that we are all struggling to find enough talent to help our organizations grow and be successful. We are in a unique period of time where demographics are working against us, coupled with a growing economy. This adds up to more jobs than available workers.
So, what do we need to do!?
That's the question that will be answered by our two recruiting experts and popular HR speakers and thought leaders, Tim Sackett and Kris Dunn. Sackett and Dunn both lead recruiting practices and have been writing in the talent acquisition space for more than a decade. In this webinar, they will share with you:
- Seven specific things you can do to attract more talent to your company, regardless of the level and type of position. From your hardest technical salaried positions to your mass hourly hiring, these guys have done it.
- A technology that is having massive success that fewer than 15 percent of recruiters are currently using.
- The No. 1 largest ROI of any talent strategy on the market and how your organization can leverage it.
These guys are recruiting rock stars, and somehow we were able to get them both in the same webinar! Don't miss this event!
Learning Objectives:
Participants will learn multiple talent attraction strategies and how to implement them in their organization.
Discover what best practice organizations are doing from a competitive standpoint to attract more candidates.
Learn how to get the resources you need to build a world-class recruiting practice
Employee Job Satisfaction - What We Really Want In Order to Achieve Happiness...Martin Schweiger
Have you ever thought about what creates happiness in your job?
Tip: it is not money, for most people, what creates happiness. My theory is that this is because the item “money” is not part of our childhood desires.
What is part of our childhood desires is: that we do something meaningful.
But what is “meaningful”? Something that is meaningful for you may be different from what is meaningful for someone else. And something that was meaningful for you yesterday may no longer be meaningful for you tomorrow.
My talk will give you insights into how you can find out when you work like a clockwork, and when you should rather look for a different job
Tip: you should take up a new job if you already know that you will need ongoing and close management and help in order to perform well. That criteria does not only work for yourself but also for your peers, and for the people that you may be responsible for in the future.
These are the main pitfalls for enpreneurs:
-not re-investing enough for market response and market validation
-not re-investing enough for selling
-not re-investing enough for experimentation and product breakthrough development
-Not hiring quality people. There's an adage that goes hire the best and cry only once, as opposed to hiring the worst and keep losing them because they either do stupid things or they don't show up or you fire them
-You don't want to be the smartest person in a room. You want to be the dumbest, because you want to learn from everybody. So you want to hire people better than you
Similar to How to hire and hold top talent - Cpl (20)
This document provides tips on finding a job in 2016. It discusses optimizing your CV through concise formatting and credible evidence. Common ways to find jobs are through direct applications, advertisements, recruiters, and networking. Interviews involve preparation, researching the company, having answers prepared, and demonstrating how you can do the job. Personal branding, networking, and following up after are important. The key actions are preparing well, understanding the interview process, promoting your value, and staying positive.
Gender Balanced Leadership - IBEC conference May 27 2015Peter Cosgrove
The document discusses the benefits of promoting gender-balanced leadership. It argues that having more women in leadership positions is a business issue, not just a diversity issue. It notes that there will be a shortage of educated workers by 2020 that women could help fill. Companies with more gender diversity have higher employee engagement, especially among millennials, and see benefits like increased revenue and brand reputation since women influence online sharing and spending. The document proposes solutions like flexible work policies and women's leadership programs to promote gender balance in companies.
Global talent trends and the role of Recruitment agenciesPeter Cosgrove
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1. How to Hire and Hold Top Talent
Peter Cosgrove
January 18th 2012
2. Agenda
• Why we do not focus on our people
• Current marketplace for talent
• How we hire
• How we hold/ retain
• What are the future trends in talent
• Summary actions
4. Why is Talent Not Our Top Priority
• All CEOs say it’s a top priority but…..
• Director salary levels
• Selling - vs - Hiring
• Human behaviour
5. Ultimatum Game
• Here is €20 you can keep it under one condition, you have
to share some of it with your friend, it is up to you how
much you share and your friend has no say in it.
• If your friend rejects your offer you both get nothing, if
he accepts you both keep your share.
• How much will you offer your friend?
6. The Cost of Turnover
Cost of a poor hire = 3 to 5 times employee’s annualised
compensation.
Specialist functions = 10 x annual salary.
For an employee earning €30,000, a hiring mistake can cost
up to €150,000.
Harvard Business School
7. Increased Productivity
225
185
150
100 100 100
Average Top Average Top Average Top
Performer Performer Performer Performer Performer Performer
Low Complexity Jobs Medium Complexity Jobs High Complexity Jobs
Journal of Applied Psychology
8. Why the Disconnect?
• Ownership of the cost of hiring
• Lack of accountability
• Hiring Top talent does not necessarily work when filling a job
11. Ireland Marketplace
• 2 speed economy
• Demand: IT, Finance, Healthcare, Science and Engineering
• Other areas have a huge over supply
• The social welfare “challenge”
15. Hiring mistakes made by Employers
1. Responsibility is left with HR/ Recruitment and not
with the business
16. Hiring mistakes made by Employers
2. The Recruitment Process
Screening
The Interview
Urgency
References
17. Hiring mistakes made by Employers
3. Involve the existing team and use your own people to hire
18. Hiring mistakes made by Employers
4. Your employee value proposition - your brand is not what
you think it is.
