This document discusses how two global companies, Pfizer and Red Hat, use LinkedIn Recruiting Solutions to attract top talent on a global scale. It describes how the tools help recruiters gain more control over their employment branding and hiring efforts by enabling them to communicate directly with candidates, conduct targeted searches, and build a consistent global brand presence. Both companies saw recruiting success after implementing LinkedIn Recruiter, with Red Hat crediting the tool for driving quality candidates to their openings within 30 days. Pfizer uses insights from LinkedIn Recruiter to understand how people perceive their brand and launch targeted recruitment campaigns.
The document discusses how talent acquisition professionals can use LinkedIn data to better plan for, prioritize, and operationalize their talent strategies. It provides examples of how companies can analyze the size and makeup of talent pools, measure the reach and engagement of their employer brands, and verify candidates' skills claims. The document advocates integrating these data-driven insights into existing talent acquisition workflows to help optimize resources and identify strengths and weaknesses.
Social is the future of recruiting. At the Jobvite Future of Social Recruiting in Atlanta, Georgia, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, David Lahey, Bill Glenn, Alex Putman and Michael Nigro, you will learn everything you need to know about social and the future of recruiting.
White paper best practices for developing a strong talent pipelineRachel Romba
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to identify talent early, reduce time to hire, and prevent losing top candidates.
Best Practices for Developing a strong Talent PipelineMariana Mattar
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to help identify talent early, reduce time to hire, and prevent top candidates from being hired elsewhere.
Best practices for developing a strong talent pipeline white paper july 2012Rachel Romba
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to help identify talent early, reduce time to hire, and prevent top candidates from being hired elsewhere.
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of cultivating relationships with potential candidates, including passive candidates who are not actively looking for jobs. However, most organizations struggle with this due to a lack of integrated tools for tracking and managing talent leads over long periods of time. The document provides tips for improving pipelining efforts, and highlights LinkedIn Talent Pipeline as a solution that allows organizations to centralize all talent leads, continuously update profiles from LinkedIn, and nurture relationships with candidates.
This document summarizes a research report on best practices for talent acquisition from sourcing through onboarding. The report found that best-in-class organizations that achieved 95% first-year employee retention, 82% of new hires meeting performance milestones on time, and 16% year-over-year improvement in hiring manager satisfaction shared key strategies. These included defining required skills for each role, making talent acquisition a company-wide priority, focusing on critical roles, and integrating hiring data with other talent processes to continually improve practices. To achieve these results, companies must identify important roles, build future talent pipelines, make hiring a cultural priority, and leverage data across talent functions.
Lee Murphy, Senior HR Director at Microsoft Asia Pacific, discusses Microsoft's cultural transformation under CEO Satya Nadella. Microsoft is embracing disruption and innovation in the technology sector by shifting to a growth mindset. It is focusing on building agility, putting customers first, increasing collaboration, and breaking down silos. Microsoft's key areas of focus include cloud computing, workforce diversity and inclusion, and strengthening manager excellence. The company aims to develop a diverse talent pool and align its values with its vision of making a positive impact.
The document discusses how talent acquisition professionals can use LinkedIn data to better plan for, prioritize, and operationalize their talent strategies. It provides examples of how companies can analyze the size and makeup of talent pools, measure the reach and engagement of their employer brands, and verify candidates' skills claims. The document advocates integrating these data-driven insights into existing talent acquisition workflows to help optimize resources and identify strengths and weaknesses.
Social is the future of recruiting. At the Jobvite Future of Social Recruiting in Atlanta, Georgia, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, David Lahey, Bill Glenn, Alex Putman and Michael Nigro, you will learn everything you need to know about social and the future of recruiting.
White paper best practices for developing a strong talent pipelineRachel Romba
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to identify talent early, reduce time to hire, and prevent losing top candidates.
Best Practices for Developing a strong Talent PipelineMariana Mattar
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to help identify talent early, reduce time to hire, and prevent top candidates from being hired elsewhere.
Best practices for developing a strong talent pipeline white paper july 2012Rachel Romba
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to help identify talent early, reduce time to hire, and prevent top candidates from being hired elsewhere.
