By infusing human capital management processes with social, mobile, analytics and cloud technologies, companies can hire the right people at the right time — and then keep them.
Recruitment and selection, Recruitment polic, Promotion and Transfers, Placem...Santhanalaxmi Karthikvel
This material contain the collection of material related to recruitment and its policy. The selection process and the types of promotion and transfers. The criteria for promotion is also added. The material concludes with concept of Quality of Work Life
Identify the key stages in the recruitment process.
Discuss the importance of developing a job analysis and job descriptions.
Outline the different types of recruitment strategies.
List the advantages and disadvantages of different recruitment strategies.
Recruitment and selection, Recruitment polic, Promotion and Transfers, Placem...Santhanalaxmi Karthikvel
This material contain the collection of material related to recruitment and its policy. The selection process and the types of promotion and transfers. The criteria for promotion is also added. The material concludes with concept of Quality of Work Life
Identify the key stages in the recruitment process.
Discuss the importance of developing a job analysis and job descriptions.
Outline the different types of recruitment strategies.
List the advantages and disadvantages of different recruitment strategies.
This Presentation discuss about the meaning of recruitment, features of recruitment, steps in recruitment process, recruitment policy, recruitment organisation, source of recruitment and the methods of recruitment.
The aim of the study is to find the average waiting time of the candidate who attends the selection process into the organization. The purpose of the study is to analyze how many rounds the candidates gone through for the specific job role and also to determine the hit rate of the specific job profile in the recruitment and selection process. It also helps to determine the effective process and result towards short listing the candidate through difference sources. This report analyses the level of satisfaction towards the recruitment process by the respondents.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
This Presentation discuss about the meaning of recruitment, features of recruitment, steps in recruitment process, recruitment policy, recruitment organisation, source of recruitment and the methods of recruitment.
The aim of the study is to find the average waiting time of the candidate who attends the selection process into the organization. The purpose of the study is to analyze how many rounds the candidates gone through for the specific job role and also to determine the hit rate of the specific job profile in the recruitment and selection process. It also helps to determine the effective process and result towards short listing the candidate through difference sources. This report analyses the level of satisfaction towards the recruitment process by the respondents.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
The purpose of this webinar is to help understand how Oracle Talent Management can help organizations in identifying, developing, evaluating & retaining its employees, ensure the standard maintenance procedures, define performance measurement systems and how to use cascading of objectives
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
Capgemini Consulting: Using Digital Tools to Unlock HR’s True PotentialCapgemini
In this Capgemini Consulting research report we look at why talent has gone digital and HR has not. We also outline how HR can unlock its true potential through digital tools.
By leveraging newly available data and new
analytic tools, HR leaders will be better able to help
their organisations create value across a broad
spectrum of potential, thereby enhancing their
own role and stature in the process.
Upcoming Trends and Challenges in Human Resource ManagementCeline George
One such disparity shown over technology is Human Resource Management. As the stream totally revolves around human resources, there is always a resist for deeper penetration of the technology. People fear that technology might outway them in carrying business operations. However, with HR tools like HR software in workplaces, people have started gradually adapting to technology.
Here are the challenges and trends that Human Resource Management will witness in the coming days.
Read More: https://www.openhrms.com/blog/upcoming-trends-and-challenges-in-human-resource-management
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
According to our research, manufacturers are well ahead of other industries in their IoT deployments but need to marshal the investment required to meet today’s intensified demands for business resilience.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
In recent years, insurers have invested in technology platforms and process improvements to improve
claims outcomes. Leaders will build on this foundation across the claims landscape, spanning experience,
operations, customer service and the overall supply chain with market-differentiating capabilities to
achieve sustainable results.
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Green Rush: The Economic Imperative for SustainabilityCognizant
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Memorandum Of Association Constitution of Company.ppt
SMACking Talent Acquisition
1. SMACking Talent
Acquisition
By infusing human capital management
processes with social, mobile, analytics and cloud
technologies, companies can hire the right people
at the right time — and then keep them.
| FUTURE OF WORK
2. Executive Summary
As workforce demographics shift and average employee
tenure shrinks, the competition for hiring the best job
candidates is fierce and getting more so every day. As such,
human capital management (HCM) directors and recruitment
professionals face a host of challenges, including:
• Difficulty attracting “best fit” job candidates to the
organization.
