Protecting the Employer Brand You May or May Not Have 2014Verify Recruitment
Great companies attract great people. And there has never been a better way to improve your employer brand. Employer branding is key to letting your audience know who you are and why people love working in your organisation.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
This document provides guidance on how to create a great recruiting process and experience for candidates. It discusses the importance of crafting an overall experience for candidates from introduction through close. Key aspects of the process include telling compelling stories about the company and roles, understanding candidates, conducting in-depth interviews to evaluate fit, finding ways to connect with candidates, and ensuring the candidate is ready to accept an offer before it is delivered. Metrics and debriefs are also recommended to continuously improve the recruiting process.
Employer Branding from a Recruitment PerspectiveSourcingAdda
An Image of an organisation that helps consumers distinguish it from its competitors
The way your Organization’s prospective applicants, candidates, and employees perceive you as an employer
Please follow us on Twitter:
@SourcingAdda
@TheSourcePro
Video Available at: https://youtu.be/S3-tCTPaZMw
Leveraging Your Employer Brand to Attract Great TalentGlassdoor
The document discusses the business case for employer branding. It outlines that an employer brand is an organization's reputation as an employer and impacts key areas like quality and quantity of candidates. A strong employer brand leads to benefits like higher brand awareness, lower costs, and better retention, while a poor brand has negative effects. It emphasizes measuring an employer brand across online channels as candidates rely heavily on reviews when evaluating potential employers. The document provides recommendations for organizations to tell their story and manage their online reputation to improve their employer brand.
Recruitment involves finding and hiring qualified candidates from internal or external sources to fill open positions. There are two main types of recruitment sources: internal sources which include current and former employees, and external sources such as employment agencies, professional organizations, and online job boards. Effective recruitment requires skills such as writing job postings and interview questions, interviewing candidates, and conducting reference checks. Many large organizations now use e-recruitment by posting jobs online to attract candidates.
The New Face of HR: Are you Ready for Employee Advocacy?MOO
The way you feel about where you work has an effect on the way you talk about it too. This means that happy employees become cheerleaders and advocates for a brand, while the not-so-happy ones, well, you know the rest… Get your pom-poms ready and register for our webinar on how to create and empower employee advocates.
We’ve teamed up with Human Resources expert and author JoAnn Corley to explore the emerging relationships between marketing and human resource departments and share the ins and outs of employee advocacy.
In this webcast you’ll learn:
- Exactly what employee advocacy is
- The keys and roadblocks to success
- How to get started
- The significant benefits you’ll experience professionally and for your organization
Watch the full webcast again here and be sure to scroll to the end for a special gift: http://bit.ly/New-Face-of-HR
This document summarizes key points from a presentation on building credibility between recruiters and hiring managers. It discusses common complaints that recruiters and managers have about each other's roles and responsibilities. The presentation identifies mistakes that recruiters often make that undermine their credibility, such as poor communication, unrealistic expectations, and focusing on the wrong metrics. It then provides a two-step approach to building credibility, beginning with recruiters improving their internal brand through relationship building, problem solving and managing expectations. The second step involves recruiters taking a leading role in guiding managers through the entire recruitment process.
Protecting the Employer Brand You May or May Not Have 2014Verify Recruitment
Great companies attract great people. And there has never been a better way to improve your employer brand. Employer branding is key to letting your audience know who you are and why people love working in your organisation.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
This document provides guidance on how to create a great recruiting process and experience for candidates. It discusses the importance of crafting an overall experience for candidates from introduction through close. Key aspects of the process include telling compelling stories about the company and roles, understanding candidates, conducting in-depth interviews to evaluate fit, finding ways to connect with candidates, and ensuring the candidate is ready to accept an offer before it is delivered. Metrics and debriefs are also recommended to continuously improve the recruiting process.
Employer Branding from a Recruitment PerspectiveSourcingAdda
An Image of an organisation that helps consumers distinguish it from its competitors
The way your Organization’s prospective applicants, candidates, and employees perceive you as an employer
Please follow us on Twitter:
@SourcingAdda
@TheSourcePro
Video Available at: https://youtu.be/S3-tCTPaZMw
Leveraging Your Employer Brand to Attract Great TalentGlassdoor
The document discusses the business case for employer branding. It outlines that an employer brand is an organization's reputation as an employer and impacts key areas like quality and quantity of candidates. A strong employer brand leads to benefits like higher brand awareness, lower costs, and better retention, while a poor brand has negative effects. It emphasizes measuring an employer brand across online channels as candidates rely heavily on reviews when evaluating potential employers. The document provides recommendations for organizations to tell their story and manage their online reputation to improve their employer brand.