19. The moment of Truth…
“Every time a customer interfaces with SAS Airlines we give
them a little vignette of film, and over a period of time we
will give them enough evidence to decide if they are
watching an Oscar winning epic, or a horror story”
(Jan Carlzon- CEO- he turned it from B listing to Airline of the Year)
23. Worker Satisfaction
PwC Research - May 2011
Employee turnover is likely to rise.
Employee free agency to accelerate.
No one expects to work long-term for
one company anymore.
24. Holding Talent
Generation Y - Work-Life balance
Generation X – Work -Family
• More family time
• Work from home
• Reduce travel time
Baby Boomers
• Less working hours
• Knowledge transfer
• Reduce travel time
• Increased pension
Source - CRF International Holding BV.
25. Engagement
• An engaged employee is one who is
willing to put in discretionary effort
• “An exceptional employee is not just
a little better than someone who is
pretty good they are 100 times
better” Mark Zuckerberg “
26. Your Top Talent Wants…
• Challenge
• Opportunity
• Lack of bureaucracy
• Accountability
• Other top talent
• Mentors
27. Company health Check
Have you:
Surveyed your employees?
Asked people who did not choose you why not?
I hate networking!!
Talked with those recently joined to get their initial
assessments?
33. PwC Video
Its what the public want to see not what you want to put out there
Over 113,000 hits
34. Trends - Tomorrow’s Candidate
I hate networking!! James is 12
…his last Christmas list was online using price
comparison site data!
…his favourite film Ironman, he downloaded
from iTunes.
...he put together his holiday videos into a
movie using the iMovie app.
… after scanning a QR code on his mum’s
iPhone, he won a trip to Disneyland.
… he taught his dad to stream football online.
=> Do you think he’ll ever send you her
CV or reply to a job ad?
35. The Future….
Scientists at University of
Bradford and Aberystwyth.
More science and more data
may not make it easier to
recruit.
37. Takeaways
1. When is the last time the whole team talked only about
talent.
2. Does your selection process make it easy for people to
want to join your organisation.
3. Do you know what your brand says to your potential
hires.
4. Are you a good place to work, don’t just say you are.
5. Hiring and holding talent starts with the CEO.
I will promise is that everyone will learn something and that you will be able to take away actions from this.All slides will be online so no need to take notes.I am trying to cover the MNC and the start up of 8 staff so perhaps not everything will be specifically relevant to you perhaps
CEOs say it is (our survey says its not) Less than 10% of organisations have a talent metric for the top teamEveryone agrees it is important and the data backs it upWhat makes it so difficult to implement …because of human behaviour and the inability to be totally scientificHR Directors are paid significantly lower than Heads of IT and FinancePwc hiring vs client salesHuman behaviour is a challenge Who wants to be a millionaire in RussiaUltimatum game -
People are not rational
Ownership of the cost of hiring and it is spread across the businessEveryone can easily blame someone else – it was the manager, the process was too slow, what chance do we have against google etc, Where is the talent metric that makes the senior team responsible for peopleJust when you are ready to hire is not very linked to when someone may want to work for youHow often do you fob someone off when they may be the next excellent employeeHiring Top talent does not necessarily work when filling a job, a job is about skills not success factors, measure performance not personality
Temporary high unemployment is generating an overwhelming pool of the wrong applicants when companies need to tightly match the right skills with the candidates they need to recruit.Conclusion – hiring is very difficultFirst you need to find the right people and either you find none or you are swamped with applicationsThen you need to be clear who is right for youThen they need to want you…not as straightforward as it seems given people are not rational
How do we find that diamond candidate that no one else knows about…
We have a run of the mill job that many people could doThe internet makes it easy to send lots of job applications to the wrong jobs – same for everyone
You do not rewrite a 3 year old job specYou want the guy who has just left even though you should really be looking for the guy who joined youYou don’t work with the HR team to identify who and where the best people for the position areTherefore you get a shortlist of candidates you don’t want because no one knew what you were thinking and you never wrote it downIf it was easy to find these people you would not be struggling to hire – great people are not easy to find you need to look for them!Who owns the problem
You do everything by interview – therefore you are using a very poor assessment tool, and you do it 5 times as opposed to giving some sort of a test – you would not hire a secretary without checking typing speed, there are plenty of tests to give IT, marketing, finance professionals but we do not use them Its about de-selection not selection however de-selecting based on degree would exclude such visionaries such as:Steve jobs, Mark Zuckerberg, Michael dell etcIf you found the perfect candidate would you hire them – no I need to see a few more candidates!You take forever to make a decision because rightfully you worry about hiring but you end up losing candidates who love companies that can move the process alongYou do not put out your best people to hire Reference – nothing highlights better how good they are – work harder to get reliable references, there are ways around companies saying they don’t give out references – we are a small village really – someone will always know someoneAlways be ready to hire – many great people apply to companies they love not positions and companies cannot handle this – you need to!
