1. Hiring in India remains healthy with over 50% of recruiters seeing increased hiring volumes in 2012. Competition for talent and compensation remain the top obstacles.
2. Passive talent sourcing and pipelining candidates continue to be essential recruiting strategies for most Indian companies. Internet job boards and social networks are rising sources of quality hires.
3. Quality of hire is the most important metric, and employer branding is a top priority as recruiters seek to attract top talent in a competitive environment. While data usage needs improvement, India leads in measuring employer brand impact.
1. Hiring in Australia remains relatively strong, with 70% of recruiters seeing steady or increased hiring volumes and budget growth in line with hiring.
2. Competition for talent is intense, cited as the top obstacle to hiring, and recruiters are most concerned about competitors investing in talent pipelines and employer branding.
3. Passive talent sourcing and talent pipelining remain essential strategies, used by over 80% of recruiters.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
1. Hiring in Australia remains relatively strong, with 70% of recruiters seeing steady or increased hiring volumes and budget growth in line with hiring.
2. Competition for talent is intense, cited as the top obstacle to hiring, and recruiters are most concerned about competitors investing in talent pipelines and employer branding.
3. Passive talent sourcing and talent pipelining remain essential strategies, used by over 80% of recruiters.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
Shrm Achieve Future Changes Workforce 120925153125 Phpapp01[1]J. Kim Scholes
The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and more jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. High-tech, manufacturing and construction saw the largest rise in jobs requiring specific skills. Most organizations expect these trends to continue or accelerate in the next 3-5 years.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
This survey of over 6,000 HR professionals found that most organizations have employee recognition programs to improve morale and engagement. A majority of organizations tie their programs to core values. Recognition programs are associated with increased engagement and productivity as well as decreased turnover. The top challenges for HR include succession planning, engagement, and culture management.
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
The 2012 ICF Global Coaching Study provides data on coaching trends globally and regionally, including in Asia and India. Some key findings:
1) There were approximately 47,500 coaches globally in 2012, with 3,300 in Asia and 141 in India.
2) The average fee for a one-hour coaching session was $229 globally and $239 in Asia, while in India 67.4% of coaches were male compared to 32.5% globally.
3) In India, the majority of coaches (74.5%) held a more advanced degree like a Master's, while 51.8% viewed coaching as a profession and the most common additional services offered were training (69.
WEBINAR: “The Employee Career Experience” with Anne FultonFuel50
This document discusses designing employee career experiences across the talent lifecycle. It addresses challenges such as the changing nature of work and skills required, and not having a sufficiently agile workforce. It proposes that career pathing, or providing transparency into career opportunities and development, can help address these challenges. It discusses how career pathing is important for recruiting, onboarding, performance management, developing talent through lateral moves, internal mobility, retention, and engaging alumni. Providing employees clarity around career opportunities and development was found to improve engagement, performance, and business outcomes.
Get ready for 2014 solve the talent management equation with job competenciesHuman Capital Media
In a 2012 Bersin and Associates research paper, only 6 percent of HR teams rated themselves “excellent” in data analysis, while 56 percent rated themselves “poor." In school we all learn standard notation for math and how to solve equations, but we don't have that in talent management. We don't have it as a broad standard and we probably don't even define what our own internal "standard notation" is. While there is a wealth of data residing within the organization that might help us better define what "good" looks like and how to get there, elements like job descriptions or core and leadership competencies are not defining quantitative elements of our equation that align with the business side of our equation.
In this session, we will:
Review the challenges in defining talent management.
Discuss the elements in the talent management equation.
Describe how a job competency framework can balance the two sides of the equation.
Review three steps to implementing a framework to making sense of the data
The document discusses TalentGuard, a provider of talent management software and services. It aims to build the Social Talent Management Enterprise by empowering organizations to connect with and develop people through innovative software, learning content, and a coaching community. The software suite integrates key talent management functions like performance management, 360 feedback, and career development planning. TalentGuard also provides related content and a global coaching community.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Career development in the canadian workplace location breakdownCERIC
In an effort to understand the state of career development in the Canadian workplace, CERIC commissioned Environics Research Group to survey 500 employers in the fall of 2013. The survey charts new territory with an in-depth look at the response of Canadian business to youth unemployment, the business view on just how real skills shortages are in this country, and insights on exactly how business is recruiting and training talent today.
