The document provides an overview of a research study on staffing firms, clients, and job candidates. Some key findings include:
- Staffing firms have an opportunity to better engage with clients and candidates through social media, as many clients/candidates are on platforms like LinkedIn but few engage with staffing firms online.
- Satisfaction with staffing firms among clients declined slightly in 2010 after improvements in previous years, with promoters dropping from 41% to 30%.
- Content marketing through company websites and webinars is an effective strategy for staffing firms to engage with and provide value to clients.
Recruiters are changing their strategies in 2010 in response to improving economic conditions and hiring demands. While budgets are not increasing significantly, recruiters are focusing on proactive methods like social media, employee referrals, and directly engaging passive candidates to find qualified talent more quickly. The top challenges for recruiters are finding qualified candidates and meeting hiring demands with limited budget and staff increases. Recruiters will rely more on current teams and innovative online tools that allow direct engagement with potential job candidates.
Global talent trends and the role of Recruitment agenciesPeter Cosgrove
The document discusses global trends in recruitment agencies and talent management. It notes that recruitment agencies play an important role in helping companies find talent more easily. The recruitment agency market is large and growing, with Europe, the US, and Japan being the largest markets. Employers use agencies to find hidden talent, save time in hiring, improve their brand, and gain expertise in new markets. Jobseekers use agencies to access opportunities, get advice, and find flexible work arrangements. For agencies to thrive, they need to specialize, demonstrate their value online, and focus on building talent networks rather than just providing CVs.
Using Digital Tools to Unlock HR’s True PotentialVIRGOkonsult
The document discusses how digital technologies are impacting HR functions but HR has been slow to adopt digital. Job seekers and employees are increasingly using digital channels like social media and mobile devices. However, most organizations still rely on traditional HR processes and systems. The document recommends that HR build top management support, upgrade flexible IT systems, use data to drive decisions, and implement pilot programs to drive digital transformation in HR.
The top 10 workplace trends for 2017 include improving candidate and employee experiences, the rise of the blended workforce with freelancers working alongside full-time employees, moving from annual to continuous performance reviews, the entrance of Generation Z into the workforce alongside Millennials, using augmented and virtual reality for recruiting and training, intensifying competition for talent as employee-employer relationships change, restructuring work around teams instead of individuals, increasing emphasis on workplace wellness, more casual dress codes and work environments, and developing creative employee benefit packages beyond just pay and healthcare.
Business transformation - Failure Case StudyPerry Cao
Business Transformation, a holistic concept that responds in both external & internal forces, which takes harder requests in changing business fundamentals, to improve business performance in the context of shifting industry or long-stretching business failures. The main concept of Business Transformation is about taking purposeful actions at all angles of functional existences to seize the pinpoint opportunities in the currency. Over the work, advanced & enabled - technology plays critical roles in digitisation and in strengthening transformational efficiencies.
In the Executive Programmes named Entrepreneurial Leadership & Digital Innovation, held at ESCP Business School, I was trained and equipped with full skills to deliver Business Transformation. One of the important lessons that I have been taught was about Failure.
Today, I have completed a contract with a Technology company (confidential ). I was very successful when driving the changes into failures. Why is Failure another form of success in Business Transformation ? Let's explore.
The document summarizes 5 key recruitment trends for 2016:
1) Digital and mobile communication will be critical as candidates increasingly use mobile devices to search for jobs. Employers must have mobile-friendly career websites and application processes.
2) While CVs still have value, video screening and LinkedIn profiles are growing alternatives.
3) Growing "candidate communities" through regular online engagement helps attract talent before roles open.
4) Alumni and "boomerang" programs remain engaged with former employees to recruit referrals and past performers.
5) Providing a positive candidate experience through quick decisions and respecting candidates' time will help attract top talent.
2011 Social Recruiting Trends & Strategies by ChachinkoBullhorn Reach
For the past few years, the economy has significantly impacted hiring and recruiting trends across the
nation. As higher numbers of anxious job seekers competed for fewer jobs, HR and talent acquisition staff within companies were also reduced. “They just might not come out to campus to recruit for them. They might post them online and [use] less expensive recruiting methods,” said Andrea Koncz, employment information manager at NACE.i
However, times are changing—for the better. According to the seasonally
adjusted results of the latest Manpower Employment Outlook Survey, conducted
quarterly by Manpower Inc., “Among U.S. employers surveyed, 14% expect to
add to their workforces, and 10% expect a decline in their payrolls during
Quarter 1 2011 … When seasonal variations are removed from the data, the
Outlook is +9%, the most promising hiring expectations reported since Quarter
4 2008. Survey results suggest that employers expect a slight increase in the hir
ing pace during the January – March 2011 period compared to the last three
months of 2010.”