The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of cultivating relationships with potential candidates, including passive candidates who are not actively looking for jobs. However, most organizations struggle with this due to a lack of integrated tools for tracking and managing talent leads over long periods of time. The document provides tips for improving pipelining efforts, and highlights LinkedIn Talent Pipeline as a solution that allows organizations to centralize all talent leads, continuously update profiles from LinkedIn, and nurture relationships with candidates.
This document summarizes a research report on best practices for talent acquisition from sourcing through onboarding. The report found that best-in-class organizations that achieved 95% first-year employee retention, 82% of new hires meeting performance milestones on time, and 16% year-over-year improvement in hiring manager satisfaction shared key strategies. These included defining required skills for each role, making talent acquisition a company-wide priority, focusing on critical roles, and integrating hiring data with other talent processes to continually improve practices. To achieve these results, companies must identify important roles, build future talent pipelines, make hiring a cultural priority, and leverage data across talent functions.
Lee Murphy, Senior HR Director at Microsoft Asia Pacific, discusses Microsoft's cultural transformation under CEO Satya Nadella. Microsoft is embracing disruption and innovation in the technology sector by shifting to a growth mindset. It is focusing on building agility, putting customers first, increasing collaboration, and breaking down silos. Microsoft's key areas of focus include cloud computing, workforce diversity and inclusion, and strengthening manager excellence. The company aims to develop a diverse talent pool and align its values with its vision of making a positive impact.
This document provides 12 predictions for strategic human resources and talent management in 2012. It begins with an overview of how technology has radically changed work by enabling borderless communication and collaboration.
The predictions are:
1) The global workforce imbalance between fast-growing emerging markets and slower-growing developed markets will drive a new focus on talent acquisition. Skills gaps and increased specialization are exacerbating hiring challenges.
2) Organizations will focus on creating a "globally local" or "glocal" model for HR to think and operate globally while empowering local teams.
3) Talent acquisition will join the talent management function to address skills gaps and the large number of resumes received for each open
Interviewed by Kennedy Consulting Research and Advisory ServicesUzma S. Burki
Uzma Burki, Senior Vice President at Amtrak and founder of Altvia Consulting, believes that the challenge with talent management is often a lack of will from executives to actively sponsor and be involved in the talent agenda. She transformed talent management at Amtrak by developing a human capital strategic plan directly aligned with Amtrak's business strategy to address issues like losing talent, aging leadership, and lack of performance alignment. This included initiatives to improve hiring, development, culture, rewards, and workforce planning. While technology can help measure talent outcomes, organizations must first ensure aligned business processes and have talent roadmaps to give data purpose.
This document discusses how digital media can be used for acquiring talent. It summarizes that employer branding, referrals, and recruiting through digital media will be the top recruiting trends in India. Social media has become a major way for companies to engage both active and passive candidates. The document outlines some key statistics on social media usage in India and how it is becoming an important tool for employer branding and recruiting. It also discusses challenges in managing large amounts of online information and the need for sophisticated data interpretation to identify the right talent pools.
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.
The document summarizes insights from an executive briefing on talent pipelines and retention. It discusses the need to align learning and development with business strategy to build needed capabilities. It also describes ABB's integrated talent management approach including competency frameworks, global systems, capability planning linked to business goals, and policies to encourage internal mobility. Leaders saw capable leadership, career prospects and culture as most important for retention over financial rewards or flexibility.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
The rapid pace of change in European executive recruitment continues to accelerate. Twenty years ago, there were but a small handful of tried and trusted ways to recruit the right senior manager or executive. Today, the landscape is rather more complex. Our research among over 1,200 senior managers and executive across the UK and Continental Europe explores the methods organisations use to recruit, employee retention, priorities in executive recruitment, experience of job boards and recruitment agencies, social media, and measurement of recruitment.
This document is a winter project report submitted for a Master's degree in Management Studies from the University of Mumbai. It studies how social media is being used as an important recruitment tool. The report acknowledges that more businesses are successfully using social media platforms like LinkedIn, Facebook, and Twitter to find and recruit qualified candidates. While social media provides opportunities to engage with a large pool of potential applicants, companies must also balance maintaining traditional successful recruiting strategies. The future of recruitment is increasingly connected as social media usage continues to grow.