Among the questions that will be answered: In a world of LinkedIn, are resumes obsolete? What is the gap between what Canadian businesses want of young workers compared to what they actually bring to the job? And what kind of support are companies providing for career development today?
Agile India 2012 was a grand success and valtech being “The Title Sponsors” of the conference is happy to share the results of survey
conducted during the event.The survey was
conducted in order to assess the eectiveness of agile adoption and to understand the impediments.Valtech appreciates your participation
in the survey.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
Financial Services: Career Development in Europe and AsiaKelly Services
This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
Career development in the canadian workplace, national business survey atlant...CERIC
This document summarizes the results of a national business survey conducted by Environics Research Group regarding career development challenges in the Canadian workplace. Some key findings for Atlantic Canada included:
- The top challenge for businesses was finding skilled workers, and the main difficulty recruiting was a lack of qualified candidates.
- Soft skills like positive attitude and communication were considered most important for employees, but were still somewhat difficult to find.
- Training new employees was seen as very important, and losing trained staff to other companies was a great concern.
- Efforts to attract youth and customize recruitment for underrepresented groups needed more focus.
Case Study of Zensar Technologies,Pune (RPG Group) for Managerial economicsRenzil D'cruz
Case Study of Zensar Technologies,Pune (RPG Group) for
Managerial economics/ MBA Part I
By
Renzil D’cruz
About.me/renzilde
Drop me message @ renzilde@gmail.com
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
This document discusses defining and addressing an organization's critical skills gap. It highlights that skills assessments can improve employee performance, quality of hire, productivity, and engagement. The document also outlines IBM's talent frameworks library which provides pre-defined competencies and job profiles to integrate talent management applications and drive a skills-based culture. It emphasizes that successful organizations rely on an integrated talent infrastructure with clear competencies and job profiles.
Career development in the canadian workplace, national business survey quebecCERIC
This document summarizes the results of a national business survey conducted in Canada regarding career development challenges. Some key findings include:
- The survey was conducted by telephone among 500 senior business officials across Canada from October to November 2013.
- For Quebec businesses, the greatest challenges were reported as shortage of skilled workers, keeping up with technology, and loss of senior employees to retirement.
- For recruiting, Quebec businesses said it was somewhat difficult to find candidates with the right skill sets, largely due to a lack of qualified candidates.
The document is a report on HR trends and salaries in Turkey in 2019 from Randstad. Some key findings include:
- Job boards were considered the most efficient source for finding talent, followed by employee referrals.
- The top reasons for employees leaving their jobs were receiving better offers elsewhere and opportunities for career improvement.
- Around half of companies expected no change in employee turnover from the previous year.
- The majority of companies expected to spend the same amount of time filling permanent positions as in 2018.
Engaging Your High Potentials: Retain Your Key Talent through Career DevelopmentThe HR Observer
• Revamping your succession planning and career development programmes to engage your HiPos
• Getting HiPo motivation right - which opportunities really engage high potentials and which act to demotivate?
• Taking the generational factor into account: strategies for assessing and engaging with your Gen Y and Millennial HiPos
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
Click through to see the top corporate recruiting trends for the U.S. in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Australia Corporate Recruiting Trends 2012 Slide VersionOliver Garside
The survey found that:
1. Hiring in Australia remained surprisingly healthy in 2012, with a majority of recruiters reporting hiring volumes were up or flat compared to 2011.
2. Competition for top talent was high, with competition and compensation being the top obstacles to attracting talent.
3. Most recruiters believed passive talent and pipelining of candidates remained essential recruiting strategies.
4. Quality of hire was considered the most important recruiting metric.
Shrm Achieve Future Changes Workforce 120925153125 Phpapp01[1]J. Kim Scholes
The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and more jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. High-tech, manufacturing and construction saw the largest rise in jobs requiring specific skills. Most organizations expect these trends to continue or accelerate in the next 3-5 years.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
This survey of over 6,000 HR professionals found that most organizations have employee recognition programs to improve morale and engagement. A majority of organizations tie their programs to core values. Recognition programs are associated with increased engagement and productivity as well as decreased turnover. The top challenges for HR include succession planning, engagement, and culture management.