Using digital tools to unlock hr's true potentialRick Bouter
The document discusses how digital technologies are changing how employees and job seekers interact with organizations, but HR functions have been slow to adopt digital. It finds that job seekers increasingly use social media and mobile to search for jobs, while most organizations still rely on traditional recruitment methods. HR processes like learning and development also show low levels of digitization. The document recommends organizations upgrade their IT systems to be more integrated and flexible, use data analytics to improve decision making, and build top management support to drive digital transformation of HR.
Recruiters are changing their strategies in 2010 in response to improving economic conditions and hiring demands. While budgets are not increasing significantly, recruiters are focusing on proactive methods like social media, employee referrals, and directly engaging passive candidates to find qualified talent more quickly. The top challenges for recruiters are finding qualified candidates and meeting hiring demands with limited budget and staff increases. Recruiters will rely more on current teams and innovative online tools that allow direct engagement with potential job candidates.
Global talent trends and the role of Recruitment agenciesPeter Cosgrove
The document discusses global trends in recruitment agencies and talent management. It notes that recruitment agencies play an important role in helping companies find talent more easily. The recruitment agency market is large and growing, with Europe, the US, and Japan being the largest markets. Employers use agencies to find hidden talent, save time in hiring, improve their brand, and gain expertise in new markets. Jobseekers use agencies to access opportunities, get advice, and find flexible work arrangements. For agencies to thrive, they need to specialize, demonstrate their value online, and focus on building talent networks rather than just providing CVs.
Using Digital Tools to Unlock HR’s True PotentialVIRGOkonsult
The document discusses how digital technologies are impacting HR functions but HR has been slow to adopt digital. Job seekers and employees are increasingly using digital channels like social media and mobile devices. However, most organizations still rely on traditional HR processes and systems. The document recommends that HR build top management support, upgrade flexible IT systems, use data to drive decisions, and implement pilot programs to drive digital transformation in HR.
The top 10 workplace trends for 2017 include improving candidate and employee experiences, the rise of the blended workforce with freelancers working alongside full-time employees, moving from annual to continuous performance reviews, the entrance of Generation Z into the workforce alongside Millennials, using augmented and virtual reality for recruiting and training, intensifying competition for talent as employee-employer relationships change, restructuring work around teams instead of individuals, increasing emphasis on workplace wellness, more casual dress codes and work environments, and developing creative employee benefit packages beyond just pay and healthcare.
Business transformation - Failure Case StudyPerry Cao
Business Transformation, a holistic concept that responds in both external & internal forces, which takes harder requests in changing business fundamentals, to improve business performance in the context of shifting industry or long-stretching business failures. The main concept of Business Transformation is about taking purposeful actions at all angles of functional existences to seize the pinpoint opportunities in the currency. Over the work, advanced & enabled - technology plays critical roles in digitisation and in strengthening transformational efficiencies.
In the Executive Programmes named Entrepreneurial Leadership & Digital Innovation, held at ESCP Business School, I was trained and equipped with full skills to deliver Business Transformation. One of the important lessons that I have been taught was about Failure.
Today, I have completed a contract with a Technology company (confidential ). I was very successful when driving the changes into failures. Why is Failure another form of success in Business Transformation ? Let's explore.
The document summarizes 5 key recruitment trends for 2016:
1) Digital and mobile communication will be critical as candidates increasingly use mobile devices to search for jobs. Employers must have mobile-friendly career websites and application processes.
2) While CVs still have value, video screening and LinkedIn profiles are growing alternatives.
3) Growing "candidate communities" through regular online engagement helps attract talent before roles open.
4) Alumni and "boomerang" programs remain engaged with former employees to recruit referrals and past performers.
5) Providing a positive candidate experience through quick decisions and respecting candidates' time will help attract top talent.
