The document summarizes the key findings of the 10th Annual CareerXroads Source of Hire Report. Some of the main points include:
1) Nearly 65% of all openings are filled through internal movement and referrals, making them the top sources of hire.
2) Job boards, while reported to be declining, still help attribute over 75% of hires to the top three sources.
3) Social media's impact is growing, both directly and indirectly through other sources like referrals and networking.
4) Understanding how different sources interact and influence each other is important for measuring their full impact on hiring.
This document discusses the Indian labor market and proposes a solution to connect low-wage workers with job opportunities. It notes that rural workers make up about 60% of the workforce but often lack adequate information about jobs. An idea is presented for a job hunting platform that would use a toll-free telephone system to connect workers without internet access to employers via an online job portal. The platform would also provide verification of workers and development programs to address issues like high attrition rates. Feedback is requested to further develop this proposed solution to help low-wage workers find reliable jobs.
Engage Blue Collar Employee for better productivityipuneetg
This document discusses the importance of understanding a company's workforce through periodic tracking studies. It proposes conducting a study to better understand employee attitudes, behaviors, and satisfaction levels in order to address labor problems. The study would identify areas needing improvement and monitor changes over time. This is important because labor shortages are causing unrest, safety issues, and lost productivity. Without independent data on employee perceptions, management relies on assumptions and biased information, missing early warning signs. A systematic study providing structured data on the workforce can help engage employees, reduce unrest, ensure safety, and increase productivity and profits.
Indian workers are more engaged than global averages, with 34% fully engaged and 13% disengaged. Career development and training are the top factors influencing satisfaction and contribution for Indian employees. While 65% of Indian workers plan to remain with their employer in 2008, fully engaged employees are less committed to staying than global averages. Development opportunities, feedback, and clarity on job expectations are most important across engagement levels but priorities shift based on engagement. Overall, Indian employees demonstrate high satisfaction but retention depends on continued opportunities and growth.
This document provides a summary of key findings from a 2013 source of hire report. Some of the main findings include:
1. Data collection methods for sources of hire have not kept up with the increasing complexity of sources, resulting in incomplete and inaccurate data.
2. Respondents reported hiring 8.6% fewer US full-time employees in 2012 but expect to hire 17.5% more in 2013, indicating a trend of onshoring jobs.
3. The top source of hire is current employees filling open roles (42% of hires), followed by employee referrals (around 25,000 hires or 18% of external hires).
4. Sources of hire like social
This article was published in CommsMea November 2017. It studies the future of the executive search industry in the face of the potential disruption from AI.
Employee Poaching and Career Advancement: A Study on CUSAT Alumni’sNimisha Nandan
This document summarizes a study on employee poaching among alumni of CUSAT (Cochin University of Science and Technology) in India. The study used questionnaires and interviews to understand perceptions of employee poaching and its effects on career advancement and employee morale. Employee poaching is common in competitive industries like IT and can help companies recruit experienced talent, but it may damage organizational culture and employee loyalty if used frequently as a hiring strategy. The study found that while poaching may provide short-term career gains, it often hurts employees' careers in the long-run by creating an image of disloyalty and lack of commitment.
Report shows the interdependence of various source of hires and how organisations should recognise that candidates are usually influenced not by a single source anymore.
Contingent Worker Forecast and Supply Report.
Inside This Issue:
DCR National Temp Wage Index
Hopelessly Unemployed: A Missed Population in Calculation
Unemployment Rate Through a Different Perspective
Underemployed College Graduates: A Talent Demand & Supply Mismatch
Health Care Staffing
DCR Survey: Temp Contribution Through Social Media and Crowdsourcing, 2012-13
Social Media Strategy and Metrics & Measurement
This document discusses the Indian labor market and proposes a solution to connect low-wage workers with job opportunities. It notes that rural workers make up about 60% of the workforce but often lack adequate information about jobs. An idea is presented for a job hunting platform that would use a toll-free telephone system to connect workers without internet access to employers via an online job portal. The platform would also provide verification of workers and development programs to address issues like high attrition rates. Feedback is requested to further develop this proposed solution to help low-wage workers find reliable jobs.
Engage Blue Collar Employee for better productivityipuneetg
This document discusses the importance of understanding a company's workforce through periodic tracking studies. It proposes conducting a study to better understand employee attitudes, behaviors, and satisfaction levels in order to address labor problems. The study would identify areas needing improvement and monitor changes over time. This is important because labor shortages are causing unrest, safety issues, and lost productivity. Without independent data on employee perceptions, management relies on assumptions and biased information, missing early warning signs. A systematic study providing structured data on the workforce can help engage employees, reduce unrest, ensure safety, and increase productivity and profits.
Indian workers are more engaged than global averages, with 34% fully engaged and 13% disengaged. Career development and training are the top factors influencing satisfaction and contribution for Indian employees. While 65% of Indian workers plan to remain with their employer in 2008, fully engaged employees are less committed to staying than global averages. Development opportunities, feedback, and clarity on job expectations are most important across engagement levels but priorities shift based on engagement. Overall, Indian employees demonstrate high satisfaction but retention depends on continued opportunities and growth.
This document provides a summary of key findings from a 2013 source of hire report. Some of the main findings include:
1. Data collection methods for sources of hire have not kept up with the increasing complexity of sources, resulting in incomplete and inaccurate data.
2. Respondents reported hiring 8.6% fewer US full-time employees in 2012 but expect to hire 17.5% more in 2013, indicating a trend of onshoring jobs.
3. The top source of hire is current employees filling open roles (42% of hires), followed by employee referrals (around 25,000 hires or 18% of external hires).
4. Sources of hire like social
This article was published in CommsMea November 2017. It studies the future of the executive search industry in the face of the potential disruption from AI.