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
The 2012 ICF Global Coaching Study provides data on coaching trends globally and regionally, including in Asia and India. Some key findings:
1) There were approximately 47,500 coaches globally in 2012, with 3,300 in Asia and 141 in India.
2) The average fee for a one-hour coaching session was $229 globally and $239 in Asia, while in India 67.4% of coaches were male compared to 32.5% globally.
3) In India, the majority of coaches (74.5%) held a more advanced degree like a Master's, while 51.8% viewed coaching as a profession and the most common additional services offered were training (69.
WEBINAR: “The Employee Career Experience” with Anne FultonFuel50
This document discusses designing employee career experiences across the talent lifecycle. It addresses challenges such as the changing nature of work and skills required, and not having a sufficiently agile workforce. It proposes that career pathing, or providing transparency into career opportunities and development, can help address these challenges. It discusses how career pathing is important for recruiting, onboarding, performance management, developing talent through lateral moves, internal mobility, retention, and engaging alumni. Providing employees clarity around career opportunities and development was found to improve engagement, performance, and business outcomes.
Get ready for 2014 solve the talent management equation with job competenciesHuman Capital Media
In a 2012 Bersin and Associates research paper, only 6 percent of HR teams rated themselves “excellent” in data analysis, while 56 percent rated themselves “poor." In school we all learn standard notation for math and how to solve equations, but we don't have that in talent management. We don't have it as a broad standard and we probably don't even define what our own internal "standard notation" is. While there is a wealth of data residing within the organization that might help us better define what "good" looks like and how to get there, elements like job descriptions or core and leadership competencies are not defining quantitative elements of our equation that align with the business side of our equation.
In this session, we will:
Review the challenges in defining talent management.
Discuss the elements in the talent management equation.
Describe how a job competency framework can balance the two sides of the equation.
Review three steps to implementing a framework to making sense of the data
The document discusses TalentGuard, a provider of talent management software and services. It aims to build the Social Talent Management Enterprise by empowering organizations to connect with and develop people through innovative software, learning content, and a coaching community. The software suite integrates key talent management functions like performance management, 360 feedback, and career development planning. TalentGuard also provides related content and a global coaching community.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Career development in the canadian workplace location breakdownCERIC
In an effort to understand the state of career development in the Canadian workplace, CERIC commissioned Environics Research Group to survey 500 employers in the fall of 2013. The survey charts new territory with an in-depth look at the response of Canadian business to youth unemployment, the business view on just how real skills shortages are in this country, and insights on exactly how business is recruiting and training talent today.
Among the questions that will be answered: In a world of LinkedIn, are resumes obsolete? What is the gap between what Canadian businesses want of young workers compared to what they actually bring to the job? And what kind of support are companies providing for career development today?
Agile India 2012 was a grand success and valtech being “The Title Sponsors” of the conference is happy to share the results of survey
conducted during the event.The survey was
conducted in order to assess the eectiveness of agile adoption and to understand the impediments.Valtech appreciates your participation
in the survey.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
Financial Services: Career Development in Europe and AsiaKelly Services
This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
Career development in the canadian workplace, national business survey atlant...CERIC
This document summarizes the results of a national business survey conducted by Environics Research Group regarding career development challenges in the Canadian workplace. Some key findings for Atlantic Canada included:
- The top challenge for businesses was finding skilled workers, and the main difficulty recruiting was a lack of qualified candidates.
- Soft skills like positive attitude and communication were considered most important for employees, but were still somewhat difficult to find.
- Training new employees was seen as very important, and losing trained staff to other companies was a great concern.
- Efforts to attract youth and customize recruitment for underrepresented groups needed more focus.