• Inability to reach candidates that fit job profiles for critical
roles at the moment of need.
• Frustration of desirable candidates due to complex
processes.
• Misalignment of localized recruitment and hiring processes
with the needs of a global organization.
• Inflated cost-per-hire or inability to assess talent
acquisition costs.
The millennial generation (or “digital natives”) grew up with
social and mobile technology and led the way in adopting
these technologies. But today, job hunters across demographic
groups often begin their interactions with employers via the
social Web, where they expect to become familiar with the
employer’s culture and “brand,” learn about available job
opportunities and even directly engage with employers.
To cost-effectively transform talent acquisition processes
— including talent forecasting, candidate assessment,
job profiling and interacting with desirable candidates —
organizations need to leverage solutions based on social,
mobile, analytics and cloud technologies (the SMAC Stack™).
The advanced capabilities of the SMAC Stack are critical
to realizing a return on investment on talent acquisition
2 FUTURE OF WORK
September 2013
3. transformation initiatives and are key to helping organizations
jump ahead of their competitors by attracting and retaining
the right employees.
This white paper offers a prescription for modernizing key
talent acquisition processes, including pre-assessment
surveying, candidate sourcing, candidate assessment, prehiring and onboarding.
SMACKING TALENT ACQUISITION
3
4. The War for Talent
Sign of the times: The list of companies with the highest employee attrition rates
include an array of the highest profile and best-performing companies in existence
today, including Amazon and Google, according to a recent report from PayScale.1
Even for these iconic brands, median employee tenure rates are about one year,
according to the report. If these high-flyers can’t retain their largely millennial
employee base with their lavish benefits and flexible work styles, one wonders,
what company can?
To resolve the new retention issues that they
face, employers need to look toward the front
end of their talent management lifecycle.
There is no question that millennial workers have a different mindset from their
predecessors about employment and what they expect from the workplace (see
sidebar, page 5). To resolve the new retention issues that they face, employers
need to look toward the front end of their talent management lifecycle. Talent
management comprises three areas: talent acquisition; talent development
and deployment; and workforce engagement and retention (see Figure 1). While
challenges exist in all three phases, many companies struggle at the very beginning
of the cycle. For instance, they fail to conduct adequate pre-hire assessments, and
they spend too little time creating job profiles and formal competency frameworks.
Skipping these critical steps will lead to hiring and retention problems down the
line, which can result in escalating costs. This is particularly true when you consider
the high cost of recruiting and hiring talent, which can equal $3,500 per new hire in
indirect and direct costs for U.S. companies, even at the entry level.2 If companies
Talent Management Framework
Governance
and Data
yee
nt
plo geme
Em ana
M
Employee/M
Self-Ser anag
vice e
r
Management
Case
Talent
Acquisition
Talent
Workforce
Development Engagement
and
and
Deployment
Retention
Be
ne
fit s
Pa
yro
ll
Social and Mobile
Workforce Planning and Analytics
Figure 1
4 FUTURE OF WORK
September 2013
5. Quick Take
The Mood of Millennials
With millennials entering the workforce, employers need to offer flexible new approaches to getting work done, as well as understand emerging
market needs. A recent Cognizant survey of millennial workers revealed several insights about
the new workforce (see Figure 2), including the
following developments:
• Millennials value career growth far more than
training opportunities or work-life balance
programs, and they equate international
work opportunities with career growth.
say in their day-to-day activities.
• This demographic is less brand-loyal than its
older counterparts.
• To
hire best-in-class talent, companies are
seeking candidates across the globe to form
virtual teams.
• Virtual employees are looking for more than
just a phone call to stay connected with each
other.
• Millennial employees are looking for a greater
The Millennial Mindset
A recent Cognizant survey revealed the following about millennial attitudes about
employment.