Employee Poaching and Career Advancement: A Study on CUSAT Alumni’sNimisha Nandan
This document summarizes a study on employee poaching among alumni of CUSAT (Cochin University of Science and Technology) in India. The study used questionnaires and interviews to understand perceptions of employee poaching and its effects on career advancement and employee morale. Employee poaching is common in competitive industries like IT and can help companies recruit experienced talent, but it may damage organizational culture and employee loyalty if used frequently as a hiring strategy. The study found that while poaching may provide short-term career gains, it often hurts employees' careers in the long-run by creating an image of disloyalty and lack of commitment.
Report shows the interdependence of various source of hires and how organisations should recognise that candidates are usually influenced not by a single source anymore.
Contingent Worker Forecast and Supply Report.
Inside This Issue:
DCR National Temp Wage Index
Hopelessly Unemployed: A Missed Population in Calculation
Unemployment Rate Through a Different Perspective
Underemployed College Graduates: A Talent Demand & Supply Mismatch
Health Care Staffing
DCR Survey: Temp Contribution Through Social Media and Crowdsourcing, 2012-13
Social Media Strategy and Metrics & Measurement
Opportunities In Staffing Executive Summaryandrewrizi
The document provides an overview of a research study on staffing firms, clients, and job candidates. Some key findings include:
- Staffing firms have an opportunity to better engage with clients and candidates through social media, as many clients/candidates are on platforms like LinkedIn but few engage with staffing firms online.
- Satisfaction with staffing firms among clients declined slightly in 2010 after improvements in previous years, with promoters dropping from 41% to 30%.
- Content marketing through company websites and webinars is an effective strategy for staffing firms to engage with and provide value to clients.
Global talent trends and the role of Recruitment agenciesPeter Cosgrove
The document discusses global trends in recruitment agencies and talent management. It notes that recruitment agencies play an important role in helping companies find talent more easily. The recruitment agency market is large and growing, with Europe, the US, and Japan being the largest markets. Employers use agencies to find hidden talent, save time in hiring, improve their brand, and gain expertise in new markets. Jobseekers use agencies to access opportunities, get advice, and find flexible work arrangements. For agencies to thrive, they need to specialize, demonstrate their value online, and focus on building talent networks rather than just providing CVs.
Hays Journal 20 - Seven things we learnt from McAfee’s President EMEAHays
Hays Journal 20 - Seven things we learnt from McAfee’s President EMEA
In this Hays Journal article, Adam Philpott, EMEA President of cybersecurity business McAfee, discusses how his organisation is adapting its talent strategy to new technologies in order to adapt to the future of work.
Read the Hays Journal to find out more: www.hays-journal.com
This document provides a summary of the online talent marketplace landscape. It discusses how Talent Neuron assists companies with location analysis and site selection by providing data and insights on locations, talent pools, costs, universities and peer companies. The summary also overview's Talent Neuron's capabilities and approach to data gathering through proprietary technology and human experts. It notes that the online talent market is expected to grow significantly with increasing adoption by large enterprises.
This document discusses stress among women employees in the Business Process Outsourcing (BPO) sector in India. It notes that the BPO industry has experienced rapid growth and demand for female workers. However, women face unique stressors working in this sector. They have to balance work responsibilities with household duties. Additionally, women face issues like societal prejudices regarding working in BPOs, glass ceilings limiting their career advancement, security concerns regarding transportation especially at night, and gender discrimination from employers including unequal treatment and compensation. The document examines these various stress generator factors affecting women in the Indian BPO industry.
Will Hutton's Fair Pay Review recommends reforming senior public sector pay to be more performance-related rather than capped. It suggests at least 10% of basic pay be withheld until year-end performance objectives are met. Additionally, the NHS staff survey found a large increase in the number of staff receiving appraisals in 2010 compared to 2009. Finally, the CIPD argues that youth unemployment in the UK has been overstated, with the actual figure being closer to one in eight 16-24 year olds rather than the commonly reported one in five.
A comparative analysis of human capital efficiency of public and private bank...Alexander Decker
This document analyzes the human capital efficiency of public and private banks in India from 2005-2010. It finds that both public and private banks increased their human capital and value added during this period, with private banks seeing larger growth. While public banks have made efforts to improve, like restructuring and employee development programs, they still need more flexible hiring and ability to terminate unproductive employees. There is also a need for accounting standards that better measure and report banks' intellectual capital in financial statements. The study aims to do a comparative analysis of human capital efficiency between public and private Indian banks over this period.
11.a comparative analysis of human capital efficiency of public and private b...Alexander Decker
The document analyzes the human capital efficiency (HCE) of public and private banks in India from 2005-06 to 2009-10. It finds that:
1) Both public and private banks saw increases in human capital and value added over the period. However, value added increased at a higher rate than human capital for both.
2) On average, private banks had higher HCE than public banks, but the gap between them decreased significantly over time as public banks undertook initiatives to improve efficiency.
3) While public banks have made efforts to compete with private banks, they still need more flexible recruitment and ability to terminate unproductive employees to better utilize human capital.
4) There is
Traditionally - like every year - we have prepared a summary of ten most important (in our opinion) phenomena which will shape the future of the human development sector. This publication has been compiled on the basis on dozens of conversations, participation in about twenty conferences, a thorough analysis of reports that came to light over the past months. Most important information and conclusions come directly “from the field” – from our Customers as well as Trainers and Consultants, who have executed hundreds of House of Skills and e-learning.pl projects, cooperating with organizations in whole Poland.
Worldwide Recruitment Solutions (WRS) provide staffing solutions including Talent Acquisition, Permanent and Contract Recruitment, Global Mobility and RPO Managed Services to many of the world's leading Mining companies. With offices in the UK, Abu Dhabi, Singapore, South Africa, USA and Kurdistan, we are able to place contract and permanent candidates in every country.