Recruitment involves finding and hiring qualified candidates from internal or external sources to fill open positions. There are two main types of recruitment sources: internal sources which include current and former employees, and external sources such as employment agencies, professional organizations, and online job boards. Effective recruitment requires skills such as writing job postings and interview questions, interviewing candidates, and conducting reference checks. Many large organizations now use e-recruitment by posting jobs online to attract candidates.
The New Face of HR: Are you Ready for Employee Advocacy?MOO
The way you feel about where you work has an effect on the way you talk about it too. This means that happy employees become cheerleaders and advocates for a brand, while the not-so-happy ones, well, you know the rest… Get your pom-poms ready and register for our webinar on how to create and empower employee advocates.
We’ve teamed up with Human Resources expert and author JoAnn Corley to explore the emerging relationships between marketing and human resource departments and share the ins and outs of employee advocacy.
In this webcast you’ll learn:
- Exactly what employee advocacy is
- The keys and roadblocks to success
- How to get started
- The significant benefits you’ll experience professionally and for your organization
Watch the full webcast again here and be sure to scroll to the end for a special gift: http://bit.ly/New-Face-of-HR
This document summarizes key points from a presentation on building credibility between recruiters and hiring managers. It discusses common complaints that recruiters and managers have about each other's roles and responsibilities. The presentation identifies mistakes that recruiters often make that undermine their credibility, such as poor communication, unrealistic expectations, and focusing on the wrong metrics. It then provides a two-step approach to building credibility, beginning with recruiters improving their internal brand through relationship building, problem solving and managing expectations. The second step involves recruiters taking a leading role in guiding managers through the entire recruitment process.
Difference between China and Germany in recruitmentSHENTU Teng
The document discusses best practices for recruitment including preparation, competence modeling, marketing channels, assessment processes, and onboarding. It provides details on developing job descriptions and selection criteria, using both direct and indirect marketing channels, conducting online tests and interviews, using assessment centers, and onboarding to help new employees adapt to the company culture. Cultural differences in approaches between China and Germany are also highlighted.
The document discusses headhunting in recruitment. Headhunting involves directly contacting and meeting with potential candidates, especially those not actively seeking new jobs, through networking events and references. It requires strong research skills to identify suitable passive candidates for senior roles. Headhunters must have excellent convincing and relationship-building abilities to persuade successful individuals to consider new opportunities. Companies hire headhunting firms to source top talent outside of traditional job boards that can improve business and client relationships.
Carrie Goff, Franchisee Owner and Talent CEO for Patrice and Associates, and Greg Haudek, Senior Analyst for People Sciences at PeopleMatter, explain how pre-employment assessments can help you find best-fit candidates ... and why passion and spirit should supersede an applicant's resume.
A brand is made up of intangibles – perceptions, feelings and associations that exist in one’s state of mind. The ultimate goal of any branding effort is to create a loyal customer base. In the case of employer branding, that customer is the employee. An employer brand refers to the perceptions key stakeholders, and more specifically current and potential employees, have of your organisation.
Headhunters is an executive search and recruitment firm established in 2004 with 11 years of experience. They specialize in recruiting middle and senior level candidates across various industries for well-known companies. The firm has a vast network and sources candidates through different mechanisms before screening and interviewing them. They aim to provide end-to-end recruitment solutions and ensure quality hires by understanding client needs. The management has extensive experience in business and HR, and the firm has recruited for many leadership roles across sectors in India and abroad.
Successful Recruitment strategies for startupsCodeGround.in
This content was brought to you by CodeGround Online Testing Platform. CodeGround is an online assessment and test evaluation system focused on helping Recruiters in initial screening of potential candidates from an ocean of job seekers in an automated way.CodeGround supports Online Aptitude Tests, Spoken English Communication Skills Assessments, Coding Contests in JAVA, C, C++, Ruby, Python, JavaScript and PHP. CodeGround also supports Automated asynchronous interviews. CodeGround Screening Tests can be used by Recruiters during campus hiring or to screen walkin candidates.
The document provides an overview of LinkedIn Recruiter and how to use it effectively. It discusses building a professional profile, the differences between LinkedIn.com and LinkedIn Recruiter, daily recruiter workflow and features, advanced search techniques, and tips for effective InMail outreach. The presentation aims to help recruiters understand and make the most of LinkedIn Recruiter's capabilities.