If you are currently employed, how long do you
intend to stay in that job?
27%
Less than 1 year
42%
1 year to 3 years
3 years to 5 years
17%
Greater than 5 years
Do not hold a job
12%
2%
What would be the most important factor
when you evaluate a job opportunity?
35%
Opportunity to grow
and make a difference
How important is international work
experience to your career progression?
33%
Competitive pay,
benefits and
incentives
4%
Other
13%
Values that align
with my own
14%
16%
Not
Important
84%
Important
Work-life balance
The survey was conducted in 2012-2013, using Survey Monkey to field an online questionnaire
of over 1,000 college students’ attitudes toward employment.
Source: Cognizant Community Survey, 2013
Figure 2
SMACKING TALENT ACQUISITION
5
6. with high attrition rates could extend average tenures by just a year, they could
reduce costs significantly and improve overall business performance.
Talent scarcity — particularly in areas such as technology and engineering — is
another trend driving HCM and human resources executives to rethink their talent
management strategies. According to ManpowerGroup’s 2013 Talent Shortage
Survey, 35% of employers report difficulty in filling jobs due to a lack of available
talent — the biggest shortage since the start of the global recession.3 And more
than half of employers now believe that talent acquisition is increasingly competitive, compared with just 20% in 2009, according to a survey by the Chartered
Institute of Personnel and Development (CIPD).4 The talent shortage will only grow
as the first wave of baby boomers hits retirement age; according to Scot Melland,
CEO of Dice Holdings, even if baby boomers delay retirement, there aren’t enough
younger workers to take their places.5
An aging workforce and shrinking talent pool is a prevalent global challenge. A
February 2013 report by the Canadian news journal The Globe and Mail reported
that for the first time in Canadian history, retirees will outnumber people entering
the workforce in the country this year.6
The Changing Face of Talent Acquisition
Meanwhile, talent acquisition itself has changed radically in recent years, brought
about by the always-on connectivity of the mobile Web and proliferation of social
media use, among other developments. Roughly one-half of all U.S. organizations, according to published reports, have decreased their spending on recruiting
agencies and turned to newer tools, such as professional networking sites, social
media and CRM tools, as lower cost alternatives to help build their brands as
employers and attract job candidates.
Techniques that leading companies are incorporating into their talent acquisition
strategies include increasing job flexibility, leveraging analytics tools to predict
staffing needs and validate employment plans, enabling virtual teams with
technology, conducting candidate assessments via video and recruiting where
candidates are located (see Figure 3).
Initiatives to redefine talent acquisition are greatly aided by the application of
SMAC technologies.
Trends Force a Rethink of Talent Management
Key Trends
Employee loyalty on the decline
Competition for talent on the rise
Sources for talent are shifting
Unsuitable applications
clutter the process
Cost of hiring remains high
Figure 3
6 FUTURE OF WORK
September 2013
Elements of a Redefined Strategy
Enable flexibility to improve
employee satisfaction
Leverage technology to drive retention
Use analytics to predict staffing needs
Enable a boundaryless workplace
Go to where the candidates are
7. Social Media
Employers are discovering that “relationship-centric” acquisition strategies are at
the heart of talent discovery (see Figure 4). According to Dice’s Melland, this entails
identifying and nurturing qualified candidates — for example, by using the social
Web and networking with online communities — and staying engaged with them
over time to develop pools of talent “that can be drawn upon as needed,” he says.7
Leveraging social tools can move organizations ahead of their peers in winning
the competition for the best global talent. An example is TiVo’s social recruiting
strategy.8 As a relatively small organization with big-brand recognition, TiVo wanted
to create a recruitment process that would attract candidates who exemplified the
strengths of its own culture. This entailed creating a candidate experience that
incorporated elements of its corporate identity, from its career site to the e-mail
templates used for candidate-to-employer communications. TiVo also leverages
social recruiting software that not only enables sourcing from social networks and
niche sites frequented by desired talent, but also encourages employee referrals
by easing the process of sending job application invitations to employees’ social
networks. Today, one-third of new hires now come through referrals, meeting TiVo’s
goal of attracting workers who really “get” the company brand and understand its
culture.