This document promotes a LinkedIn recruitment training program called the Linked Recruitment and Headhunting Total Profits Blueprint. It claims the program will teach recruiters to find hidden candidates on LinkedIn and attract hiring clients, allowing them to earn and achieve more. The program focuses on strategic searching, company branding, and profile optimization to position recruiters as experts in their niche. Graduates are said to save time searching, get multiple job placements, and increase their commissions.
Employee referral programs allow existing employees to refer potential candidates for open positions. This reduces recruitment costs and time while improving hire quality, as referred candidates often perform better and stay longer. Common benefits include higher retention rates and return on investment. Successful programs clearly communicate the referral process and incentives to employees and obtain supervisor participation. Companies like Accenture and IBM have highly effective referral programs that provide substantial cost savings and quality hires. Referral programs create a win-win for employers, employees and candidates.
By rolling out an effective, monitored and well-managed word of mouth marketing program, you can ensure maximum returns on your referral incentives and build a rabid brand ambassador base ready to mobilize on the streets for your business.
But what actually goes in to a successful referral marketing program? In this presentation, you’ll learn the techniques you need to get your program off the ground and start generating a wave of brand ambassadors to mobilize and promote your brand.
The 5 Levels of Talent Mining from SourceCon 2010 DCGlen Cathey
My SourceCon 2010 DC Keynote at the International Spy Museum on the 5 Levels of Talent Mining. I explore the value of human capital data, how talent mining has significant advantages over the predictive control of candidate variables when compared to other methods of sourcing candidates, and what I believe to be the future of sourcing, which is Talent Intelligence and Analytics.
Best practice strategies to clean up and maintain your database with Hether G...Blackbaud Pacific
In this webinar Hether Ghelf, Blackbaud Pacific’s Senior Consultant & Project Manager, discusses a best practice approach to database cleaning and continued maintenance.
Cleansing your data can have an immediate impact on your business by increasing retention and response rates, decreasing the volume of mail returned from post, and ensuring mail is reaching your organisation’s constituents.
View the recording here: https://www.blackbaud.com.au/notforprofit-events/webinars/past
RMG Selection China Talent-flow Report AbstractSerena Guo
The document summarizes key findings from a 2013 report on talent flow in China's employment market. Some of the main findings include:
1) Over 30% of respondents changed jobs in 2012, with private sector employees more likely to job hop than state-owned enterprises.
2) Most job hoppers earned between 10,000-40,000 RMB monthly and did so to increase salaries by at least 20%.
3) Nearly 60% of prospective candidates were open to changing jobs through headhunters rather than direct employer contacts. Headhunters played a large role in recruiting, especially for higher income earners.
Recruiters are changing their strategies in 2010 in response to improving economic conditions and hiring demands. While budgets are not increasing significantly, recruiters are focusing on proactive methods like social media, employee referrals, and directly engaging passive candidates to find qualified talent more quickly. The top challenges for recruiters are finding qualified candidates and meeting hiring demands with limited budget and staff increases. Recruiters will rely more on current teams and innovative online tools that allow direct engagement with potential job candidates.
Companies that clearly understand the talent available in-house and effectively gauge the talent available outside the organization will be better positioned to access and obtain the workforce they need—this is what we call the ‘Supply Chain of Talent’ framework.
To gain a better understanding of your Supply Chain of Talent, KellyOCG compiled this research report with the Human Capital Institute.
2015 CareerXroads Source of Hire ReportCareerXroads
Since 2001 CareerXroads has annually published a highly anticipated Source of Hire report. Each of these lab reports cover thousands of hires per year and effectively shares the research and survey results grouped by job family, geography, level and industry.
Източници за намиране на работа - проучване на CareeXroads (Sources of hire 2...Nikola Tzokev
Източници за намиране на работа - проучване на CareeXroads (Sources of hire 2013)
Проучването показва, че едва 18% от назначените през 2012 г. американци са намерили работата си чрез сайтове за работа от типа на jobs.bg. От Jobvite добавят, че тенденцията е низходяща, т.е. делът на наетите чрез тях ще продължи да намалява.
Начин за намиране на работа №1 е препоръката от познат, който работи във фирмата, търсеща служител. Той е подействал за 24.5% от наетите през 2012 г. в САЩ.
23.4% от наетите са кандидатствали чрез сайта на компанията, в която са искали да постъпят на работа.
In order to build and maintain an engaged workforce, it is crucial to stay up to date on recognition trends to drive employee engagement into 2013 and beyond. Utilizing key statistics and case studies, this e-book will focus on the top 2013 recognition trends as well as provide you with the tools to implement best practices in your own organization.
Opportunities In Staffing Executive Summaryandrewrizi
The document provides an overview of a research study on staffing firms, clients, and job candidates. Some key findings include:
- Staffing firms have an opportunity to better engage with clients and candidates through social media, as many clients/candidates are on platforms like LinkedIn but few engage with staffing firms online.
- Satisfaction with staffing firms among clients declined slightly in 2010 after improvements in previous years, with promoters dropping from 41% to 30%.
- Content marketing through company websites and webinars is an effective strategy for staffing firms to engage with and provide value to clients.
Global talent trends and the role of Recruitment agenciesPeter Cosgrove
The document discusses global trends in recruitment agencies and talent management. It notes that recruitment agencies play an important role in helping companies find talent more easily. The recruitment agency market is large and growing, with Europe, the US, and Japan being the largest markets. Employers use agencies to find hidden talent, save time in hiring, improve their brand, and gain expertise in new markets. Jobseekers use agencies to access opportunities, get advice, and find flexible work arrangements. For agencies to thrive, they need to specialize, demonstrate their value online, and focus on building talent networks rather than just providing CVs.
Hays Journal 20 - Seven things we learnt from McAfee’s President EMEAHays
Hays Journal 20 - Seven things we learnt from McAfee’s President EMEA
In this Hays Journal article, Adam Philpott, EMEA President of cybersecurity business McAfee, discusses how his organisation is adapting its talent strategy to new technologies in order to adapt to the future of work.