This document provides an 8 step process for small and medium businesses to hire great employees while saving money. The 8 steps are: 1) determine selection criteria, 2) reach and attract applicants, 3) filter applicants, 4) assess applicants, 5) shortlist for interview, 6) determine interview questions, 7) explore gaps and reference check, and 8) decide and conduct a second interview if needed. An optional online system called Apollo Select is recommended to help users manage the process. The document also discusses weighting criteria, creating applicant ratings, and using an optional psychometric test called the Apollo Profile to further assess applicants.
This document discusses the importance of an employee value proposition (EVP) for talent management. It defines an EVP as a compelling promise that defines the work experience and balances what employees receive versus what they give. An effective EVP is critical for attracting, retaining, and engaging quality talent. The document provides tips for creating an EVP, getting it out to candidates and employees, and reinforcing it throughout the recruitment process. It also includes some interactive exercises and recommends books on talent management.
As consumers we have different priorities when making purchasing decisions. For example, when buying a new car we will all consider different elements important (safety, price, large boot, etc.) So when people "buy" a new job from a company their purchasing decisions are equally as unique and personal e.g. the company brand, the salary, the location, culture, etc. Some are more focused on the facilities and technology available.
Essentially, the Employment Value Proposition (EVP) is the compelling reason to join a company. EVP encompasses both Employer and Employee Value Proposition. The key thing is, that the EVP should be ongoing and not just something to be considered at the stage of attraction.
This document discusses the importance of an employee value proposition (EVP) for attracting, retaining, and engaging talent. An EVP is a compelling promise that defines the work experience and balances what employees receive versus give. The purpose of an EVP is to create excitement about the organization and ensure the right candidates see the organization as an attractive employer. An organization should elicit its EVP from employees, managers, competitors and recruiters to understand the attractive components. Both tangible elements like compensation and intangible elements like culture should be considered. The EVP must then be effectively marketed and reinforced throughout the recruitment process.
4 Steps to a Compelling Employer Brand from ScratchAndy, Xinbin Hu
While 72% of recruiting leaders worldwide agree that employer brand has a significant impact on hiring, just 55% have a proactive employer brand strategy*.
If you belong to one of the 45% of companies who do not have a proactive employer brand strategy, getting started can feel daunting.
In this APAC webinar, LinkedIn Employer Brand specialists will show you how you can build a compelling employer brand in-house and from scratch. You will learn:
How to setup your employer brand project for success
How to develop your Employer Value Proposition
How to plan your employer brand communications
How to rollout your employer brand
The document discusses strategies for improving employee retention at car dealerships. It emphasizes the importance of establishing a strong employment value proposition through robust recruitment, onboarding, training, compensation, and performance management processes. Developing a sustainable retention cycle incorporating these elements can help minimize employee turnover, which is costly and can negatively impact customer satisfaction. Specific best practices include showcasing opportunities for career growth, carefully selecting candidates based on cultural fit, implementing mentoring programs, and leveraging technology like applicant tracking software.
Crafting a Powerful Employee Value PropositionCielo
Creating, refreshing or overhauling your Employee Value Proposition (EVP) is no simple undertaking. It must become a living asset that informs your people agenda, policies and processes. Here is the 10-step framework for planning and implementing your own authentic EVP.
Expert training for recruiters by Recruiter UniversityJacco Valkenburg
Want to learn from recruitment experts who made an impact and helped companies improve employer branding, recruitment or the selection process? We offer a diverse range of specific training and tailor made workshops at your own location, created to meet the demands and needs of today’s recruitment professionals.
Focusing on the critical link between employee engagement and customer centri...Kim MacGillavry
This document discusses how DHL Freight collaborated with Gallup to better understand the link between employee engagement and customer centricity. They surveyed employees on engagement and customer focus. They found a strong correlation - work units with less satisfied employees also had less satisfied customers. Highly engaged employees were more likely to see improving customer experience as critical. The key drivers of engagement that led to customer focus were cohesiveness among employees and a commitment to quality work. Improving internal collaboration and ensuring employees feel their jobs are important can strengthen engagement and customer centricity.
The document discusses various topics related to managing employees, including selecting, training, evaluating, and rewarding employees. Specifically:
1. Companies use methods like interviews, tests, and screening to select employees. Training methods include on-the-job training, classroom training, and computer-based training.
2. Performance is evaluated using methods like management by objectives, production standards, and appraisals. Feedback is important to motivate employees.