This document discusses worker passion and introduces the concept of the "passion of the Explorer". It describes how Obtiva, a software consultancy, grew from 5 people to 500 by implementing an apprenticeship program that focused on hiring individuals with certain dispositions over specific skills. These dispositions included being relentlessly resourceful, getting tasks done without needing to be checked on, and having a passion for continuous learning and skill development. The document argues that cultivating these types of passionate workers can help companies adapt to a changing environment where skills become obsolete quickly. It introduces the concept that dispositions, unlike skills, endure over time and allow workers to continuously renew their skills.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
Finding the right talent is critical for transforming companies and building comprehensive talent acquisition plans. This document summarizes a roundtable discussion between HR leaders on trends and practices in talent acquisition. Key topics discussed include the need for blended talent strategies using social media and employer branding; assessing candidates using recruitment technology and analytics; ensuring sourcing mixes are optimized between channels like referrals, job boards, and search firms; and the consumerization of talent technology through mobile and modular apps. The discussion also addressed skills gaps, demographic shifts, and using data to gain insights on the future talent landscape.
The document summarizes LinkedIn Recruiting Solutions which help recruiters source both active and passive candidates. It highlights that LinkedIn has over 161 million members, 82% of Fortune 100 companies use its recruiting solutions, and it allows recruiters to target candidates by function, seniority, location, industry, and company size. It also describes LinkedIn Recruiter which gives recruiters visibility and access to all 161 million members, powerful search tools, and trusted communication with candidates.
Blink UX is an information architecture firm founded in 1999 in Seattle, WA by Karen Clark Cole. Starting with no capital or market research, the company has grown to 70 employees through a flat management structure that empowers employees and gives them equity stakes. Rather than using titles, the company focuses on employee roles and provides coaches for project teams. This motivates employees and helps retain top talent. While the company has found success, the document suggests implementing regular team building events could further strengthen work relationships.
The document discusses the importance of human knowledge and human capital. It defines knowledge as familiarity with information gained through experience or education. Human capital refers to the economic value that employees provide through their skills, knowledge, and experience. Human capital is considered the stock of competencies, knowledge, and attributes that allow people to perform work. The document emphasizes that human capital and knowledge are valuable intangible assets for companies and that continuous investment is needed to develop employees' skills and knowledge in order to gain competitive advantages.
The document discusses interpersonal communication in formal organizational relationships. It defines interpersonal communication and notes that effective communication is important for organizational efficiency and teamwork. It outlines common elements of interpersonal communication like sender, receiver, message, feedback, and barriers. It also discusses important skills for organizational communication like problem solving, listening, assertiveness, and negotiation. Finally, it provides tips for improving interpersonal communication in an organization, such as planning, understanding your audience, self-evaluation, and managing expectations.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
By 2020, global talent mobility will significantly increase due to growing emerging markets and global connectivity. Demand for international assignments will rise 50% by 2020 as companies seek to deploy talent worldwide. Mobility patterns will shift as emerging markets become talent sources and destinations within their own regions. Changing demographics like retiring baby boomers and rising millennials will require new global talent strategies that make greater use of short-term assignments, virtual tools, and accommodate different generations' needs. Regulations and technologies will also need to evolve to support increased cross-border movement of people for business.
HEADHUNTERS HR leverages social recruiting on LinkedIn to deliver a 50% strike rate to clients. They built a team of socially-engaged recruiters who use LinkedIn Recruiter to find and pipeline candidates. The leadership championed social recruiting and recruiters received training. Regular engagement on LinkedIn helped keep candidates interested. Analytics provided insights to recruit smarter. These practices helped reduce time-to-hire and source 100% of international placements, growing revenues over 10% annually.
HEADHUNTERS HR is a staffing firm established in 2003 that now services multiple industries across India and Asia. They achieved a 50% strike rate for clients by adopting social recruiting on LinkedIn, which helped them find qualified international candidates more efficiently. They built a team of socially-engaged recruiters, provided training, kept candidates engaged on LinkedIn, and leveraged analytics to identify talent pools and track recruiting metrics. Adopting these social recruiting practices helped reduce time-to-hire and increase revenues from international placements.