2011 Social Recruiting Trends & Strategies by ChachinkoBullhorn Reach
For the past few years, the economy has significantly impacted hiring and recruiting trends across the
nation. As higher numbers of anxious job seekers competed for fewer jobs, HR and talent acquisition staff within companies were also reduced. “They just might not come out to campus to recruit for them. They might post them online and [use] less expensive recruiting methods,” said Andrea Koncz, employment information manager at NACE.i
However, times are changing—for the better. According to the seasonally
adjusted results of the latest Manpower Employment Outlook Survey, conducted
quarterly by Manpower Inc., “Among U.S. employers surveyed, 14% expect to
add to their workforces, and 10% expect a decline in their payrolls during
Quarter 1 2011 … When seasonal variations are removed from the data, the
Outlook is +9%, the most promising hiring expectations reported since Quarter
4 2008. Survey results suggest that employers expect a slight increase in the hir
ing pace during the January – March 2011 period compared to the last three
months of 2010.”
Using digital tools to unlock hr's true potentialRick Bouter
The document discusses how digital technologies are changing how employees and job seekers interact with organizations, but HR functions have been slow to adopt digital. It finds that job seekers increasingly use social media and mobile to search for jobs, while most organizations still rely on traditional recruitment methods. HR processes like learning and development also show low levels of digitization. The document recommends organizations upgrade their IT systems to be more integrated and flexible, use data analytics to improve decision making, and build top management support to drive digital transformation of HR.
From Stretched to Strengthened: Insights from the Global Chief Marketing Offi...Steven Duque
Today’s customers can shop around the globe, find out more than ever before about the organizations they’re dealing with, and share their views with hundreds of thousands, if not millions, of fellow customers. Their expectations — be they consumers, citizens or business customers — are soaring. And they can make or break brands overnight.
So how are chief marketing officers (CMOs) faring amid such turbulence? We conducted face-to-face interviews with 1,734 CMOs, spanning 19 industries and 64 countries, to find out what they are doing to help their enterprises cope with the fundamental shifts transforming business and the world.
Our CMO Study is the latest in IBM’s series of C-suite Studies, encom- passing interviews with more than 15,000 top executives over the past seven years. The study casts light on the challenges public and private sector CMOs confront — and the opportunities they envision — in increasingly complex times. It also illustrates how closely CMOs’ perception of the marketplace mirrors previous assessments by chief executive officers (CEOs).
By leveraging newly available data and new
analytic tools, HR leaders will be better able to help
their organisations create value across a broad
spectrum of potential, thereby enhancing their
own role and stature in the process.
Amp Agency - The Psychology of Social - February 2012Steven Duque
This document discusses the psychological and sociological motivations behind social media usage. It begins by defining social media as web-based tools for communal interaction between people and brands. It then explores John Bowlby's theories of human connection and attachment, explaining that humans have a universal need to form close, affectionate bonds due to evolving in social groups, which social media now facilitates. The growth of social media is also examined through data on search volume, news references, and patent activity.
This document summarizes key findings from a survey of 278 public relations, marketing, and human resources professionals regarding their organization's use of digital communications and new media skills.
The survey found that over 70% of organizations currently use social networking as part of their web-based communications, demonstrating new media and social media have become integral to organizational communications. It also found that public relations is leading the adoption of social media channels within most organizations. Additionally, knowledge of social media skills like social networking is considered almost as important as traditional media relations experience when hiring public relations and marketing professionals.
The document discusses how many companies fail to respond to job applicants, which leaves applicants feeling dejected and negatively impacts companies. Two surveys found that only 39% of hiring managers respond to all applicants, and 82% of applicants have not heard back from at least one employer. Failing to respond can damage companies' employment brands, as 47% of applicants would never seek future employment and one-third would discourage friends and family from working there. However, responding positively correlates with applicants having a better opinion of companies and being more likely to recommend the company to others. The article advocates for automated communications to applicants to improve the applicant experience without extensive resources.
The Vietnam Business Challenge Fund (VBCF) supported 21 private sector projects between 2012-2015 using innovative business models that created both social impact and commercial benefits. The projects addressed challenges in agriculture, low carbon growth, and infrastructure/basic services. In total, VBCF invested over $5 million and the businesses generated over $230 million in sales from these inclusive business models. The projects demonstrated positive results in areas like employment, incomes, and access to goods/services for low-income people while also achieving financial sustainability. The overall evaluation found that VBCF was successful in its goal of supporting scalable, commercially viable inclusive businesses.
This document provides an overview of using social media for recruiting. It discusses the challenges of finding and hiring top talent. Social media allows recruiters to more easily identify potential candidates through their online networks and profiles. The document outlines strategies for using platforms like LinkedIn and Facebook to source candidates, communicate the company brand, and leverage employee referrals. It emphasizes integrating social recruiting with core HR practices while remaining compliant with regulations.