3. Rewards should be related to performance to maintain motivation. Rewards include intrinsic rewards like satisfaction as well as extrinsic rewards like pay and benefits.
SME recruitment webinar - Develop the ideal recruitment process for your SMEMichael Page Australia
Watch the full webinar here: http://bit.ly/2eDyQgK
Michael Page is Australia’s SME recruitment specialist. We understand the unique needs of your business and tailor our service offering to suit you. Find out how we can help you here: http://bit.ly/2f2h1un
In our expert webinar you will learn:
- How to write a job ad that will actually get noticed and more importantly, entice high performers to apply
- Our 4 step approach you can use to promote your job ad on the right channels so you start receiving quality applications quickly
- Insider tips to process a high volume of CVs efficiently and what to look for in a CV
- How much hiring is actually costing you and your business
by Debra Watkinson, Maple Leaf Sports Entertainment Geoff Ramey, CHRP, SHRP Vice President, Human Resources, St Andrew Goldfields Ltd.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
Difference between China and Germany in recruitmentSHENTU Teng
The document discusses best practices for recruitment including preparation, competence modeling, marketing channels, assessment processes, and onboarding. It provides details on developing job descriptions and selection criteria, using both direct and indirect marketing channels, conducting online tests and interviews, using assessment centers, and onboarding to help new employees adapt to the company culture. Cultural differences in approaches between China and Germany are also highlighted.
The document discusses headhunting in recruitment. Headhunting involves directly contacting and meeting with potential candidates, especially those not actively seeking new jobs, through networking events and references. It requires strong research skills to identify suitable passive candidates for senior roles. Headhunters must have excellent convincing and relationship-building abilities to persuade successful individuals to consider new opportunities. Companies hire headhunting firms to source top talent outside of traditional job boards that can improve business and client relationships.
Carrie Goff, Franchisee Owner and Talent CEO for Patrice and Associates, and Greg Haudek, Senior Analyst for People Sciences at PeopleMatter, explain how pre-employment assessments can help you find best-fit candidates ... and why passion and spirit should supersede an applicant's resume.
A brand is made up of intangibles – perceptions, feelings and associations that exist in one’s state of mind. The ultimate goal of any branding effort is to create a loyal customer base. In the case of employer branding, that customer is the employee. An employer brand refers to the perceptions key stakeholders, and more specifically current and potential employees, have of your organisation.
Headhunters is an executive search and recruitment firm established in 2004 with 11 years of experience. They specialize in recruiting middle and senior level candidates across various industries for well-known companies. The firm has a vast network and sources candidates through different mechanisms before screening and interviewing them. They aim to provide end-to-end recruitment solutions and ensure quality hires by understanding client needs. The management has extensive experience in business and HR, and the firm has recruited for many leadership roles across sectors in India and abroad.
Successful Recruitment strategies for startupsCodeGround.in
This content was brought to you by CodeGround Online Testing Platform. CodeGround is an online assessment and test evaluation system focused on helping Recruiters in initial screening of potential candidates from an ocean of job seekers in an automated way.CodeGround supports Online Aptitude Tests, Spoken English Communication Skills Assessments, Coding Contests in JAVA, C, C++, Ruby, Python, JavaScript and PHP. CodeGround also supports Automated asynchronous interviews. CodeGround Screening Tests can be used by Recruiters during campus hiring or to screen walkin candidates.
The document provides an overview of LinkedIn Recruiter and how to use it effectively. It discusses building a professional profile, the differences between LinkedIn.com and LinkedIn Recruiter, daily recruiter workflow and features, advanced search techniques, and tips for effective InMail outreach. The presentation aims to help recruiters understand and make the most of LinkedIn Recruiter's capabilities.
This document provides an 8 step process for small and medium businesses to hire great employees while saving money. The 8 steps are: 1) determine selection criteria, 2) reach and attract applicants, 3) filter applicants, 4) assess applicants, 5) shortlist for interview, 6) determine interview questions, 7) explore gaps and reference check, and 8) decide and conduct a second interview if needed. An optional online system called Apollo Select is recommended to help users manage the process. The document also discusses weighting criteria, creating applicant ratings, and using an optional psychometric test called the Apollo Profile to further assess applicants.
This document discusses the importance of an employee value proposition (EVP) for talent management. It defines an EVP as a compelling promise that defines the work experience and balances what employees receive versus what they give. An effective EVP is critical for attracting, retaining, and engaging quality talent. The document provides tips for creating an EVP, getting it out to candidates and employees, and reinforcing it throughout the recruitment process. It also includes some interactive exercises and recommends books on talent management.