The document discusses trends in recruiting and talent assessment. It notes that recruiting has become more complex due to the explosion of new assessment tools driven by cloud technology. These tools assess a candidate's potential rather than just their skills and help companies better identify top talent. The document also discusses how big data and social media are changing recruiting by allowing companies to learn more about candidates and engage with them online. It suggests recruiting in the future will rely more on blending people-focused recruiting with business strategies, processes, technology, and data insights to provide a competitive advantage.
This document discusses employer branding and the benefits of investing in your company's brand. It lists the top 7 reasons to invest in your brand as improved quality of candidates, more passive candidates, fewer costs associated with turnover and recruitment, happier employees, brand advocates, and a better bottom line. It also describes services from SocialHR to maximize a company's story and brand through social media and their training programs for internet recruitment and using social media in HR.
This document provides 12 predictions for strategic human resources and talent management in 2012. It begins with an overview of how technology has radically changed work by enabling borderless communication and collaboration.
The predictions are:
1) The global workforce imbalance between fast-growing emerging markets and slower-growing developed markets will drive a new focus on talent acquisition. Skills gaps and increased specialization are exacerbating hiring challenges.
2) Organizations will focus on creating a "globally local" or "glocal" model for HR to think and operate globally while empowering local teams.
3) Talent acquisition will join the talent management function to address skills gaps and the large number of resumes received for each open
Interviewed by Kennedy Consulting Research and Advisory ServicesUzma S. Burki
Uzma Burki, Senior Vice President at Amtrak and founder of Altvia Consulting, believes that the challenge with talent management is often a lack of will from executives to actively sponsor and be involved in the talent agenda. She transformed talent management at Amtrak by developing a human capital strategic plan directly aligned with Amtrak's business strategy to address issues like losing talent, aging leadership, and lack of performance alignment. This included initiatives to improve hiring, development, culture, rewards, and workforce planning. While technology can help measure talent outcomes, organizations must first ensure aligned business processes and have talent roadmaps to give data purpose.
This document discusses how digital media can be used for acquiring talent. It summarizes that employer branding, referrals, and recruiting through digital media will be the top recruiting trends in India. Social media has become a major way for companies to engage both active and passive candidates. The document outlines some key statistics on social media usage in India and how it is becoming an important tool for employer branding and recruiting. It also discusses challenges in managing large amounts of online information and the need for sophisticated data interpretation to identify the right talent pools.
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.
The document summarizes insights from an executive briefing on talent pipelines and retention. It discusses the need to align learning and development with business strategy to build needed capabilities. It also describes ABB's integrated talent management approach including competency frameworks, global systems, capability planning linked to business goals, and policies to encourage internal mobility. Leaders saw capable leadership, career prospects and culture as most important for retention over financial rewards or flexibility.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
The rapid pace of change in European executive recruitment continues to accelerate. Twenty years ago, there were but a small handful of tried and trusted ways to recruit the right senior manager or executive. Today, the landscape is rather more complex. Our research among over 1,200 senior managers and executive across the UK and Continental Europe explores the methods organisations use to recruit, employee retention, priorities in executive recruitment, experience of job boards and recruitment agencies, social media, and measurement of recruitment.
This document is a winter project report submitted for a Master's degree in Management Studies from the University of Mumbai. It studies how social media is being used as an important recruitment tool. The report acknowledges that more businesses are successfully using social media platforms like LinkedIn, Facebook, and Twitter to find and recruit qualified candidates. While social media provides opportunities to engage with a large pool of potential applicants, companies must also balance maintaining traditional successful recruiting strategies. The future of recruitment is increasingly connected as social media usage continues to grow.
This document discusses worker passion and introduces the concept of the "passion of the Explorer". It describes how Obtiva, a software consultancy, grew from 5 people to 500 by implementing an apprenticeship program that focused on hiring individuals with certain dispositions over specific skills. These dispositions included being relentlessly resourceful, getting tasks done without needing to be checked on, and having a passion for continuous learning and skill development. The document argues that cultivating these types of passionate workers can help companies adapt to a changing environment where skills become obsolete quickly. It introduces the concept that dispositions, unlike skills, endure over time and allow workers to continuously renew their skills.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
Finding the right talent is critical for transforming companies and building comprehensive talent acquisition plans. This document summarizes a roundtable discussion between HR leaders on trends and practices in talent acquisition. Key topics discussed include the need for blended talent strategies using social media and employer branding; assessing candidates using recruitment technology and analytics; ensuring sourcing mixes are optimized between channels like referrals, job boards, and search firms; and the consumerization of talent technology through mobile and modular apps. The discussion also addressed skills gaps, demographic shifts, and using data to gain insights on the future talent landscape.