Enterprise Social: Your Future Neural NetworkCognizant
This document discusses how enterprise social platforms can help large organizations overcome common communication challenges by establishing an internal "neural network". It identifies issues such as information being locked into hierarchies, reward systems not aligned with collaboration, and difficulty measuring internal costs. Next-generation social platforms aim to address these issues by integrating all organizational data, identifying patterns to support talent retention, and accelerating business performance. However, simply implementing a platform is not enough - organizations must establish clear goals and business cases to realize the benefits of internal social networking. The social layer has potential to become the "neural network" of an enterprise by facilitating boundary-free collaboration if implemented properly.
The document provides information about careers in public relations at the University of Lincoln, including its public relations degree programs. It highlights that public relations degrees from the University of Lincoln are highly regarded by employers and can open doors to various career opportunities. The courses are recognized by the Chartered Institute of Public Relations and the university is one of only 13 in the UK with this accreditation. The university also has excellent graduate employment prospects and high student satisfaction due to its world-class research and location in Lincoln's historic city center.
Forward-thinking businesses need to implement recruiting solutions and processes that will attract and retain top talent as the nature of work and the workforce changes. Recruiting needs to focus on creating a positive user experience for candidates through personalized interactions and leveraging social connections and collaboration. Embracing these trends now can help organizations claim the best talent while competitors are still catching up to the changing landscape of talent acquisition.
4. Impact On Relationship Between Organizations And Their Publicsmctripletwo
This document discusses the impact of new media on relationships between organizations and their publics. It provides examples of how organizations in Malaysia use new media like websites, email, social media, and online advertising to connect with internal and external audiences. New media allows for more efficient communication and information sharing between organizations and publics. However, cultural factors and a lack of non-verbal cues can still present issues for relationships built through electronic communication alone. Overall, new media has become an important tool for public relations practitioners in Malaysia to engage with stakeholders and promote their organizations.
Un recente studio condotto da Burson-Marsteller ha mostrato come il messaggio che una società si propone di comunicare nel 48% dei casi si perde nel passaggio ai media. Il divario si amplia quando si tratta di messaggi aziendali e blogger.
A Review: Top Social Media For Corporate Communications 2015Jennifer Chan
The document provides a summary of a review of over 500 major publicly listed companies in the US and UK that analyzed their use of social media for corporate communications. The key findings are:
- LinkedIn is the most popular channel, used by 93% of companies overall, with 97% of US companies having an account compared to 90% of UK companies.
- 60% of companies post investor relations content on social media, making it the second most common type of content after careers content, which 73% of companies share.
- Companies that actively engage on social media by responding to posts and tweets more frequently see significantly higher levels of engagement, such as 17 times more likes on Facebook.
- While marketing
Jobvite Survey: Social Recruiting Survey 2013.Sage HR
The survey found that:
1) Social recruiting has seen near-universal adoption across industries, with 94% of recruiters using or planning to use social media in their recruitment efforts.
2) LinkedIn is still the top social network used by recruiters for searching, contacting, vetting candidates, but other networks like Facebook, Twitter, blogs and YouTube are also used.
3) Recruiters have seen improvements in time to hire, quality and quantity of candidates, and quality and quantity of referrals since implementing social recruiting. A majority estimate the value of social media hires as greater than $50K per year.
MSLGROUP Reputation Impact Indicator Study 2015MSL
The document describes a study conducted by MSLGROUP to develop a new framework for understanding corporate reputation using both intuitive and rational dimensions, surveying over 26,000 people in 10 countries about their perceptions of leading companies and analyzing social media content, in order to provide insights into drivers of reputation across industries and regions.
Rankings and whitepaper of TOP100 HR Services Brands in greater china 2013 by...anson tang
This document provides an overview and analysis of trends in the global human resources services market. It discusses the growth of the market following the economic recovery and increasing investment by major players in emerging markets. It also analyzes different modes of online recruitment that are emerging, such as social networking recruitment, industry vertical recruitment, search recruitment, and comments-on-employer recruitment. The document also discusses trends in human resources outsourcing, payroll outsourcing, and the financial success of companies like ADP that have adopted business process outsourcing models.
Sculptures by Jean-Pierre Augier are discussed in the document. The document also mentions a music piece by Celine Dion and Pavarotti. The summary is 3 sentences or less as requested, focusing on the high level essential information from the document.
Este documento resume el liberalismo y las revoluciones liberales del siglo XIX en Europa. Explica los diferentes tipos de liberalismo, sus principios fundamentales y su relación con la democracia. Luego describe las revoluciones liberales de 1820, 1830 y 1848 que tuvieron lugar en varios países europeos para derrocar a los regímenes absolutistas y establecer gobiernos constitucionales basados en los ideales liberales de libertad individual y representación política. Finalmente, resume brevemente la independencia de las colonias españolas en América.