As consumers we have different priorities when making purchasing decisions. For example, when buying a new car we will all consider different elements important (safety, price, large boot, etc.) So when people "buy" a new job from a company their purchasing decisions are equally as unique and personal e.g. the company brand, the salary, the location, culture, etc. Some are more focused on the facilities and technology available.
Essentially, the Employment Value Proposition (EVP) is the compelling reason to join a company. EVP encompasses both Employer and Employee Value Proposition. The key thing is, that the EVP should be ongoing and not just something to be considered at the stage of attraction.
This document discusses the importance of an employee value proposition (EVP) for attracting, retaining, and engaging talent. An EVP is a compelling promise that defines the work experience and balances what employees receive versus give. The purpose of an EVP is to create excitement about the organization and ensure the right candidates see the organization as an attractive employer. An organization should elicit its EVP from employees, managers, competitors and recruiters to understand the attractive components. Both tangible elements like compensation and intangible elements like culture should be considered. The EVP must then be effectively marketed and reinforced throughout the recruitment process.
4 Steps to a Compelling Employer Brand from ScratchAndy, Xinbin Hu
While 72% of recruiting leaders worldwide agree that employer brand has a significant impact on hiring, just 55% have a proactive employer brand strategy*.
If you belong to one of the 45% of companies who do not have a proactive employer brand strategy, getting started can feel daunting.
In this APAC webinar, LinkedIn Employer Brand specialists will show you how you can build a compelling employer brand in-house and from scratch. You will learn:
How to setup your employer brand project for success
How to develop your Employer Value Proposition
How to plan your employer brand communications
How to rollout your employer brand
The document discusses strategies for improving employee retention at car dealerships. It emphasizes the importance of establishing a strong employment value proposition through robust recruitment, onboarding, training, compensation, and performance management processes. Developing a sustainable retention cycle incorporating these elements can help minimize employee turnover, which is costly and can negatively impact customer satisfaction. Specific best practices include showcasing opportunities for career growth, carefully selecting candidates based on cultural fit, implementing mentoring programs, and leveraging technology like applicant tracking software.
Crafting a Powerful Employee Value PropositionCielo
Creating, refreshing or overhauling your Employee Value Proposition (EVP) is no simple undertaking. It must become a living asset that informs your people agenda, policies and processes. Here is the 10-step framework for planning and implementing your own authentic EVP.
Expert training for recruiters by Recruiter UniversityJacco Valkenburg
Want to learn from recruitment experts who made an impact and helped companies improve employer branding, recruitment or the selection process? We offer a diverse range of specific training and tailor made workshops at your own location, created to meet the demands and needs of today’s recruitment professionals.
Focusing on the critical link between employee engagement and customer centri...Kim MacGillavry
This document discusses how DHL Freight collaborated with Gallup to better understand the link between employee engagement and customer centricity. They surveyed employees on engagement and customer focus. They found a strong correlation - work units with less satisfied employees also had less satisfied customers. Highly engaged employees were more likely to see improving customer experience as critical. The key drivers of engagement that led to customer focus were cohesiveness among employees and a commitment to quality work. Improving internal collaboration and ensuring employees feel their jobs are important can strengthen engagement and customer centricity.
The document discusses various topics related to managing employees, including selecting, training, evaluating, and rewarding employees. Specifically:
1. Companies use methods like interviews, tests, and screening to select employees. Training methods include on-the-job training, classroom training, and computer-based training.
2. Performance is evaluated using methods like management by objectives, production standards, and appraisals. Feedback is important to motivate employees.
3. Rewards should be related to performance to maintain motivation. Rewards include intrinsic rewards like satisfaction as well as extrinsic rewards like pay and benefits.
SME recruitment webinar - Develop the ideal recruitment process for your SMEMichael Page Australia
Watch the full webinar here: http://bit.ly/2eDyQgK
Michael Page is Australia’s SME recruitment specialist. We understand the unique needs of your business and tailor our service offering to suit you. Find out how we can help you here: http://bit.ly/2f2h1un
In our expert webinar you will learn:
- How to write a job ad that will actually get noticed and more importantly, entice high performers to apply
- Our 4 step approach you can use to promote your job ad on the right channels so you start receiving quality applications quickly
- Insider tips to process a high volume of CVs efficiently and what to look for in a CV
- How much hiring is actually costing you and your business
by Debra Watkinson, Maple Leaf Sports Entertainment Geoff Ramey, CHRP, SHRP Vice President, Human Resources, St Andrew Goldfields Ltd.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
Candidates in Drivers Seat Recruiting Trends Oct 28 FinalSteve Lowisz
The document discusses the shift to a candidate-driven job market. It notes that more candidates are turning down job offers and that they now have more control over where they work and if a company's culture is a good fit. It also discusses that the demand for skilled workers is outpacing supply. The document outlines fundamental issues with recruiting in this environment, such as a lack of communication with candidates and an over-reliance on automation. It proposes three core strategies to improve recruiting: improving communication with candidates, hiring managers, and HR; streamlining hiring processes to move faster; and strengthening employer brand to attract top talent.