The document summarizes LinkedIn Recruiting Solutions which help recruiters source both active and passive candidates. It highlights that LinkedIn has over 161 million members, 82% of Fortune 100 companies use its recruiting solutions, and it allows recruiters to target candidates by function, seniority, location, industry, and company size. It also describes LinkedIn Recruiter which gives recruiters visibility and access to all 161 million members, powerful search tools, and trusted communication with candidates.
Blink UX is an information architecture firm founded in 1999 in Seattle, WA by Karen Clark Cole. Starting with no capital or market research, the company has grown to 70 employees through a flat management structure that empowers employees and gives them equity stakes. Rather than using titles, the company focuses on employee roles and provides coaches for project teams. This motivates employees and helps retain top talent. While the company has found success, the document suggests implementing regular team building events could further strengthen work relationships.
The document discusses the importance of human knowledge and human capital. It defines knowledge as familiarity with information gained through experience or education. Human capital refers to the economic value that employees provide through their skills, knowledge, and experience. Human capital is considered the stock of competencies, knowledge, and attributes that allow people to perform work. The document emphasizes that human capital and knowledge are valuable intangible assets for companies and that continuous investment is needed to develop employees' skills and knowledge in order to gain competitive advantages.
The document discusses interpersonal communication in formal organizational relationships. It defines interpersonal communication and notes that effective communication is important for organizational efficiency and teamwork. It outlines common elements of interpersonal communication like sender, receiver, message, feedback, and barriers. It also discusses important skills for organizational communication like problem solving, listening, assertiveness, and negotiation. Finally, it provides tips for improving interpersonal communication in an organization, such as planning, understanding your audience, self-evaluation, and managing expectations.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
By 2020, global talent mobility will significantly increase due to growing emerging markets and global connectivity. Demand for international assignments will rise 50% by 2020 as companies seek to deploy talent worldwide. Mobility patterns will shift as emerging markets become talent sources and destinations within their own regions. Changing demographics like retiring baby boomers and rising millennials will require new global talent strategies that make greater use of short-term assignments, virtual tools, and accommodate different generations' needs. Regulations and technologies will also need to evolve to support increased cross-border movement of people for business.
HEADHUNTERS HR leverages social recruiting on LinkedIn to deliver a 50% strike rate to clients. They built a team of socially-engaged recruiters who use LinkedIn Recruiter to find and pipeline candidates. The leadership championed social recruiting and recruiters received training. Regular engagement on LinkedIn helped keep candidates interested. Analytics provided insights to recruit smarter. These practices helped reduce time-to-hire and source 100% of international placements, growing revenues over 10% annually.
HEADHUNTERS HR is a staffing firm established in 2003 that now services multiple industries across India and Asia. They achieved a 50% strike rate for clients by adopting social recruiting on LinkedIn, which helped them find qualified international candidates more efficiently. They built a team of socially-engaged recruiters, provided training, kept candidates engaged on LinkedIn, and leveraged analytics to identify talent pools and track recruiting metrics. Adopting these social recruiting practices helped reduce time-to-hire and increase revenues from international placements.
The document discusses trends in recruiting and talent assessment. It notes that recruiting has become more complex due to the explosion of new assessment tools driven by cloud technology. These tools assess a candidate's potential rather than just their skills and help companies better identify top talent. The document also discusses how big data and social media are changing recruiting by allowing companies to learn more about candidates and engage with them online. It suggests recruiting in the future will rely more on blending people-focused recruiting with business strategies, processes, technology, and data insights to provide a competitive advantage.
This document discusses employer branding and the benefits of investing in your company's brand. It lists the top 7 reasons to invest in your brand as improved quality of candidates, more passive candidates, fewer costs associated with turnover and recruitment, happier employees, brand advocates, and a better bottom line. It also describes services from SocialHR to maximize a company's story and brand through social media and their training programs for internet recruitment and using social media in HR.