Boosting Profits and Reducing Costs: The Value Proposition of Prison Industr...All Pro Sound
The document discusses the benefits of establishing manufacturing or service programs in prisons through a company called Billiken Group. It outlines that Billiken Group can identify opportunities that are mutually beneficial to private companies and prison industries by handling logistics, reducing costs, and providing a skilled workforce. Prison industries help rehabilitate inmates through job skills training and reduce recidivism.
The document discusses how companies can use social media to attract job candidates. It finds that over 60% of job seekers research companies online before applying, and over 50% use social media for this research. The document recommends that companies build an online presence by listening to conversations about them, engaging with users by responding to questions and comments, and strategically posting job opportunities and company culture content. Regularly interacting with users in an authentic way can help companies enhance their employment brand and connect with qualified candidates on the channels they already use.
Staffing & Recruiting 2011 Mid Year Job Forecastandrewrizi
CareerBuilder's 2011 Mid-Year Job Forecast found that:
1) Nearly half of employers plan to hire in the second half of 2011, up from 2010, with hiring for full-time, permanent roles increasing.
2) Top hiring areas are expected to be customer service, IT, and sales.
3) All US regions show increased hiring compared to 2010, led by the South.
4) Employers are concerned about retaining top talent as the economy improves.
From Stretched to Strengthened: Insights from the Global Chief Marketing Offi...Steven Duque
Today’s customers can shop around the globe, find out more than ever before about the organizations they’re dealing with, and share their views with hundreds of thousands, if not millions, of fellow customers. Their expectations — be they consumers, citizens or business customers — are soaring. And they can make or break brands overnight.
So how are chief marketing officers (CMOs) faring amid such turbulence? We conducted face-to-face interviews with 1,734 CMOs, spanning 19 industries and 64 countries, to find out what they are doing to help their enterprises cope with the fundamental shifts transforming business and the world.
Our CMO Study is the latest in IBM’s series of C-suite Studies, encom- passing interviews with more than 15,000 top executives over the past seven years. The study casts light on the challenges public and private sector CMOs confront — and the opportunities they envision — in increasingly complex times. It also illustrates how closely CMOs’ perception of the marketplace mirrors previous assessments by chief executive officers (CEOs).
By leveraging newly available data and new
analytic tools, HR leaders will be better able to help
their organisations create value across a broad
spectrum of potential, thereby enhancing their
own role and stature in the process.
Amp Agency - The Psychology of Social - February 2012Steven Duque
This document discusses the psychological and sociological motivations behind social media usage. It begins by defining social media as web-based tools for communal interaction between people and brands. It then explores John Bowlby's theories of human connection and attachment, explaining that humans have a universal need to form close, affectionate bonds due to evolving in social groups, which social media now facilitates. The growth of social media is also examined through data on search volume, news references, and patent activity.
This document summarizes key findings from a survey of 278 public relations, marketing, and human resources professionals regarding their organization's use of digital communications and new media skills.
The survey found that over 70% of organizations currently use social networking as part of their web-based communications, demonstrating new media and social media have become integral to organizational communications. It also found that public relations is leading the adoption of social media channels within most organizations. Additionally, knowledge of social media skills like social networking is considered almost as important as traditional media relations experience when hiring public relations and marketing professionals.
The document discusses how many companies fail to respond to job applicants, which leaves applicants feeling dejected and negatively impacts companies. Two surveys found that only 39% of hiring managers respond to all applicants, and 82% of applicants have not heard back from at least one employer. Failing to respond can damage companies' employment brands, as 47% of applicants would never seek future employment and one-third would discourage friends and family from working there. However, responding positively correlates with applicants having a better opinion of companies and being more likely to recommend the company to others. The article advocates for automated communications to applicants to improve the applicant experience without extensive resources.
The Vietnam Business Challenge Fund (VBCF) supported 21 private sector projects between 2012-2015 using innovative business models that created both social impact and commercial benefits. The projects addressed challenges in agriculture, low carbon growth, and infrastructure/basic services. In total, VBCF invested over $5 million and the businesses generated over $230 million in sales from these inclusive business models. The projects demonstrated positive results in areas like employment, incomes, and access to goods/services for low-income people while also achieving financial sustainability. The overall evaluation found that VBCF was successful in its goal of supporting scalable, commercially viable inclusive businesses.