Read the Hays Journal to find out more: www.hays-journal.com
This document provides a summary of the online talent marketplace landscape. It discusses how Talent Neuron assists companies with location analysis and site selection by providing data and insights on locations, talent pools, costs, universities and peer companies. The summary also overview's Talent Neuron's capabilities and approach to data gathering through proprietary technology and human experts. It notes that the online talent market is expected to grow significantly with increasing adoption by large enterprises.
This document discusses stress among women employees in the Business Process Outsourcing (BPO) sector in India. It notes that the BPO industry has experienced rapid growth and demand for female workers. However, women face unique stressors working in this sector. They have to balance work responsibilities with household duties. Additionally, women face issues like societal prejudices regarding working in BPOs, glass ceilings limiting their career advancement, security concerns regarding transportation especially at night, and gender discrimination from employers including unequal treatment and compensation. The document examines these various stress generator factors affecting women in the Indian BPO industry.
Will Hutton's Fair Pay Review recommends reforming senior public sector pay to be more performance-related rather than capped. It suggests at least 10% of basic pay be withheld until year-end performance objectives are met. Additionally, the NHS staff survey found a large increase in the number of staff receiving appraisals in 2010 compared to 2009. Finally, the CIPD argues that youth unemployment in the UK has been overstated, with the actual figure being closer to one in eight 16-24 year olds rather than the commonly reported one in five.
A comparative analysis of human capital efficiency of public and private bank...Alexander Decker
This document analyzes the human capital efficiency of public and private banks in India from 2005-2010. It finds that both public and private banks increased their human capital and value added during this period, with private banks seeing larger growth. While public banks have made efforts to improve, like restructuring and employee development programs, they still need more flexible hiring and ability to terminate unproductive employees. There is also a need for accounting standards that better measure and report banks' intellectual capital in financial statements. The study aims to do a comparative analysis of human capital efficiency between public and private Indian banks over this period.
11.a comparative analysis of human capital efficiency of public and private b...Alexander Decker
The document analyzes the human capital efficiency (HCE) of public and private banks in India from 2005-06 to 2009-10. It finds that:
1) Both public and private banks saw increases in human capital and value added over the period. However, value added increased at a higher rate than human capital for both.
2) On average, private banks had higher HCE than public banks, but the gap between them decreased significantly over time as public banks undertook initiatives to improve efficiency.
3) While public banks have made efforts to compete with private banks, they still need more flexible recruitment and ability to terminate unproductive employees to better utilize human capital.
4) There is
Traditionally - like every year - we have prepared a summary of ten most important (in our opinion) phenomena which will shape the future of the human development sector. This publication has been compiled on the basis on dozens of conversations, participation in about twenty conferences, a thorough analysis of reports that came to light over the past months. Most important information and conclusions come directly “from the field” – from our Customers as well as Trainers and Consultants, who have executed hundreds of House of Skills and e-learning.pl projects, cooperating with organizations in whole Poland.
Worldwide Recruitment Solutions (WRS) provide staffing solutions including Talent Acquisition, Permanent and Contract Recruitment, Global Mobility and RPO Managed Services to many of the world's leading Mining companies. With offices in the UK, Abu Dhabi, Singapore, South Africa, USA and Kurdistan, we are able to place contract and permanent candidates in every country.
This document promotes a LinkedIn recruitment training program called the Linked Recruitment and Headhunting Total Profits Blueprint. It claims the program will teach recruiters to find hidden candidates on LinkedIn and attract hiring clients, allowing them to earn and achieve more. The program focuses on strategic searching, company branding, and profile optimization to position recruiters as experts in their niche. Graduates are said to save time searching, get multiple job placements, and increase their commissions.
Employee referral programs allow existing employees to refer potential candidates for open positions. This reduces recruitment costs and time while improving hire quality, as referred candidates often perform better and stay longer. Common benefits include higher retention rates and return on investment. Successful programs clearly communicate the referral process and incentives to employees and obtain supervisor participation. Companies like Accenture and IBM have highly effective referral programs that provide substantial cost savings and quality hires. Referral programs create a win-win for employers, employees and candidates.
By rolling out an effective, monitored and well-managed word of mouth marketing program, you can ensure maximum returns on your referral incentives and build a rabid brand ambassador base ready to mobilize on the streets for your business.
But what actually goes in to a successful referral marketing program? In this presentation, you’ll learn the techniques you need to get your program off the ground and start generating a wave of brand ambassadors to mobilize and promote your brand.
The 5 Levels of Talent Mining from SourceCon 2010 DCGlen Cathey
My SourceCon 2010 DC Keynote at the International Spy Museum on the 5 Levels of Talent Mining. I explore the value of human capital data, how talent mining has significant advantages over the predictive control of candidate variables when compared to other methods of sourcing candidates, and what I believe to be the future of sourcing, which is Talent Intelligence and Analytics.
Best practice strategies to clean up and maintain your database with Hether G...Blackbaud Pacific
In this webinar Hether Ghelf, Blackbaud Pacific’s Senior Consultant & Project Manager, discusses a best practice approach to database cleaning and continued maintenance.
Cleansing your data can have an immediate impact on your business by increasing retention and response rates, decreasing the volume of mail returned from post, and ensuring mail is reaching your organisation’s constituents.
View the recording here: https://www.blackbaud.com.au/notforprofit-events/webinars/past
RMG Selection China Talent-flow Report AbstractSerena Guo
The document summarizes key findings from a 2013 report on talent flow in China's employment market. Some of the main findings include:
1) Over 30% of respondents changed jobs in 2012, with private sector employees more likely to job hop than state-owned enterprises.
2) Most job hoppers earned between 10,000-40,000 RMB monthly and did so to increase salaries by at least 20%.