Case Study of Zensar Technologies,Pune (RPG Group) for Managerial economicsRenzil D'cruz
Case Study of Zensar Technologies,Pune (RPG Group) for
Managerial economics/ MBA Part I
By
Renzil D’cruz
About.me/renzilde
Drop me message @ renzilde@gmail.com
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
This document discusses defining and addressing an organization's critical skills gap. It highlights that skills assessments can improve employee performance, quality of hire, productivity, and engagement. The document also outlines IBM's talent frameworks library which provides pre-defined competencies and job profiles to integrate talent management applications and drive a skills-based culture. It emphasizes that successful organizations rely on an integrated talent infrastructure with clear competencies and job profiles.
Career development in the canadian workplace, national business survey quebecCERIC
This document summarizes the results of a national business survey conducted in Canada regarding career development challenges. Some key findings include:
- The survey was conducted by telephone among 500 senior business officials across Canada from October to November 2013.
- For Quebec businesses, the greatest challenges were reported as shortage of skilled workers, keeping up with technology, and loss of senior employees to retirement.
- For recruiting, Quebec businesses said it was somewhat difficult to find candidates with the right skill sets, largely due to a lack of qualified candidates.
The document is a report on HR trends and salaries in Turkey in 2019 from Randstad. Some key findings include:
- Job boards were considered the most efficient source for finding talent, followed by employee referrals.
- The top reasons for employees leaving their jobs were receiving better offers elsewhere and opportunities for career improvement.
- Around half of companies expected no change in employee turnover from the previous year.
- The majority of companies expected to spend the same amount of time filling permanent positions as in 2018.
Engaging Your High Potentials: Retain Your Key Talent through Career DevelopmentThe HR Observer
• Revamping your succession planning and career development programmes to engage your HiPos
• Getting HiPo motivation right - which opportunities really engage high potentials and which act to demotivate?
• Taking the generational factor into account: strategies for assessing and engaging with your Gen Y and Millennial HiPos
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
Click through to see the top corporate recruiting trends for the U.S. in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Australia Corporate Recruiting Trends 2012 Slide VersionOliver Garside
The survey found that:
1. Hiring in Australia remained surprisingly healthy in 2012, with a majority of recruiters reporting hiring volumes were up or flat compared to 2011.
2. Competition for top talent was high, with competition and compensation being the top obstacles to attracting talent.
3. Most recruiters believed passive talent and pipelining of candidates remained essential recruiting strategies.
4. Quality of hire was considered the most important recruiting metric.
1. Hiring in Australia remains relatively strong, with 70% of recruiters seeing steady or increased hiring volumes and budget growth in line with hiring.
2. Competition for talent is intense, cited as the top obstacle to hiring, and recruiters are most concerned about competitors investing in talent pipelines and employer branding.
3. Sourcing passive candidates and talent pipelining remain popular approaches. Quality of hire is the most important metric but measurement of employer brand and candidate experience is inconsistent.
4. Employer branding is a high priority but data-driven decision making is lacking, with only a third regularly measuring brand health and a quarter surveying candidates. Most believe their organization is average or poor at using
Click through to see the top corporate recruiting trends for Australia in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Click through to see the top corporate recruiting trends for Canada in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
2012 Canadian Corporate Recruiting Trendserickennedy
A survey of 299 Canadian recruiting professionals found that despite macroeconomic trends, hiring in Canada remains relatively strong, with over 40% seeing an increase in hiring volume from 2011. Competition for talent and employer branding are key priorities. While passive talent sourcing and talent pipelining are important, consistent measurement of recruiting metrics like employer brand is lacking. Quality of hire is the most important metric but data-driven decision making remains a challenge for most organizations.
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
Career development survey results april 2012Doug Shaw
A survey of 24 employers and 53 employees in the UK found:
1) Only 37% of employees and 30% of employers were satisfied with career development opportunities.
2) Over half of employees and employers felt they had the tools to track career development.
3) While over half of employers were committed to career development goals, only 36% of employees felt the same level of commitment.
4) The most common frequency of career development conversations with managers was annually for both employees and employers.