This document provides an overview of using social media for recruiting. It discusses the challenges of finding and hiring top talent. Social media allows recruiters to more easily identify potential candidates through their online networks and profiles. The document outlines strategies for using platforms like LinkedIn and Facebook to source candidates, communicate the company brand, and leverage employee referrals. It emphasizes integrating social recruiting with core HR practices while remaining compliant with regulations.
Enterprise Social: Your Future Neural NetworkCognizant
This document discusses how enterprise social platforms can help large organizations overcome common communication challenges by establishing an internal "neural network". It identifies issues such as information being locked into hierarchies, reward systems not aligned with collaboration, and difficulty measuring internal costs. Next-generation social platforms aim to address these issues by integrating all organizational data, identifying patterns to support talent retention, and accelerating business performance. However, simply implementing a platform is not enough - organizations must establish clear goals and business cases to realize the benefits of internal social networking. The social layer has potential to become the "neural network" of an enterprise by facilitating boundary-free collaboration if implemented properly.
The document provides information about careers in public relations at the University of Lincoln, including its public relations degree programs. It highlights that public relations degrees from the University of Lincoln are highly regarded by employers and can open doors to various career opportunities. The courses are recognized by the Chartered Institute of Public Relations and the university is one of only 13 in the UK with this accreditation. The university also has excellent graduate employment prospects and high student satisfaction due to its world-class research and location in Lincoln's historic city center.
Forward-thinking businesses need to implement recruiting solutions and processes that will attract and retain top talent as the nature of work and the workforce changes. Recruiting needs to focus on creating a positive user experience for candidates through personalized interactions and leveraging social connections and collaboration. Embracing these trends now can help organizations claim the best talent while competitors are still catching up to the changing landscape of talent acquisition.
4. Impact On Relationship Between Organizations And Their Publicsmctripletwo
This document discusses the impact of new media on relationships between organizations and their publics. It provides examples of how organizations in Malaysia use new media like websites, email, social media, and online advertising to connect with internal and external audiences. New media allows for more efficient communication and information sharing between organizations and publics. However, cultural factors and a lack of non-verbal cues can still present issues for relationships built through electronic communication alone. Overall, new media has become an important tool for public relations practitioners in Malaysia to engage with stakeholders and promote their organizations.
Un recente studio condotto da Burson-Marsteller ha mostrato come il messaggio che una società si propone di comunicare nel 48% dei casi si perde nel passaggio ai media. Il divario si amplia quando si tratta di messaggi aziendali e blogger.
A Review: Top Social Media For Corporate Communications 2015Jennifer Chan
The document provides a summary of a review of over 500 major publicly listed companies in the US and UK that analyzed their use of social media for corporate communications. The key findings are:
- LinkedIn is the most popular channel, used by 93% of companies overall, with 97% of US companies having an account compared to 90% of UK companies.
- 60% of companies post investor relations content on social media, making it the second most common type of content after careers content, which 73% of companies share.
- Companies that actively engage on social media by responding to posts and tweets more frequently see significantly higher levels of engagement, such as 17 times more likes on Facebook.
- While marketing
Jobvite Survey: Social Recruiting Survey 2013.Sage HR
The survey found that:
1) Social recruiting has seen near-universal adoption across industries, with 94% of recruiters using or planning to use social media in their recruitment efforts.
2) LinkedIn is still the top social network used by recruiters for searching, contacting, vetting candidates, but other networks like Facebook, Twitter, blogs and YouTube are also used.
3) Recruiters have seen improvements in time to hire, quality and quantity of candidates, and quality and quantity of referrals since implementing social recruiting. A majority estimate the value of social media hires as greater than $50K per year.
MSLGROUP Reputation Impact Indicator Study 2015MSL
The document describes a study conducted by MSLGROUP to develop a new framework for understanding corporate reputation using both intuitive and rational dimensions, surveying over 26,000 people in 10 countries about their perceptions of leading companies and analyzing social media content, in order to provide insights into drivers of reputation across industries and regions.
Rankings and whitepaper of TOP100 HR Services Brands in greater china 2013 by...anson tang
This document provides an overview and analysis of trends in the global human resources services market. It discusses the growth of the market following the economic recovery and increasing investment by major players in emerging markets. It also analyzes different modes of online recruitment that are emerging, such as social networking recruitment, industry vertical recruitment, search recruitment, and comments-on-employer recruitment. The document also discusses trends in human resources outsourcing, payroll outsourcing, and the financial success of companies like ADP that have adopted business process outsourcing models.