3) Nearly 60% of prospective candidates were open to changing jobs through headhunters rather than direct employer contacts. Headhunters played a large role in recruiting, especially for higher income earners.
Recruiters are changing their strategies in 2010 in response to improving economic conditions and hiring demands. While budgets are not increasing significantly, recruiters are focusing on proactive methods like social media, employee referrals, and directly engaging passive candidates to find qualified talent more quickly. The top challenges for recruiters are finding qualified candidates and meeting hiring demands with limited budget and staff increases. Recruiters will rely more on current teams and innovative online tools that allow direct engagement with potential job candidates.
Companies that clearly understand the talent available in-house and effectively gauge the talent available outside the organization will be better positioned to access and obtain the workforce they need—this is what we call the ‘Supply Chain of Talent’ framework.
To gain a better understanding of your Supply Chain of Talent, KellyOCG compiled this research report with the Human Capital Institute.
2015 CareerXroads Source of Hire ReportCareerXroads
Since 2001 CareerXroads has annually published a highly anticipated Source of Hire report. Each of these lab reports cover thousands of hires per year and effectively shares the research and survey results grouped by job family, geography, level and industry.
Източници за намиране на работа - проучване на CareeXroads (Sources of hire 2...Nikola Tzokev
Източници за намиране на работа - проучване на CareeXroads (Sources of hire 2013)
Проучването показва, че едва 18% от назначените през 2012 г. американци са намерили работата си чрез сайтове за работа от типа на jobs.bg. От Jobvite добавят, че тенденцията е низходяща, т.е. делът на наетите чрез тях ще продължи да намалява.
Начин за намиране на работа №1 е препоръката от познат, който работи във фирмата, търсеща служител. Той е подействал за 24.5% от наетите през 2012 г. в САЩ.
23.4% от наетите са кандидатствали чрез сайта на компанията, в която са искали да постъпят на работа.
In order to build and maintain an engaged workforce, it is crucial to stay up to date on recognition trends to drive employee engagement into 2013 and beyond. Utilizing key statistics and case studies, this e-book will focus on the top 2013 recognition trends as well as provide you with the tools to implement best practices in your own organization.
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.
Social Recruiting for IT Consulting Made Simple | by Bullhorn Reach Evangelis...Steven Duque
WATCH THE RECORDED WEBINAR TO HEAR THE TALKING POINTS HERE: https://www1.gotomeeting.com/register/708185208
Maybe you’re looking for better ways to target good java developers, infrastructure architects or other candidates with specialized skill sets. Or, perhaps you’re trying to convey your consultancy’s unique workplace culture to set yourself apart from the competition.
The document discusses the evolving role of business analysts and strategies for an online portal targeting business analyst job opportunities in India. It finds that the business analyst role now encompasses skills beyond documentation and IT, with analysts found in business units, IT departments, and change management. There is high demand for business analytics skills and salaries over $84,000 on average. An online portal is proposed to connect graduating students and professionals in India with business analyst job openings, as internet and job portal usage is growing rapidly in both urban and rural areas. The portal would focus on the largest markets of Karnataka, Maharashtra, and Tamil Nadu as most openings are located there.
Ibm smarter workforce Unlock the people equation using workforce analytics to...Pauline Mura
Enabling the workforce to drive the business
IBM Talent and Change services and Smarter Workforce
solutions combine market-leading talent management
and social collaboration tools with the power of workforce
science and advanced analytics. They enable
organizations to attract, engage and grow topperforming
talent, create an engaging social and
collaborative culture, and connect the right people to get
work done. We help organizations build an impassioned
and engaged workforce and deeper client relationships
leading to measurable business outcomes.
J U N E 8 , 2 0 1 7!3 Trends That Will Disrupt Your .docxchristiandean12115
J U N E 8 , 2 0 1 7
!
3 Trends That Will Disrupt Your Workplace
Forever
by Andrew Dugan and Bailey Nelson
Story Highlights
Many millennials don't stay with their company for the long term
The AI revolution is here, and leaders are unprepared for it
Amid many changes, workplace planning and forecasting are increasingly vital
The "future of work" has become a much-hyped topic as change permeates the U.S. workplace.
Millennials view work in markedly different ways than the generations before them did, and
technology and artificial intelligence (AI) are rewriting workflows.
Understandably, these rapid changes leave leaders wondering: What will workplaces look like in the
future, and how are those differences affecting my workplace now?
Leaders are smart to ask these questions because with change comes the need to adapt -- and
leaders don't want to find out the hard way that their workplace management strategies are no
longer effective.
Gallup has been studying the American workplace for decades. Our recent research has uncovered
three disruptive workplace trends that demand leaders' focus and innovative strategies sooner
rather than later:
1. Millennials now represent the largest generation in the U.S. workforce -- and many don't
stay with their company for the long term.
For most employers, millennials now outnumber employees from the Generation X and baby
boomer generations. Millennial workers have a lot to offer, including more diversity, tech savviness
and a fresh perspective. The trick is getting them to stay with your company.
Gallup's 2016 How Millennials Want to Work and Live report revealed that 21% of millennials -- more
than three times the number of non-millennials -- switched jobs in the last year. Gallup also found
that only half of millennials strongly agree that they plan to be working at their current company in
one year.
But compared with those from other generations, millennials are as satisfied or more satisfied with
nearly all aspects of their job. Gallup uncovered this trend in a recent analysis of three overarching
job aspects: the tangible rewards a job brings, the demands a job imposes on a person and the
opportunities a job offers.