Recruiting & selecting the right salespeople-By Saad ElhalafawySaad Elhalafawy
This document provides guidance on successfully recruiting and selecting salespeople. It outlines the key steps in the hiring process, including planning to hire, finding and recruiting applicants, selection procedures, and making a job offer. Some of the most important steps are determining hiring needs, conducting a job analysis to identify required skills, writing job descriptions, generating a sufficient pool of qualified applicants through various sources, using application forms and testing to screen candidates, conducting in-depth personal interviews, and making hiring decisions based on multiple factors rather than any single test or factor. The overall goal is to follow a well-planned, systematic process to identify and hire the salespeople that are the best fit for the role and will have the highest likelihood of success.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
Randy McDaniels and Melanie Long presented on building better bridges between marketing and HR. They discussed how collaborating can create brand ambassadors by affirming the brand promise internally. Marketing can help develop an employment brand strategy while HR ensures alignment of internal culture. Successful strategies include internal marketing, rewards programs, and aligning departments to deliver an exceptional brand through engaged employees.
Employees are People, too!: Branding from the Inside OutEmbassy Suites
Randy McDaniels and Melanie Long presented on building better bridges between marketing and HR. They discussed how collaborating can create brand ambassadors by affirming the brand promise internally. Specifically, HR can develop talent and commitment while marketing can help create attractive employment branding messages to define the organization as an employer. Working as a team across departments, organizations can unite behind empowering employees to deliver the brand externally.
Talent Will See You Now, But Are You Ready for a Conversation?
Webinar presentation on the importance of using employee-centric data in your employer brand.
This document discusses the role of HR in employer branding. It defines employer branding as a strategy that allows organizations to differentiate themselves and build loyalty with customers and employees. The objectives are to determine how HR can help brand the employer image by attracting and retaining talent. HR plays a key role through recruitment, compensation, career development, technology, future opportunities, work ethics, and talent management. Important drivers for candidates include learning and development, respect, future opportunities, ethics and manager quality. Employer branding helps attract talent through innovative recruitment approaches and meeting candidate expectations. Social media is an important branding tool. The future of employer branding involves recognizing its importance, evolving the brand, and aligning HR and business strategies.
DIY Employer Brand: 4 Steps to a Compelling Employer Brand from ScratchAndy, Xinbin Hu
While 72% of recruiting leaders worldwide agree that employer brand has a significant impact on hiring, just 55% have a proactive employer brand strategy. (Global Recruiting Trends 2016, LinkedIn)
If you belong to one of the 45% of companies who do not have a proactive employer brand strategy, getting started can feel daunting.
In this upcoming event at LinkedIn Hong Kong, LinkedIn Employer Brand specialists will show you how you can build a compelling employer brand in-house and from scratch.
You will learn:
How to setup your employer brand project for success
How to develop your Employer Value Proposition
How to plan your employer brand communications
How to rollout your employer brand
You will also get an overview of Next Generation LinkedIn Career Pages – a platform tailored to allow employees to voice their opinions on their respective organisations, better than ever.
Date: Tuesday, November 1, 2016 (English)
Time: 5:00pm - 6:00pm (check in starts at 4:30pm)
Address: 38/F, Hysan Place, 500 Hennessy Road, Causeway Bay, Hong Kong
This is the first in our 30+3 Webinar Series: "The Employer brand. The what, why and how of employer branding." It is a high-level overview of employer branding - what it is, why it's important and how to get started. We also provide 3 action items designed to help you make your employer brand stronger.
How are you influencing the conversation around what talent thinks, feels and shares about what it’s like to be a part of your organisation?