Nonprofit Recruiting Solutions with LinkedIn4Good.org
Approximately 75% of nonprofits do not have any formal budget for recruiting employees, according to the 2011 Nonprofit Employment Trends Survey.
Nonprofits need recruiting tools that are easy to implement, cost efficient and, most importantly, connect them with the best people. Social recruiting -- using social media to recruit staff -- does just that. And LinkedIn does social recruiting best.
Now with more than 120 million individual members and over 6,000 employer customers, LinkedIn has given nonprofit organizations a new way to recruit. Whether you’re looking for an executive director, a grant writer, network administrator, program director, communications manager or receptionist, you can find people with the required skills and a passion for your cause by using LinkedIn.
Plus, this spring LinkedIn instituted changes to make its network and services more affordable and accessible to eligible nonprofit organizations of all sizes. Including everything from job postings, employer marketing and recruitment tools for sourcing supporters, volunteers, board members and staff, these changes will help nonprofits find the talent they need to fulfill their missions now and in the future.
Join us on November 2, 2011 at 10:00 a.m. EST to learn about their new programs designed just for you – the nonprofit professional. During this presentation we will share with you, and your peers, strategies needed to identify the talent and professional knowledge you need to maintain a personal and professional edge.
This webinar is not only for you to learn about LinkedIn, but also for you to tell them what you need. Talk directly to HR social media and LinkedIn to experts about how you use the site and how it could be changed to better achieve your goals. This is unique access you don’t want to miss.
LinkedIn is being increasingly used as a recruitment tool by Australian employers and recruiters to source passive candidates. It allows users to search the profiles of over 70 million professionals to find those that are a perfect fit. Employers can also use LinkedIn to post job openings, engage potential candidates, build their employment brand, and conduct targeted advertising. While recruitment agencies have traditionally relied on LinkedIn, it is a valuable tool that can be used alongside traditional methods to source talent.
This deck talks about impact of social in HR with some examples of how IBM is doing it. It was used to deliver the talk in St Joseph's College of Business Administration, Bangalore on 8th aug 2015
This document summarizes 10 key human capital trends from 2017 to 2020 according to annual surveys. The trends include the changing nature of careers, learning, talent acquisition, employee experience, performance management, leadership, digital HR, people analytics, diversity and inclusion, and the future of work involving new technologies. Organizations are shifting from hierarchies to empowered networks and teams and redesigning jobs to leverage both human and technological capabilities. Learning is becoming more continuous, personalized and integrated with work. Well-being, the hyper-connected workplace, data privacy, and social impact are also emerging as important issues.
Marsh University – People’s Insights Volume 2, Issue 32MSL
This week, we distill insights around Marsh University - an internal platform where Marsh’s ‘crowd’ of 26,000 employees can share their expertise and experience with one another.
For more about Marsh U, visit: http://peopleslab.mslgroup.com/peoplesinsights/marsh-university-peoples-insights-volume-2-issue-32
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on reputation, employee engagement and citizenship on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights with you on our People’s Insights blog and compile the best insights from the network and the blog in the People’s Insights Quarterly Magazine, as a showcase of our capabilities.
We have further synthesized the insights to provide foresights for business leaders and changemakers — in the ten-part People’s Insights annual report titled Now & Next: Ten Frontiers for the Future of Engagement, now available as a Kindle eBook.
For more, see: http://peopleslab.mslgroup.com/future-of-engagement
LinkedIn Recruiting presentation for StaffingLinkedIn Nordic
The document provides an agenda for a LinkedIn event on talent solutions being held in Stockholm, Sweden on November 14, 2013. The agenda includes presentations on Nordic recruitment trends, LinkedIn solutions for social media, recruitment, staffing companies, and trends. It also includes short biographies of the presenters Marcela and Liselott.