Satisfaction With Aspects of Job, by Generation
% saying "completely satisfied" with aspect of job
Gen Xers and baby boomers Millennials
% %
TANGIBLE REWARDS
Vacation time 61 52
Health insurance benefits 40 44
Retirement plan company offers 39 43
Amount of money you earn 32 34
DEMANDS JOB REQUIRES
On-the-job stress 30 28
Amount of work required of you 53 56
Flexibility of your hours 65 59
OPPORTUNITY JOB OFFERS
Chances for promotion 43 40
http://www.gallup.com/reports/199961/state-american-workplace-report-2017.aspx?utm_source=gbj&utm_medium=copy&utm_content=20170608-gbj
http://www.gallup.com/businessjournal/194204/millennials-job-hoppers-not.aspx?&utm_source=link_newsv9&utm_campaign=item_211799&utm_medium=copy
http://www.gallup.com/reports/189830/millennials-work-liv.
The document discusses six key workforce trends for 2017: 1) The blended workforce of full-time, freelance, and contract workers will continue to grow as more companies hire flexible talent; 2) Companies will work to improve job applicant and employee experiences to attract and retain top talent; 3) Use of talent analytics to measure and improve hiring will increase; 4) National average starting salaries are up as demand increases for skilled workers; 5) More millennials will move into management roles, focusing on collaboration and transparency; 6) The number of "boomerang" workers who return to former employers will continue rising. Understanding these changing workforce trends is crucial for companies to adapt and survive.
Based on the 2011 Nonprofit Employment Trends Survey, the sector finds its entry to mid-level positions from inside the organization but often goes outside the organization for senior and executive level positions. Is this the best approach and what does survey data reveal about sector talent management programs?
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 the key findings from CareerXroads' 9th Annual Source of Hire Study. It finds that in 2009, referrals were the top source of hire at 26.7%, followed by job boards at 13.2% and career fairs at 6.9%. It also notes that sources of hire have shifted significantly over time, with newspapers previously being the top source. The document recommends improving data collection methods and obtaining a more holistic view of hiring channels to better understand sources of hire.
The document discusses how organizations spent $35 billion on staffing and recruiting agencies in 2015 despite having internal HR departments. It notes that hiring external agencies is common across countries and industries. While recruiting agencies generated $500 billion in revenue that year, $35 billion came from placing permanent candidates. The document argues that relying so heavily on external agencies for hiring amounts to organizations "robbing" themselves, and that HR departments have the resources and technology to handle recruitment internally but are not involved in strategic discussions or used for hiring as needed.
48 Harvard Business ReviewMay–June 201948 Harvard Business Rev.docxblondellchancy
48 Harvard Business ReviewMay–June 201948 Harvard Business ReviewMay–June 2019
Harvard Business Review
May–June 2019 49Harvard Business ReviewMay–June 2019 49Photographs by JOHN KUCZALA
Your Approach to
Hiring Is All Wrong
B U S I N E S S E S H AV E N E V E R done as much hiring as they do today.
They’ve never spent as much money doing it. And they’ve never
done a worse job of it.
For most of the post–World War II era, large corporations went
about hiring this way: Human resources experts prepared a detailed
job analysis to determine what tasks the job required and what
attributes a good candidate should have. Next they did a job evalu-
ation to determine how the job fit into the organizational chart and
how much it should pay, especially compared with other jobs. Ads
were posted, and applicants applied. Then came the task of sorting
through the applicants. That included skills tests, reference checks,
maybe personality and IQ tests, and extensive interviews to learn
more about them as people. William H. Whyte, in The Organization
Man, described this process as going on for as long as a week before
Peter Cappelli
Professor,
the Wharton School
Outsourcing and algorithms won’t
get you the people you need.
50 Harvard Business ReviewMay–June 2019
subcontractors can scan websites that
programmers might visit, trace their
“digital exhaust” from cookies and
other user-tracking measures to iden-
tify who they are, and then examine
their curricula vitae.
At companies that still do their own
recruitment and hiring, managers
trying to fill open positions are largely
left to figure out what the jobs require
and what the ads should say. When
applications come—always electron-
ically—applicant-tracking software
sifts through them for key words that
the hiring managers want to see. Then
the process moves into the Wild West,
where a new industry of vendors offer
an astonishing array of smart-sounding
tools that claim to predict who will be
a good hire. They use voice recogni-
tion, body language, clues on social
media, and especially machine learning
algorithms—everything but tea leaves.
Entire publications are devoted to what
these vendors are doing.
The big problem with all these new
practices is that we don’t know whether
they actually produce satisfactory hires.
Only about a third of U.S. companies
report that they monitor whether their
hiring practices lead to good employees;
few of them do so carefully, and only
a minority even track cost per hire and
time to hire. Imagine if the CEO asked
how an advertising campaign had gone,
and the response was “We have a good
idea how long it took to roll out and
what it cost, but we haven’t looked to
see whether we’re selling more.”
Hiring talent remains the number
one concern of CEOs in the most recent
Conference Board Annual Survey;
it’s also the top concern of the entire
executive suite. PwC’s 2017 CEO survey
reports that chief exe ...
Poor hiring decisions can be costly for businesses. Two-thirds of companies reported a bad hire negatively impacted their business in the past year, with nearly a quarter reporting a cost of over $50,000 per bad hire. Bad hires result in lost time and money for training replacement employees, lower productivity, and negatively impact employee morale and client relations. Employers are exploring new ways to research candidates to help prevent costly hiring mistakes.
El cuerpo humano es una obra de arte. Cada persona es única y hermosa a su manera. El tatuaje y el piercing son formas de expresión personal que algunos usan para celebrar su individualidad y belleza natural.
Copacabana é um bairro localizado na zona sul da cidade do Rio de Janeiro, famoso por suas praias de areia branca e águas cristalinas, atraindo turistas de todo o mundo.
Florianópolis, la capital del estado de Santa Catarina en el sur de Brasil, está ubicada en la isla de Santa Catalina y el continente, los cuales están conectados por puentes. A pesar de sus más de cien playas bañadas por el Océano Atlántico, Florianópolis ofrece varias atracciones para visitantes de todo tipo y es uno de los lugares más populares del país.