The document discusses key findings from ESI's global survey on Project Management Offices (PMOs). Some of the main points from the survey include:
- Over 3,000 respondents from 16 industries and 6 continents participated in the survey.
- Around half of respondents have a PMO in their organization, with value and effectiveness of the PMO recently being questioned in many cases.
- Many PMOs do not formally measure their own effectiveness or the impact of training provided.
- Areas like improved training, processes, and resource management are seen as areas PMOs have contributed improvements.
- Active involvement in sustaining skills after training is an area many PMOs could improve.
At MREC 2012, LinkedIn’s Leela Srinivasan presented observations from data and surveys on the movement towards mobile recruiting.
Read Leela’s blog post, “3 Reasons You Can No Longer Ignore Mobile Recruiting” http://linkd.in/GzWEOL
Learn more about LinkedIn Talent Solutions: http://linkd.in/18uJpZ1
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
The document summarizes the key findings of a 2012 study on transportation management systems conducted by Supply Chain Insights. It discusses how transportation planning has traditionally involved one-way communication between transportation planners and other functions like IT and data maintenance. It then provides an example of how one large company, Loblaw, has established a Transportation Center of Excellence to bring more strategic alignment, standardization, and analytics to its transportation planning. The webinar aimed to highlight techniques for increasing effectiveness through presentation of the study findings and commentary from consultants and industry panelists.
The document discusses the role of the business analyst (BA). It provides statistics on BA demographics such as company size, industries, team sizes, and tools used. A typical BA's day involves activities like requirements gathering, facilitation, and modeling. Key challenges for BAs are vague requirements, unrealistic timelines, and finding time with business stakeholders. Best practices include identifying all perspectives, understanding impacts, considering alternatives, and maintaining traceability of requirements.
The document discusses the results of a global survey of 347 venture capital firms from 9 countries on IPO market conditions and their impact on the venture capital industry. Key findings include that over 80% of respondents believe current IPO activity levels in their home country are too low. Respondents felt that higher returns from IPOs are important for venture capital returns and company growth. Most firms plan to maintain or increase international investing. The survey found that an active IPO market, both domestic and international, is seen as important or essential to the success of venture capital in most countries represented.
Facebook Based HIring Solutions - MyParichayRanjan Sinha
The document discusses how MyParichay is transforming recruiting and hiring through Facebook. It is India's #1 career networking and enterprise hiring platform on Facebook. MyParichay allows companies to create career microsites on Facebook for employer branding and targeting over 30 million professionals. It also allows recruiters to search candidates connected to current and past employees' social graphs for referrals and build their own candidate networks on Facebook. The platform covers all talent sourcing segments and gives recruiters access to 30 million passive candidates on Facebook.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
The document discusses the role of a business analyst (BA). It provides an overview of what a BA is, why it's important to understand your organization's BA, demographics of the BA field, a typical day for a BA, and challenges BAs face. It also outlines best practices for BAs, such as identifying stakeholders, understanding the scope of change, considering alternatives to meet goals with minimal effort, and ensuring requirements traceability. The presentation resources include surveys from Forrester, IIBA, and others on topics like BA company size, preferred industries, team sizes, and tools used.
Shows the importance of conducting employee opinion surveys.
Companies lose $350 billion a year because of employee disengagement. Disengaged employees impact your business' productivity, level of innovation, and ultimately the bottom line.
80% The annual survey on behavioral training practices in Indian organizations for 2009 found that:
1) Most companies (54%) increased the time spent on behavioral training in 2008-2009 compared to 2007-2008, while 31% saw no change.
2) Regarding man-days dedicated to behavioral training per employee in 2008-2009, 24% of companies in the <1 crore revenue range spent 1-2 days, while 16% of companies over 5,000 crore revenue spent 5-7 days.
3) The survey assessed behavioral training practices through an online questionnaire targeting CEOs, CHROs, and training heads across diverse industries.