You do not look at the network and knowledge within the teamWho has ever recalled in their time in business when someone is hired and everyone goes “how did that person get hired” Most people have come across this. The team know who fit – this does not mean they get total control but they should be listened to and it absolutely engages the teamThey are also your best sort of referrals – the best way to hire a person for which many people can do the job is not advertising at all but just to see who internally knows someone and more importantly can vouch for themHiring managers prioritise speed over quality
You think you are a great company to work for =- that’s why you are hiring – maybe everyone else does not think the sameBig brands can scream opportunity but also bureaucracyStart ups can scream opportunity or riskySMEs can scream – quick decisions vs lack of brand presence..What you can control is how your people interact, as interviewees make a lot of decisions based on the interactions with the company …first impressions last
What are the candidate touchpoints like for your hires?How easy is it too apply to you?How easy is it for a talented employee to tell you they are interested in working for you
Only 45% of employees polled said they were satisfied with their jobs — the lowest level in two decades. Employee engagement levels among top performers fell more sharply last year than they did for workers overall WorldatWorkThis means that when there is an upturn or when employees eventually feel they would rather risk a new co that stay where they are -you will have people waking out the door…Focus on being a good place to work for as opposed to being worried about your employees being headhunted – in an ideal world you want talent that is headhunted
Real generational differencesGen Y – 2 major challenges a) Reduced supply Already (b) Entirely different view of the W-Life equation70% of Gen Y professionals intend to take a sabbatical of 6 months or MORE (in their first job)Expectations – Gen Y - Flexibility is a right not a privilegeGen X - retention is providing time to care for family (Family time / work from home / reduce travel time)This is having a significant impact on talent / workforce planning You also see companies like B&Q actively hiring senior citizens as they are more productive
Most people approach their work in one of three ways: as a job, a career, or a callingInfo on junior achievementInfo on companies not using email after hours – VolkswagenNetflix – how ever many holidays you want but linked to a very strong performance management modelSo who are your best employees and are you just letting them get on with it?Everyone knows who the under performers areI like the definition of bureaucracy that Jim Collins gives Flow is the mental state of operation in which a person in an activity is fully immersed in a feeling of energized focus, full involvement, and success in the process of the activity. Proposed by Mihály Csíkszentmihályi, the positive psychology concept has been widely referenced across a variety of fields.[1]
Think of how good your best people are and how easy it is to work with them – now look at it from their side.Good to great – bureaucracy only exists because of the 10% who would not do it unless you checked up on themNetflix in the US gives out unlimited holidays BUT it also has a very strong performance management culture – they can work togetherHere is the other point – if you asked your teams who were the worst performers, most likely not to last – they will tell you –everyone knows – we just don’t do anything about it
5 Exabyes of information was created from the dawn of tie to 2006…now that amount of information is created every 2 days!1 billion tweets per day1.2 billion apps downloaded between Christmas and New year3 billion youtube videos are viewed every dayHenry's prowess as a steel-driver was measured in a race against a steam powered hammer, which he won only to die in victory with his hammer in his handDeep Blue vs kasparovWatson vs Jeopardy
Here’s the point though – its another tool, nothing more and one that needs to be respectedOnly 10-30% of Professionals are Actively LookingWhat about the other 80% So linkedin’s sale is that jobsites are not the whole population. Don’t limit your reach in terms of size of quality. Go where the best areBut ensure you u/s how to approach themThe flipside is many people are not on jobsites because they are happy and don’t want to be contacted and you could argue there are many people on jobsites that are not on linkedinMaybe people don’t want to be contactedHarder to prise awayIt’s the balance of the “great” candidate vs the time to findOut of date profiles
Does that machine measure suffering?
Mckinsey study says senior managers over 60% do not invest the requisite time – until you discuss it you don’t know what you need to doPeople express tray tables…Boards.ie will tell me if you are a good company = not your websiteInternship highlighting companies abusing the systemMichael O’Leary story
Good to great – bureaucracy only exists because of the 10% who would not do it unless you checked up on themNetflix in the US gives out unlimited holidays BUT it also has a very strong performance management culture – they can work togetherHere is the other point – if you asked your teams who were the worst performers, most likely not to last – they will tell you –everyone knows – we just don’t do anything about it