Sculptures by Jean-Pierre Augier are discussed in the document. The document also mentions a music piece by Celine Dion and Pavarotti. The summary is 3 sentences or less as requested, focusing on the high level essential information from the document.
Este documento resume el liberalismo y las revoluciones liberales del siglo XIX en Europa. Explica los diferentes tipos de liberalismo, sus principios fundamentales y su relación con la democracia. Luego describe las revoluciones liberales de 1820, 1830 y 1848 que tuvieron lugar en varios países europeos para derrocar a los regímenes absolutistas y establecer gobiernos constitucionales basados en los ideales liberales de libertad individual y representación política. Finalmente, resume brevemente la independencia de las colonias españolas en América.
Boosting Profits and Reducing Costs: The Value Proposition of Prison Industr...All Pro Sound
The document discusses the benefits of establishing manufacturing or service programs in prisons through a company called Billiken Group. It outlines that Billiken Group can identify opportunities that are mutually beneficial to private companies and prison industries by handling logistics, reducing costs, and providing a skilled workforce. Prison industries help rehabilitate inmates through job skills training and reduce recidivism.
The document discusses how companies can use social media to attract job candidates. It finds that over 60% of job seekers research companies online before applying, and over 50% use social media for this research. The document recommends that companies build an online presence by listening to conversations about them, engaging with users by responding to questions and comments, and strategically posting job opportunities and company culture content. Regularly interacting with users in an authentic way can help companies enhance their employment brand and connect with qualified candidates on the channels they already use.
Staffing & Recruiting 2011 Mid Year Job Forecastandrewrizi
CareerBuilder's 2011 Mid-Year Job Forecast found that:
1) Nearly half of employers plan to hire in the second half of 2011, up from 2010, with hiring for full-time, permanent roles increasing.
2) Top hiring areas are expected to be customer service, IT, and sales.
3) All US regions show increased hiring compared to 2010, led by the South.
4) Employers are concerned about retaining top talent as the economy improves.
Users Guide To Talent Recruitment Through Social Mediaandrewrizi
This document discusses using social media for recruitment purposes. It provides an overview of what social media is, defines key platforms like Facebook, Twitter, and LinkedIn, and outlines best practices for using these sites to recruit candidates. Examples are given of companies that successfully used social media to boost their employer brand and generate referrals, such as Yoh and Bunac. The key message is that social media is an effective recruitment tool that can help attract top talent.
This document discusses the recruiting funnel framework for improving the hiring process. It describes the five steps of the recruiting funnel as employment branding, sourcing, candidate experience, candidate selection, and insight. For each step, the document provides strategies and benchmarks for optimizing the process. The goal of the recruiting funnel is to create a continuous pipeline of qualified candidates by engaging with talent at each stage.
This document discusses how social media can be leveraged by HR departments. It notes that social media allows for constant collaboration, talent management through training and support, employee-centric HR operations, and increased employee engagement. The document also discusses trends in recruiting through social media data analysis, the importance of mobile optimization, using gamification for development, moving beyond annual performance reviews, integrating social learning, and the impact of MOOCs and Klout on corporate training. HR professionals are increasingly using social media to stay updated on trends and learn about vendors from peer perspectives.
The document summarizes the results of a survey of 998 recruiting professionals conducted by Social Talent and Alexander Mann Solutions to understand emerging trends in recruitment. Some key findings include:
- Over 50% of recruiters are measured primarily on number of placements/hires.
- Over 50% of recruiters believe social/professional media is their primary source for finding talent.
- Over 50% of recruiters mainly use InMail or connection requests to contact passive candidates.
- Over 50% of recruiters work on less than 10 requisitions at a time.
Capgemini Consulting: Using Digital Tools to Unlock HR’s True PotentialCapgemini
In this Capgemini Consulting research report we look at why talent has gone digital and HR has not. We also outline how HR can unlock its true potential through digital tools.
The document discusses how the modern workplace is rapidly changing with employees demanding greater flexibility, connectivity and variety from their employers. It also discusses how HR must adapt to rising candidate expectations, new ways of working using social media, and how to leverage big data analytics. However, many employers have failed to keep up with these changes. The document advocates for rethinking how companies attract, engage and manage talent through improved recruitment tools, talent communities, and network recruiting.
- Public relations professionals are leading the adoption of social media and new communications channels within organizations, more so than marketing professionals. Knowledge of social networks, blogging and microblogging are as important to employers as traditional media relations skills.