Tim Foster, Sales Director for The TAS Group in EMEA, presented a webinar on improving sales effectiveness through using a sales methodology and opportunity assessment process. The webinar covered common sales challenges, assessing opportunities and competitors, developing strategies, mapping political relationships, and prioritizing decision criteria. It highlighted research finding sales teams using TAS Group's methodology achieved 54% higher quota attainment. The webinar encouraged attendees to register for upcoming events and access free sales resources on TAS Group's website and social media.
Similar to India Corporate Recruiting Trends 2012 (20)
2. Methodology All respondents:
work in a corporate HR/recruiting setting
Surveyed 255 recruiting represent an even mix of small, midsize
and large enterprises
professionals in India with a have at least some budget authority
LinkedIn profile. focus solely or significantly on recruitment
May - July 2012
Nordics: 113
UK: 334 Netherlands: 226
Canada: 299
Germany: 97
France: 224
Spain: 100
Italy: 99
USA: 755
India: 255 Australia: 280
Brazil: 226
2
3. 6 notable trends in India - summary
1. Hiring remains healthy
2. The (competitive) heat is on
3. Passive talent and pipelining remain essential
4. Quality of hire the name of the game
5. Employer branding the hot topic
6. Room to improve data-driven decision making
3
5. Among those who are hiring, over 50 percent seeing
volume increase in 2012
100% 100%
80%
Hiring more 80% 38%
53% 50%
68%
60% 60%
Hiring same
34%
40% 40%
22% 35%
20% 22% Hiring less 20%
25% 28%
11% 15%
0% 0%
2011 2012 2011 2012
“Considering only full and part-time professional employees, how do you
expect the hiring volume across your organisation to change this year?”
5
6. Budget growth trending in line with hiring volume
100% 100%
30%
80%
Increase 80% 41%
50%
62%
60% 60%
Same 43%
40% 40%
29% 45%
28% Decrease
20% 20%
21% 27%
11% 14%
0% 0%
2011 2012 2011 2012
“How has your organisation's budget for recruiting solutions changed from last year?”
6
8. Top obstacles to attracting top talent in India reflect
highly competitive landscape
Biggest obstacles to attracting top talent
Competition 1 38% 1 41%
Compensation 2 38% 2 39%
Location 3 26% 4 25%
Lack of awareness or interest in our employment brand 4 24% 3 25%
Lack of awareness that we're hiring 5 14% 7 12%
Inability to effectively use data to improve our approach 6 14% 8 9%
Recruiting team too small 7 12% 5 15%
Recruiting team doesn't have the right tools/systems 8 12% 6 13%
Quality of talent currently at our company 9 7% 9 7%
Company performance 10 6% 10 6%
Recruiting team skills 11 4% 11 4%
Other 8% 11%
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9. Chief competitive threats
Recruiting leaders in India are most concerned their competitors
will…
Invest in employer brand
Improve their referral program
Invest in new recruiting tools
10. Similarities between competitive threats and top long-
term trends; using social/professional networks leads
Top long-lasting trends
Utilising social and professional networks 1 35%
Boosting referral programs 2 35%
Upgrading employment branding 3 30%
Finding better ways to source passive candidates 4 26%
Measuring quality of hire more consistently 5 22%
Training recruiters and hiring managers 6 19%
Optimizing your career site 7 17%
Recruiting globally 8 17%
Reducing spend on staffing firms 9 16%
Ensuring jobs posted reach multiple sites 10 13%
Reducing dependence on traditional job boards 11 11%
Using employee blogs for recruiting 12 10%
10
11. Recruiting through the eyes of Indian talent acquisition
professionals
“Recruiting is…”
11
13. Most believe in the importance of passive talent and
the practice of pipelining talent
Pipelining talent
Passive talent
Engaged in pipelining talent
Passive talent a focus
Not engaged in pipelining talent
Passive talent not a focus
13%
35%
65%
87%
13
15. Quality of hire is the single most important metric; cost
per hire more important in India than elsewhere
Single most important recruiting metric
Quality of hire 1 41% 1 45%
Time to fill 2 26% 3 21%
Cost per hire 3 16% 4 8%
Hiring manager satisfaction 4 16% 2 22%
Other 5 1% 5 3%
15
16. Fastest-falling source of quality hires is recruitment
agencies; social platforms, job boards up
Biggest YoY
Best sources for key quality hires changes
Employee referral programs 1 57% -4%