For large and small companies alike, an inspiring employer brand will deliver real results, driving down cost per hire and employee turnover.*
*LinkedIn Research 2011
This document discusses how to hire employees that fit an organization's culture. It emphasizes understanding needs, sourcing candidates, selecting the right fit, and hiring effectively. The understand phase involves assessing needs before openings exist. Sourcing uses various methods like internal networks, job boards, and agencies to cast a wide net. Selection involves screening candidates as a team using consistent criteria. Hiring finalizes paperwork quickly and provides new employees support through mentors. The overall process aims to improve quality of hire by thoroughly understanding requirements at each stage.
This document discusses how to hire employees that fit an organization's culture. It emphasizes understanding needs, sourcing candidates, selecting the right candidates as a team, and hiring efficiently. The understand phase involves assessing needs before openings exist. The source phase involves casting a wide net through websites, referrals, agencies and more. The select phase recommends using systems to improve success, hiring as a team with clear roles, and conducting thorough checks. The hire phase focuses on onboarding efficiently within two weeks to create a good first impression. The document stresses that understanding needs, having options, and making the right choice drive quality hires.
5 Steps to Crafting a Highly Social Talent Brand by LinkedIn - Webinar SlidesThe HR Observer
For large and small companies alike, an inspiring employer brand will deliver real results, driving down cost per hire and employee turnover. Find out how a strong employer brand impacts your hiring efficiency.
This document provides an overview of talent acquisition. It defines talent acquisition as the process of attracting, finding, and selecting highly talented individuals to meet current and future employment needs. It explains that talent acquisition is important because having the right people in the right roles at the right time is critical for an organization's success and avoiding costs from bad hires. The document then outlines the key components of talent acquisition including employment branding, defining needs, sourcing candidates, selection, and pre-boarding new hires. It provides details on each of these stages and considerations for an effective talent acquisition process.
This document provides an overview of talent acquisition. It defines talent acquisition as the process of attracting, finding, and selecting highly talented individuals to meet current and future employment needs. It explains that talent acquisition is important because having the right people in the right roles at the right time is critical for an organization's success and avoiding costs from bad hires. The document also outlines the key components of talent acquisition including employment branding, defining needs, sourcing candidates, selection, and pre-boarding new hires.
Similar to Protecting the employer brand you may or may not have 2014 (20)
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
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4. Deployment Using ArgoCD for Edge Devices
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5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
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7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
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UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
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Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
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Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
2. • “.. communicates the employment experience you offer. It is
not just a look, statement, style or a list of jobs with good
creative. An employer brand is the essence of what your
organisation stands for. It communicates your culture,
values and beliefs. It reflects the personality of your
organisation. It defines what makes you unique and what
you stand for. It attracts the people you would like to hire,
and makes them want to engage with you”
– The Value of a Managed Employer Brand in an increasingly
Competitive Landscape (TMP Worldwide)
Employer Brand – What is it?
3. • Greater numbers of higher quality applicants including
referrals
• Higher performing employees & increased retention rates
• Stronger reputation in the marketplace
• Increased ability to attract specialist talent in a difficult
market
• 42% reduction in third party recruiter spend*
• Decrease in cost per hire
*The Value of a Managed Employer Brand in an increasingly Competitive Landscape (TMP Worldwide)
Benefits
4. Employer Brand
The unique and
differentiating promise a
business makes to its
employees and potential
candidates
Employer Brand
The unique and
differentiating promise a
business makes to its
employees and potential
candidates
Employee Experience
Actual delivery of the
promise throughout the
employee lifecycle
Employee Experience
Actual delivery of the
promise throughout the
employee lifecycle
Brand strength
Attraction of the right candidates
Employee engagement and
retention
Differentiation from competitors
Customer engagement and
retention
Brand strength
Attraction of the right candidates
Employee engagement and
retention
Differentiation from competitors
Customer engagement and
retention
+
Word of Caution:
The Employer Brand and Employee Experience must correlate
with each other – otherwise it is an empty promise
Employer Brand Strength
5. • The development of an employee value proposition (EVP)
• EVPs seem to fall into two categories. The first is a set
of reward/value statements about the attractiveness of
the employer in terms of pay, benefits, career
development, training etc. The second is a statement
about what the company believes in.
• Both attract employees, but one will provoke applicants
who want good pay and training and the other will
encourage people to join who believe in what the
company believes in.
Where to start?
6. • It is a long term investment, do not underestimate!
• Stage 1 Tactical Organisations (~ 33%)
– Little progress in defining the coherent set of factors that make up the value
proposition to employees and candidates
– Provide rewards and have cultures, but employees and candidates are on their
own to understand and interpret these
• Stage 2 Integrated
– Have a formal EVP and integrated Talent/Reward Programs
• Stage 3 Communicating and Delivering
– Communicating and delivering the promise consistently
• Stage 4 Differentiation and Segmenting
– Customised EVPs for workforce segments
How to Start?