The Cloud
The cloud also offers many opportunities for transforming talent acquisition. Cloudbased delivery of software applications, for example, can help companies consolidate disparate talent management systems. These nonintegrated systems can lead
to data integrity issues and frustration for job-seekers needing to fill out duplicate
entries for two different jobs. Moving a dozen applications to one or two in the cloud
greatly streamlines maintenance and cuts costs for IT. Furthermore, consolidating
onto the cloud can potentially help normalize business processes across systems.
Applications based in the cloud can help clarify internal-facing processes, as well.
Our clients report receiving thousands of resumes for a single job posting, and yet
they have no efficient way to screen these large volumes of candidates because
Employer Branding Enables Better Relationships
Workforce
Requirements
Sourcing Strategies
Candidate Success
Profile
Target Talent Supply
Employer Branding
=
Identify
Prospects
Leading
Employer
Brands
Match
to open
job(s)
Build
Relationship
Proactive
Sourcing
Make Jobs “Social”
Establish
Relationship
Publishing jobs on
social and professional
networking sites.
Nurture Talent
Communities
Generate
Referrals
Building and maintaining
sticky relationships with
the world’s talent.
Figure 4
SMACKING TALENT ACQUISITION
7
8. they did not create job profiles or competencies. Cloud-based apps that incorporate
social tools and can be accessed via mobile devices can help. Many companies are
seeking assistance around building the right job competencies, understanding their
job profiles and leveraging social, mobile and analytics to identify and attract the
right candidates.
Additionally, cloud-based applications are opening the door to capabilities that
previously would have been unaffordable, such as pre-assessment testing. Long
known as an effective practice for candidate selection, preassessment testing
was validated in 1998 in a landmark study that proved a link between economic
gains and improved hiring methods.9 According to the study, a company with 1,000
retail or contact center associate hires could generate a $15 million annual pretax
profit improvement (i.e. 1,000 x $15,000/year) by leveraging preassessments that
contained predictive validity measures. These measures might include general
aptitude scores tied to job profiles, job knowledge tests and a variety of other
structured assessment job predictors. Today, the cloud puts preassessment within
reach for most companies by cutting the cost — traditionally $300 to $500 per
assessment — by 75% or more.
Analytics
Analytics is also fueling innovative approaches to candidate sourcing, including the
following:
• Forecast workforce requirements: Predictive analytics provide deep insight into
the business’s recruitment needs — who is needed, where they are needed, when
they are needed — even before business managers realize them. Different forecasting simulations based on historical demand and economic scenarios will help
the business remain flexible over time and realign with changing needs. These
forecasts can range from projecting short-term demand for hourly employees to
projecting workforce demand for the next five to 10 years.
• Conduct root cause analysis of attrition: The recruitment function can use
data modeling to analyze and understand the factors contributing to employee
attrition and then act pre-emptively to build mitigating factors into competency
profiles for new roles.
• Target available talent supplies: Organizations can use qualitative and quanti-
tative information to build a detailed map of the supply of talent in a particular
locale, in order to better visualize talent pool availability and employability; talent
pool size and fresh graduate supply; skill pool by industry; and trends and forecasted reports for future supply expectations.
• Define candidate success profiles: Using predictive modeling, employers can
match the right candidate to the right job by identifying the traits that distinguish
high performers. Potential candidates can be matched against a list of predictors
of performance generated from current employee data. Success profiles can also
include predictors of the candidate’s likelihood of accepting a job offer.
Talent Acquisition for Today’s Workplace
Companies that excel at talent acquisition work with SMAC technologies to
understand exactly who their targeted workforce is and reinforce their relationship with this desired talent pool. A good example is Nike, Inc. When the consumer
brand giant decided to improve its talent acquisition in China, for example, it used a
team of 11 recruiters in China working alongside more than 15 agencies to interface
with a cloud-based recruitment system. According to HR Magazine, the on-demand
system enriches the candidate experience by integrating external career sites with
Nike’s internal site and also helps the talent acquisition team better screen, select
8 FUTURE OF WORK
September 2013
9. Quick Take
SMAC Talent Acquisition in the Real World: Case Studies
• Succession
We worked with a large food distribution
company that used seven nonintegrated systems
to support its HCM processes. Over time, the
disparate systems led to frustrations due to poor
data quality, duplicate data, manual generation
of reports and an overall poor user experience.