El documento describe el barrio de La Boca en Buenos Aires, conocido por sus casas pintadas de colores vivos y por ser el lugar de origen del tango. Originalmente fue un barrio de emigrantes pobres que pintaban sus casas con sobrantes de pintura de barcos, dando lugar a su apariencia colorida única. Además, fue en La Boca donde surgió el baile del tango que se volvió tan influyente en la cultura de Buenos Aires y el mundo.
El Cementerio de La Recoleta en Buenos Aires, Argentina alberga los restos de numerosas figuras históricas argentinas como Eva Perón, presidentes y otros personajes importantes. Con más de 5 hectáreas, contiene 4700 bóvedas y miles de esculturas de diferentes estilos arquitectónicos, convirtiéndolo en una galería de arte al aire libre. El cementerio se encuentra en el distinguido barrio de La Recoleta y es un popular lugar de esparcimiento en la ciudad.
1) The document discusses anti-bribery policies among large global companies. It reports that 39% of companies in the S&P Global 1200 index reported having an anti-bribery policy, while fewer than 24% of S&P 500 companies reported the same.
2) Materials companies had the highest rate of anti-bribery policies at 46%, while consumer discretionary companies had the lowest rate at 29%.
3) European companies led their global peers, with 61% reporting an anti-bribery policy, compared to 54% for North American companies and 30% for Asian-Pacific companies.
Este documento presenta un estudio de la composición nutricional de 25 tapas españolas tradicionales acompañadas de cerveza. Incluye fichas nutricionales de cada tapa con sus ingredientes, modo de preparación, valor nutricional y maridajes recomendados. Además, analiza la historia de las tapas y su relación con la cerveza, y ofrece conclusiones sobre las características nutricionales de este tipo de aperitivos.
The document discusses a roundtable discussion between PwC and senior executives from several leading global companies on the topic of operational controllership. Operational controllership is evolving from a focus on technical accounting and financial reporting to taking on more strategic roles in driving simplification, standardization, cost savings and revenue growth. This evolution presents opportunities to better leverage operational controllers' skills across functions, but also challenges in organizational structure, culture and career paths. Key points discussed include the varying definitions and organizational structures of operational controllership functions; the cultural challenges of changing focus; and the importance of the CFO's role in overseeing the function.
Famosos y sus autos // Famous and their automobilesGuillermo Velasco
The document shows photos of famous Hollywood stars from the early 20th century to present day posing with or driving luxury vehicles from various manufacturers such as Rolls-Royce, Cadillac, Buick, Packard, Lincoln, Mercedes, Bentley, Bugatti, and Ferrari. The stars range from Charlie Chaplin, Joan Crawford, Babe Ruth, Clark Gable, Errol Flynn, Cary Grant, John Wayne to more recent celebrities like Tom Cruise, Nicolas Cage, Paris Hilton, and Renee Zellweger.
O documento elogia a BMW Vision como uma obra de arte fantástica e espetacular, sem necessidade de comentários adicionais. O silêncio fala por si sobre a qualidade do carro.
This document summarizes the key findings of Ernst & Young's 2010 global transfer pricing survey of over 800 multinational enterprises. The survey found that transfer pricing is an increasingly important tax issue, with audits becoming more frequent, intrusive, and focusing on financing and service transactions. Companies are taking a more coordinated approach to documentation but still face challenges from ongoing changes to rules and rising risks of penalties. Business restructurings will also bring greater tax considerations in coming years.
The document summarizes accounting implications of Venezuela eliminating its preferential foreign exchange rate. It discusses that entities with bolivar-denominated transactions must determine the appropriate exchange rate for remeasurement. It also notes the elimination may affect valuation of Venezuelan government bonds indexed to exchange rates. Entities are expected to provide robust disclosure on Venezuela operations, including exchange rates used and gains/losses from rate changes.
1. CareerXroads Source of Hire Report March 2011
10th Annual CareerXroads Source of Hire Report:
By the Numbers
Survey & Report Authors: Gerry Crispin and Mark Mehler, co-founders CareerXroads
With all the effort and money chasing prospects, the time invested to keep them warm, screen and select them, it is easy to forget
that:
nearly 65% of all openings are filled through internal movement and referrals.
Job boards are not dead. They help take the total attributed to three sources over 75%.
Social media’s impact is growing – indirectly and especially among the sources we label Direct Sourcing.
More questions are sure to be raised by this year’s survey results than there are answers to be found – but that is the general idea.
The set of conclusions from our February, 2010 9th Annual SOH Report is still valid. The 2010 data presented here merely underlines
the need to continue improving how we measure the interaction of multiple sources i.e. the channels of influence that result in a hire.
And now on to the numbers…
www.careerxroads.com 1
2. CareerXroads Source of Hire Report March 2011
200 Number of specific individuals in large, competitive, well-
branded firms that CareerXroads asked to supply their
source of hire data during January, 2011.
36 Number of respondents who completed the survey. No
specific industry or region was over represented. Hospitals,
Government and Non-profits were not represented.
1,321,182 The number of US employees reported to be employed in
the firms that responded.
132,779 The total number of F/T US positions filled by responding
firms.
1,458 Number of recruiters in the firms that responded.
62,833 Number of positions filled in 2010 by 30 companies due to
movement or promotion. (Six respondents did not track or
could not track internal movement due to broken ATS,
changing ATS or other reasons.)
69,946 Number of positions filled during 2010 from external
sources by all 36 companies.
7919 Number of Interns that 34 of the respondents employed in
2010
28.2% Average percent of eligible interns that 28 of the
respondents reported hiring in the last year. (Respondents
reported hiring from 0% to 90% of their interns.)
54.3% Percent of Internal openings that were classified as exempt.
57.6% Percent of External openings that were classified as
exempt.
www.careerxroads.com 2
3. CareerXroads Source of Hire Report March 2011
50% of the companies say they ‘touch’ every hire.
www.careerxroads.com 3
4. CareerXroads Source of Hire Report March 2011
60% of survey respondents do not outsource.