The 4 Stages of the Employee Value Proposition – Thomas Davenport
7. Protect the Employer Brand you may or may not have!
• We are going to start with the Candidate Experience
– 83% of candidates will tell their friends and family about a poor recruitment
process experience and 64% will also share on social media
– ~ 19 touch points where the employer brand is revealed
• From application through to interview through to offer and onboard
– 58% of candidates did not receive regular updates
– 52% felt they were not treated like individuals
– Only 36% of new joiners felt the recruiting process accurately reflected the
working environment they entered
Employer Brand – Tactics!
The Candidate Experience(TMP Worldwide)
9. Employer Brand Drift
• The parts of the recruitment process that can be totally controlled
(website, job adverts etc) are best aligned to the brand
• However, the further along the recruitment process a candidate
progress and the more human interaction there is, the more likely
the experience drifts away from the brand
• The effort and cost of attracting and converting candidates becomes
at risk
• The proposition that has attracted the candidate to the company
dissipates the further the candidate progresses
• The further they progress the more likely they are to be relevant and
talented individuals
• 94% of candidates agree that the way they are treated during the
process will ultimately effect whether they want the job or not
10. The Human Factor – Face to Face
• 93% of people going through the application process
say the person conducting the interview influences
their view of the organisation as an employer (this
extends to the recruitment partners as well)
• 83% of companies believe the Line Managers are
critical to communicating the employer brand
• Candidates who get to interview are likely to be very
relevant for the role yet Line Manager access and
preparedness is always a pressure point
The Candidate Experience(TMP Worldwide)
11. The Human Factor – Feedback
• Candidates want feedback yet just over 50% of candidates
received it and just over 50% of those found it useful!
• Only 11% of companies ask candidates for feedback yet this
actually improves a candidate’s feeling towards an
organisation
The Candidate Experience(TMP Worldwide)
12. The Human Factor – On-boarding
• Almost 60% of
candidates feel doubt
between offer
acceptance and start
date!
• Counter offers and
other offers become
attractive!
• Keep in contact!
The Candidate Experience(TMP Worldwide)
13. What to do? Focus on the human beings!
• Find out what your employer brand is
– Ask your employees why they chose you and why they stay
– Ask your candidates what attracted them to you at the beginning and how do
they feel at the end of the process. Include rejected candidates as well as new
hires!
• Share your employer brand
– Educate your hiring managers and your recruitment partners on your employer
brand
– Educate your hiring managers about the consequences of a poor candidate
experience
• Design feedback into your recruitment process
• Do the simple things well and all the time
– Be welcoming, be organised, be prepared
14. The Broken Glassdoor
• 53% of candidates begin job search focusing on
companies they know or respect
• 63% of candidates research a company prior to
application
• 52% research a company before an interview
• 33% research a company before accepting an offer
• 67% would accept an offer from a company at 5% lower
salary level if the company had exceptionally positive
online reviews
• So what do you do when things go wrong!
CareerBuilder 2013 Candidate Behaviour Study
15. Fixing the Glassdoor
• Don’t panic and don’t argue
• Accept the criticism as valid – perception is reality
• Respond as an individual, not as a nameless corporation
• Demonstrate you care, express regret, ask for more
feedback, engage and publically close the loop “Thanks
James for the feedback, glad we were able to talk”
• Be transparent within your organisation – let your team know
and ask for support, because negative reviews are best
countered with positive reviews from peers within the
company
16. Telling your story – the importance of your personality
• “For people like me” is one of the most important factors for
potential applicants in considering a company (Using Branding to
Attract Talent, McKinsey Quarterly, 2005 No 3)
• People want to work with people
• No need for perfection – sometimes organisations try too
hard to seem perfect. People motivated to contribute can’t
easily see themselves making an impact in a perfect
environment
• Great Employer Brands are linked to great personalities
– Virgin / Richard Branson
– EngineYard / Eamonn Leonard
– Google / Larry Page
17. Using your personality to build your EVP
• Creating an EVP and expressing those intangible
aspects including what is unique about you is
difficult, will take time and evolve over time
• Yet every company’s has a unique story to tell
through their key people’s stories
• Use those people’s stories as the foundation for
your EVP
• Stories should be on how they’ve gotten to where
they are not why they are there!