The Recruiting Revolution: How Technology is Transforming Talent AcquisitionKip Michael Kelly
We are living through an exciting era in technology development—the emergence of interactive, social media and virtual technologies whose business applications are not yet fully realized. While marketing professionals have been quick to embrace the potential of these technologies for product placement, branding and sales, HR and talent management professionals have approached them with a little more caution as they explore how interactive, social media and virtual world technologies can be effectively applied to attract talent to their organizations. This white paper: Identifies some of the major players in social media and describes their main features;Examines the pros and cons of using social media, simulations and virtual world technologies to expand talent pools and to identify good job candidates;Explores how leading organizations are using these technologies in their HR practices, and;Provides HR and talent management professionals with information they can use to help them incorporate social media and virtual technologies into their organizations’ hiring practices.
The document discusses different effective recruitment methods such as social media recruitment, direct advertising, mobile recruitment, video interviewing, company job fairs, internships, employee referrals, and talent sourcing. It also provides details on getting referrals through LinkedIn, including finding the right connection who works at the target company, sending an informative message about the specific job opening, and following up if no initial response.
This document provides an overview and predictions for trends in human resources and talent management in 2015. It discusses how the world of work is changing due to factors like globalization, technology, and demographics. Specifically, it predicts that in 2015 companies will need to:
1. Rethink their approach to talent management to expand beyond traditional programs and focus on providing integrated solutions to address issues like engagement, culture, and skills development.
2. Redesign key HR functions like performance management and the employee experience to better support an increasingly contingent and mobile workforce.
3. Make significant investments in areas like leadership development, talent analytics, and HR technology to adapt to a rapidly changing world of work.
Social media is increasingly being used by both recruiters and candidates in the hiring process. Employers are using platforms like LinkedIn, Facebook, and Twitter to post jobs, research potential candidates, and validate their credentials. Candidates also use these sites to search for employers and learn more about company cultures. Some companies have found social media to be an effective hiring channel, with 60% of one company's senior hires coming through LinkedIn in 2011. Engagement on social media for recruiting purposes involves having a presence on key channels, communicating effectively, and showcasing relevant content to attract top talent.
At the Jobvite Future of Social Recruiting event in Dallas, Texas, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, Jason Daniels, Emilia and Bill Glenn, you will learn everything you need to know about social and the future of recruiting.
This document provides an overview of social business and how organizations are applying social approaches. Some key points:
- Social business involves embedding social tools and practices into organizational activities both internally and externally. This allows for improved knowledge sharing, collaboration, and customer experiences.
- Leading organizations are applying social business to create valued customer experiences, drive workforce productivity and effectiveness, and accelerate innovation.
- To create customer value, companies are using social media to engage and listen to customers, build online communities, and shift marketing and sales online.
- Applying social approaches internally increases transparency, allows experts to more easily share knowledge, and improves collaboration both within and outside the organization.
- While investment in social business is
Collaborative Enterprise & Social Media : definition, reasons & goals, implem...Frédéric Williquet
Enterprise 2.0 involves using social software and technology to facilitate collaboration between employees and with customers. The key goals are to improve collaboration, innovation, and awareness to gain a competitive advantage. Implementing an enterprise collaboration platform can shrink distances between people and information. Reasons to adopt social media internally include dismantling silos, leveraging relationships for ROI, and improving the employee and customer experience. Visualizing networks can help diagnose collaboration challenges and design efficient solutions. Intensive use of social technologies is correlated with market gains and stronger financial performance. Avoiding social networks comes at a cost to relationships and knowledge. The future of social media in organizations involves conversational channels, social search driving value, and work transcending boundaries.
The document provides guidance on pitching talent brand initiatives to CXOs. It emphasizes that C-suite support is crucial, and recommends arming yourself with data on your company's current talent brand performance and the potential benefits of improvement. Specific tactics suggested include highlighting relevant business challenges, showcasing case studies of other companies that strengthened their talent brand, and offering a clear pathway for building talent brand through LinkedIn and employee engagement. The overall goals are to reduce costs, boost retention, and attract more high-quality candidates.
The document summarizes key findings from a 2024 workplace learning report. Some of the main points include:
1) Aligning learning with business goals remains L&D's top focus, while helping employees develop their careers rose to the number 4 priority.
2) The report found that career development, AI skills, and learning are important for employee retention and engagement.
3) Large-scale reskilling programs have had limited success and impact according to the report, with most initiatives still in planning or early stages.
4) The report concludes that dynamic, efficient, and personalized learning tailored to individual career goals may be a better approach for building skills agility.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).