The company also needed to decrease its operational costs by reducing the number of full-time
employees required to support the various applications, licenses and training.
planning for critical roles and
visibility throughout the organization.
• Greater employee participation and empowerment.
• Effective and efficient business execution.
Home Cooking
We have also worked to transform our own talent
acquisition processes. Following years of significant growth, we implemented a cloud-based
applicant tracking system (ATS) to help identify,
manage and onboard targeted job candidates
and to smooth the process for candidates and
new hires (see Figure 5). The ATS functions as a
strategic repository and communication tool for
candidate relationship management, enabling
us to source, mine and hire new employees. Key
elements of the ATS include:
We advised the company on a strategy and design
for integrating its human capital processes and
systems. In addition to creating a Web home page
to function as a one-stop shop for all employees’
HR needs, we also embedded features such as
videos, tutorials and self-help materials into the
envisioned HCM solution.
The key elements of this project are expected to
include:
• Support for multiple languages.
• Improved recruiter productivity.
• Reduced operational costs.
• Enabling of strategic service initiatives
• Integrated HCM processes.
• Consolidation of multiple talent management
to
attract high-caliber candidates in the external
market.
systems down to one.
• Simple user interface and greater employee
use of self-service.
• Ability to interface with social channels,
• Better insight through robust reporting tools.
• Improved data integrity.
• Learning management system (LMS) installed
including job boards, online communities and
executive search firms.
throughout the organization.
Social Recruitment
Oracle HCM / Taleo
helped Cognizant grow
from less than 10,000
employees to over
160,000
employees
worldwide
Career Portal on
www.cognizant.com
Resume Mirror
Identity
Management
System
PeopleSoft 9.1 Footprint
Whizza Visa
Processing
Talent
Acquisition
Manager
Workforce
Administration
Track Global
Assignments
Benefits
Vendors
Base
Compensation
Variable
Compensation
Total
Compensation
ADP in
U.S. & UK
Base Benefits
Manage
Competencies
ePerformance
Enterprise
Learning
Employee/
Manager
Self Service
Payroll Interface
CRM
Salary Revision
Bolt-On
Promotion
Bolt-On
Performance
Management
Bolt-On
Data
Repository
ESA
Module
Other third-party
applications such as PMOs,
Prolite, eForecaster Data
Figure 5
SMACKING TALENT ACQUISITION
9
10. and manage a large volume of applications through a highly standardized recruitment workflow.10 The end goal is to build talent communities and stimulate direct
applications.
As this example shows, technology alone does not deliver business results; success
lies in coupling technology with HCM process transformation to deliver measurable
business results, including rapid onboarding and increased efficiency. The SMAC
Stack is driving this revolution on the system side: Social is becoming the new norm
for attracting talent and interacting with candidates; cloud-based solutions are
providing an intuitive user interface and nimble extensibility; and adding analytics
to HR processes allows for better decision-making and achievement of high-impact
results.
Transforming talent acquisition processes to take advantage of these advanced
capabilities is the critical path for achieving results and return on investment.
Figure 6 illustrates a fully automated talent acquisition lifecycle, along with the
ideal process flow.
Next Steps
To begin transforming your talent acquisition processes via SMAC, consider the
following steps:
• Assess the current state of your talent acquisition processes, including recruitment forecasting, candidate sourcing and onboarding.
• Conduct one or more talent management surveys to identify how successful your
company is in its hiring practices.
• Analyze which area(s) will yield the biggest impact.
The ability to attract and retain the right employees is fast becoming a market differentiator. Organizations that can infuse their talent acquisition processes with social,
mobile, analytics and cloud technologies will be ahead of the pack in attracting the
best candidates.