Internet job boards 2 46% +5%
Recruitment agencies 3 35% -10%
Internet resume databases 4 29% -3%
Social professional networks (e.g. LinkedIn) 5 25% +4%
College recruiting programs 6 21%
Internal hires 7 15%
Company career website 8 12%
Your ATS/internal candidate database 9 6%
General social media 10 5% +4%
Your CRM system 11 3%
Print newspapers/trade journals 12 3%
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18. Employer brand seen as critical in hiring great talent
81% 83%
Agree that employer brand has
significant impact on ability
to hire great talent
77% 69%
Agree that employer brand is
a top priority for their
organisation
18
19. Despite the climate of ‘more with less’, companies
investing in employer branding
Increasing (58%) or
90% maintaining (32%) their
investment in employer
brand in 2012
91%
19
20. 6. Room to improve data-driven decision making
21. India is ahead of the curve when it comes to regularly
measuring employer brand
Regularly measure the health
50% of employer brand in a
quantifiable way 33%
Regularly survey candidates
45% to understand employer brand
position 32%
21
22. Indian talent acquisition organisations lead the way in
leveraging data to make hiring decisions
Believe their organisation
62% utilises data well to make
hiring decisions 26%
Believe they are average,
38% or poor at using data to
make hiring decisions 74%
22
23. 6 notable trends in India - summary
1. Hiring remains healthy. Despite global macroeconomic trends, hiring in India is relatively
strong. Over 50 percent say hiring volume is up from 2011; another 22 percent are hiring at
same rate. Budgets appear to be trending in line with hiring volume growth.
2. The (competitive) heat is on. Competition and compensation are cited as the biggest
obstacles to hiring top talent; respondents are most worried their competitors will invest in
employer branding, improve referral programs, and invest in new recruiting tools.
3. Passive talent and pipelining remain popular. 65 percent say passive talent is a focus,
and 87 percent do some form of talent pipelining.
4. Quality of hire the name of the game. 45 percent cite quality of hire as most critical metric;
internet job boards and social platforms including online professional networks are rising as
quality sources.
5. Employer branding the hot topic. 81 percent agree employer brand has a significant
impact on ability to hire great talent; 77 percent say it’s an organisational priority. And 90
percent are either increasing or maintaining employer brand investment.
6. Room to improve data-driven decision making. While India appears ahead of most other
countries, there is still room to improve data-driven decision-making. Half claim to regularly
measure employer brand, and 45 percent survey candidates. Almost 40 percent say they
are average or poor at using data to make hiring decisions. 23
24. Additional resources
On how to recruit
http://talent.linkedin.com/passivetalent
passive talent
On how to dial up your
recruiting impact on http://talent.linkedin.com
LinkedIn
On best practices in
http://talent.linkedin.com/employer-brand
employer branding
Read our blog http://lnkd.in/talent-blog
See more research http://lnkd.in/hireonlinkedin
Follow us @hireonlinkedin
24
25. Sampling and methodology
Survey fielding occurred between late May and late July 2012
N=255 talent acquisition professionals located in India, who
– work in a corporate HR/Talent Acquisition department
– have at least some authority in determine their company’s recruitment solutions budget
– focus exclusively on recruiting, manage a recruiting team, or are HR generalists who spend
more than 25 percent of their time recruiting
Comparisons to 2011 data are taken from 2011 Global Hiring Trends research, which
fielded between late April and early June, 2011
– n=269 talent acquisition professionals with identical sampling criteria and methodology to 2012
Global numbers are reported as un-weighted
averages of corporate recruiter responses from the
following countries:
– Australia, Brazil, Canada, France, Germany, India,
Italy, Netherlands, Nordics (Norway, Sweden,
Denmark, Finland), Spain, UK, & US
Participants are members of LinkedIn who have
opted to participate in research studies. They were
selected based on information in their LinkedIn profile
and were contacted via email.