- Small to medium enterprises are more likely to use social networking and Twitter than larger organizations, but larger organizations place more emphasis on web content management.
- The majority of organizations are considering or planning to hire dedicated social media specialists, showing it is becoming a core communications discipline. Nearly half of respondents had hired communications professionals in the last 12 months.
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey.
This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidate’s perspective across Europe and Asia-Pacific
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities. Competition and compensation were cited as the biggest obstacles for attracting talent. For small companies, recruiting skilled talent and improving quality of hire were higher priorities than for large companies.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities for both small and large companies. Competition and compensation were cited as the biggest obstacles to attracting top talent. With hiring volumes and budgets increasing for the first time in four years, talent leaders will need to scale operations while doing more with less. Emerging technologies are also disrupting recruiting, providing opportunities to find and engage talent in new ways.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries.
Some of the top trends include:
1) Social professional networks continue rising as a top source of quality hires, increasing 73% over the past 4 years.
2) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally.
3) Both small and large companies are focused on recruiting passive talent, or candidates open to new opportunities but not actively job searching. The US and China lead in passive candidate recruiting.
Social media and digital marketing are becoming the new norm in recruiting. Recruiting budgets and volumes are increasing for the first time in 4 years, putting pressure on talent acquisition leaders to scale operations while doing more with less. Competition is the top obstacle to attracting talent, especially for US companies. Social professional networks have become the top source of quality hires, growing 57% over the past 4 years. Employer branding and passive candidate recruitment are also major competitive threats. Mobile recruiting is on the rise as the talent industry embraces new technologies.
This document summarizes the key findings of a 2015 global recruiting trends report. It finds that:
1) Hiring volumes and budgets are increasing for the first time in four years, putting pressure on recruiters to scale operations and do more with less.
2) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiters globally. Small companies prioritize these more than large companies.
3) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the top competitive threats globally.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. Three top trends are identified: 1) Social professional networks continue rising as a top source of quality hires. 2) Talent brand promotion grows on social media and online networks. 3) Quality of hire is the most valuable metric for measuring recruiting team performance. Sourcing highly skilled talent and improving quality of hire are the top priorities for both small and large companies. Competition and compensation remain the biggest obstacles to attracting top talent.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
Social media is a modern tool for your job searches. Find a way to connect to your target company and engage! Become known as the expert in your field and get hired!
Using Digital Tools to Unlock HR’s True PotentialCapgemini
The document discusses how digital technologies are transforming how employees and job seekers interact with organizations, but HR functions have generally lagged in adopting digital. While mobile devices and social media now account for a significant portion of job searches and reviews, most organizations still rely on traditional recruitment and learning methods. The survey findings show HR processes have low levels of digitization, with few using social recruiting or interactive learning platforms. The document outlines how digital can enhance HR processes through increased efficiency, insights, and engagement if barriers like outdated HR systems, lack of data use, and perceptions of HR are addressed. HR must gain management support and prioritize an integrated digital strategy to fully realize the benefits.
The top 10 workplace trends for 2017 include improving the candidate and employee experience, the rise of the blended workforce with freelancers working alongside full-time employees, moving away from annual performance reviews to more continuous feedback, the entrance of Generation Z into the workforce alongside Millennials, using augmented and virtual reality for recruiting and training, intensifying competition for talent as the employer-employee relationship evolves, restructuring companies to focus on team performance, increasing emphasis on workplace wellness, more casual office attire and culture, and getting creative with employee benefits beyond pay and healthcare.
- 98% of consulting employers expect to hire at least as many staff in 2015 as in 2014, with over a third expecting considerably more hires. However, more firms also expect staff attrition rates to worsen in 2015.
- The strongest hiring demand is expected in financial services, IT, energy & utilities, technology, healthcare & pharma, and retail. Demand has fallen for public sector roles.
- In-demand consulting types include project/program management, CRM, digital, and technology consultants. Strategy consulting demand has fallen.
This document discusses how social media and Web 2.0 technologies can be used for recruitment, employee engagement, and job seeking. It defines Web 2.0 as technologies that allow users to interact with and participate in online content. Some key benefits of using social media for these purposes are attracting passive candidates, improving branding, building personal relationships, and reducing costs. However, legal issues and a lack of screening are potential drawbacks. The document provides statistics on social media usage and recommends tools like LinkedIn, Facebook, and company pages for recruitment and engagement purposes.
Similar to Opportunities In Staffing Executive Summary (20)