10 FUTURE OF WORK
September 2013
11. Footnotes
1
“Companies with the Least Loyal Employees,” PayScale,
http://www.payscale.com/data-packages/employee-loyalty.
2
“The Cost of Hiring a New Employee,” Investopedia, July 25, 2011, http://www.investopedia.com/
financial-edge/0711/the-cost-of-hiring-a-new-employee.aspx.
3
“The Great Talent Shortage Awakening: Actions to Take for a Sustainable Workforce,” ManpowerGroup, 2013, http://www.manpowergroup.com/wps/wcm/connect/3335c8e9-8b90-4496-adccaf1e6ca28d6d/2013_Talent_Shortage_WP_FNL_US_hi.pdf?MOD=AJPERES.
4
“Talent Acquisition Crisis: Bridging the Talent Gap,” Monster.com, http://hiring.monster.com/hr/hrbest-practices/recruiting-hiring-advice/employee-sourcing-strategies/closing-the-talent-gap.aspx.
5
Scot Melland, “The Future of Recruiting: Impact of the Social Web,” DICE,
http://resources.dice.com/report/impact-social-web/.
6
Joe Friesen, “Retirees Set to Outnumber Canada’s Youth for First Time,” The Globe and Mail, Feb.
18, 2013, http://www.theglobeandmail.com/news/national/retirees-set-to-outnumber-canadasyouth-for-the-first-time/article8783751/ April 24, 2013.
7
Scot Melland, “The Future of Recruiting: Impact of the Social Web,” DICE,
http://resources.dice.com/report/impact-social-web/.
8
“TiVo Reaches the Right Audience with Jobvite,” Jobvite case study,
http://demo.jobvite.com/recruit/downloads/Jobvite-Case-Study-TiVo.pdf.
9
F.L. Schmidt and J.E. Hunter, “The Validity and Utility of Selection Methods in Personnel Psychology:
Practical and Theoretical Implications of 85 Years of Research Findings,” Psychological Bulletin,
124, 262—274, 1998.
10
David Woods, “Nike Accelerates its Recruitment and Talent Strategy in Asia,” HR Magazine, Dec.
9, 2011, http://www.hrmagazine.co.uk/hro/news/1020571/nike-accelerates-recruitment-talent-strategy-asia#sthash.rJ50r3CD.dpuf.
About the Authors
James (Jimmy) Livingston is a Vice President in Cognizant Business Consulting, guiding strategy
services for clients in the retail, travel and technology spaces. He specializes in business transformation, using enabling technology to drive strategy, business process reengineering, and
portfolio migration to leading-edge technology platforms. In most industries today — where a
focus on innovation, consumers, fiscal discipline and operational excellence is paramount — the
effective use of IT is a critical component of the enterprise value chain that has a substantial
and lasting impact on business performance. James developed the Future of Work readiness
diagnostic, analysis and strategy framework called the Cognizant Index of Future Readiness.
Using this approach, he helps clients prioritize opportunities, rapidly execute implementation
plans and build an environment to enable the Corporate Operating Model using technologies such
as social, mobile, analytics and cloud. He can be reached at James.Livingston@cognizant.com |
Linkedin: http://www.linkedin.com/pub/jimmy-livingston/9/94a/545.
Arlene DeMita is Cognizant’s Senior Practice Director, Enterprise Application Services, Cloud HCM.
She has more than a decade of outsourcing and management consulting experience within HR,
learning, HCM and talent management. Arlene has worked with major corporations in financial
services, technology, healthcare, energy, telecommunications, consumer retail and life sciences.
Prior to joining Cognizant, Arlene was a global offer lead at Accenture and led the company’s
Talent Development and Learning BPO Practice. Arlene has also held positions at Convergys and
VeriSign. She has a Master of Health Service Administration and a B.A. in Humanities, and in 2012,
she participated in the Smith College Executive Leadership Consortium. She can be reached at
Arlene.DeMita@cognizant.com | Linkedin: http://www.linkedin.com/in/ademita.
SMACKING TALENT ACQUISITION
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