(RPO = Recruitment Process Outsourcing)
www.careerxroads.com 4
5. CareerXroads Source of Hire Report March 2011
13.5% (on average) of their workforce is contingent.
The distribution is something else altogether. This report
does not include how firms or their partners source
contingent hires.
25% of firms do not know the size of their contingent
population.
www.careerxroads.com 5
6. CareerXroads Source of Hire Report March 2011
45.7% & 65.7% of survey respondents who respectively
report they have ‘Master Contracts’ with vendors to supply
hourly & P/T or professional contract (Sales, IT, Engineering)
labor.
www.careerxroads.com 6
7. CareerXroads Source of Hire Report March 2011
50.3% of ALL hires were filled from internal movement by
the 30 firms that tracked both internal and external sources.
Internal Movement is the #1 Source of Hire. It is the second
year in a row that internal movement was attributed to at
least 50% of the positions filled.
www.careerxroads.com 7
8. CareerXroads Source of Hire Report March 2011
27.5% of hires are attributed to Referrals. Referrals are the
#1 Source of External Hires.
Where oh where are the “Social Media” hires? Read on.
www.careerxroads.com 8
9. CareerXroads Source of Hire Report March 2011
10.3 Number of referrals it takes to make one hire. Only 16
firms were able to supply the total number of referrals
they made in 2010: 223,940. They attributed 21,978
hires to these referrals.
45% Percent of survey respondents who attribute ALL (100%)
of their referral hires to their employees.
47.2% Percent of firms surveyed that reported they make 1-
20% of their hires from Alumni referrals.
51.7% Percent of firms surveyed that reported they make 1-
20% of their hires through referrals from vendors,
customers, and sources other than employees and
alumni.
www.careerxroads.com 9
10. CareerXroads Source of Hire Report March 2011
88.5% of the firms surveyed consider social media part of their
Direct Sourcing efforts.
Cold Calling is equally embedded in the corporate sourcers’ tool kit.
www.careerxroads.com 10
11. CareerXroads Source of Hire Report March 2011
38.9% of firms manage prospects and candidates with social
media tools. (A recent but separate study of Fortune 500
firms noted 45% include links to social media embedded on
the career page sections.)
36.1% survey respondents not engaged in social media or
pipeline development.
www.careerxroads.com 11
12. CareerXroads Source of Hire Report March 2011
Only one source is attributed for each hire despite the belief
that multiple-sources are believed in play
Survey respondents offered their opinion about the relative
impact (High, Medium, Low) that their Corporate Career
Site, Social Media initiatives and Employee Referral
programs have on hires attributed to other sources. The
resulting nine combinations shown in Figure 11 were
further analyzed and the two most pervasive influences,
Social Media and Employee Referrals, are shown below
(Figure 12) with their impact in descending order.
www.careerxroads.com 12
13. CareerXroads Source of Hire Report March 2011
Four sources – Direct Sourcing, College, Rehires
(Boomerangs) and Job Boards – where the attributed hires
are also likely to be the result of social media and employee
referral influences.
The degree and extent that social media is having an impact
will become easier to measure as individual firms describe,
document and share their results.
www.careerxroads.com 13
14. CareerXroads Source of Hire Report March 2011
29.4%-66.7% of responding firms do not track hires attributable to
Linkedin, Facebook, Twitter, specialized mobile and social media
campaigns and other SEO and SEM initiatives.
Hires that are attributed to the tools noted in Figure 13 vary widely
from firm to firm.
Understanding relevant search results has been a strength of
aggregate and niche job board models. Corporations would be wise
to spend more efforts on measuring the impact of SEO/SEM. It is
our belief that many firms source much further down the channel
and thus lose opportunities to begin at the beginning.
A noteworthy number: 101,000,000
Number of global searches on Google for ‘jobs’ last month. (Source:
Google Keyword Tool. From Davis Advertising, 2011 Second Annual
Survey of Job Posting Sites, Chris Taylor)
www.careerxroads.com 14
15. CareerXroads Source of Hire Report March 2011
As seen here, 88.9% of survey respondents attribute at least
one hire to Monster during 2010.
Collectively, companies attribute 24.9% of external hires to
job boards (see Figure7).
Reports of Job Boards’ death are, perhaps, premature.
www.careerxroads.com 15
16. CareerXroads Source of Hire Report March 2011
52.8% of firms say their job board hires are predominantly
from postings not resume searches.
www.careerxroads.com 16
17. CareerXroads Source of Hire Report March 2011
55.3% of respondents said that Employee Referrals are
“Productive” or “Very Productive” sources of diversity hires.
www.careerxroads.com 17
18. CareerXroads Source of Hire Report March 2011
80% of firms rely on self-report as one of their methods
acquiring source of hire data. However, fewer than 25%
indicated self-report and nothing else.
www.careerxroads.com 18
19. CareerXroads Source of Hire Report March 2011
It takes 826 visitors to your Career Site (on average) to obtain one
hire. This excellent Jobs2web slide (Figure 18) helps to illustrate that
the 18.8% hires attributed to Company Career Sites (Figure 7) very
likely came from somewhere else.
As part of the channel in which prospects become candidates, a
company career site’s influence will increasingly be as a dock to
close, confirm or tie-in the relationship you’ve begun elsewhere.
Career sites are critical but they are more likely to be the end point
not the beginning or middle. How many of these nearly 1 in 5 hires
can better be attributed to other sources?
Effectively measuring the influence of every source allows for
investment in the channels that offer the best yields.
One more number for you:
10 - Number of years Gerry Crispin & Mark Mehler have collected source of hire data from our colleagues for this CareerXroads annual report.
Do not hesitate to write, question or discuss these results.
Mark Mehler & Gerry Crispin
732-821-6652
mmc@careerxroads.com
www.careerxroads.com 19