State of sourcing 2015
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The document summarizes the results of a 2015 survey on the state of sourcing. It finds that over half of respondents were from corporate recruiting, while the rest were from third party recruiting firms. Most respondents were individual contributors. The lines between sourcers and recruiters are blurring. Engagement remains a challenge. Sourcers prioritize LinkedIn, personal networks, and applicant tracking systems over other tools. Requisition loads vary significantly depending on factors like company size and position type. Talent acquisition leaders want sourcers focused on placements, qualified candidates, and screening activities. The skills needed for future success include relationship building and an ability to leverage new technologies.
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The organization has a 5-year long-term vision from 2011-2016 to develop a sustainable base for long-term social and development projects, in order to achieve its core mission of sustainable development. It will focus on human rights, health, hygiene, economy, education, and the environment in both its short and long term projects.
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US Staffing Trends | 2015 Global Recruiting Trends
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Linkedin global recruiting trends report 2017
Why read this ?
In order to plan for the future, you need to understand where
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About this survey
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LinkedIn - Global Talent Trends - 2017
Recruiting leaders surveyed globally reported the following key trends:
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2. Hiring volume will increase for many, with a focus on sales, operations, and engineering roles. Quality of hire and time to fill remain top metrics.
3. Most recruiting budgets are spent on traditional tactics like job boards and agencies, though leaders want to invest more in branding and tools.
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The document discusses key talent acquisition trends in India for 2015 based on a survey of over 4,000 talent leaders globally including 300 in India. Some of the main trends highlighted include:
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3. Social professional networks, job boards, and internal candidate databases provide both quality and quantity of hires, and are among the top sources for placements. However, more can be done to track return on investment from different sourcing activities.
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Social networks are increasingly important for recruiting top talent. Employer branding is both a threat from competitors and advantage for companies. Data is being used more to make better hiring and branding decisions. Many companies are focusing on internal hiring to retain top employees. Most organizations have not adequately invested in mobile recruiting despite candidate demand.
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China's recruiting trends in 2016 emphasize quality of hire and relationships. Hiring manager satisfaction is a key quality of hire metric. Social networks and employee referrals are seen as essential trends, with referrals being a top talent source. Employer branding is a high priority, and social media is most effective. Retention is emerging as a concern, but internal hiring is not yet a priority. Overall, China sees opportunities to improve quality of hire measurement and internal mobility.
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This document provides insights from a study of over 10,000 job changers on LinkedIn about why and how people change jobs. Some key findings include:
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The document discusses 5 key trends in global recruiting based on a survey of over 3,300 talent acquisition leaders in 19 countries. The top trends are: 1) Social professional networks are increasingly impacting quality of hire. 2) Employer branding is both a competitive threat and advantage. 3) Data is used to make better hiring and branding decisions. 4) Companies are investing in hiring internally to retain top talent. 5) Companies are figuring out mobile recruiting to engage candidates on all devices. The document provides details on each trend and the actions talent leaders are taking regarding these emerging areas.
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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State of sourcing 2015
- 1. The State of Sourcing in 2015 Jeremy Roberts
- 2. Who Responded to the State of Sourcing Survey? 54% Corporate Recruiting 46% Third Party (RPO / Agency) 670 Responses 32% are leaders 68% are individual contributors
- 3. Themes from the 2015 State of Sourcing Survey • The lines continue to blur between sourcers and recruiters. • Engagement, not identification, continues to be a problem for talent acquisition professionals • Are Sourcers and recruiters wasting time?
- 4. Is your talent acquisition team larger or smaller today than it was this time last year?
- 5. Do you employ sourcers?
- 6. Leaders: Do you plan to increase the number of sourcers on your team in the next 12 months?
- 7. What are sourcers making? RPO
- 8. What are and sourcers making? Agency
- 9. What are recruiters making?
- 10. Specialty does make a difference: Technology Admin / Clerical / Customer Service
- 13. Requisition Loads for Corporate Recruiting How many open requisitions, on average, do you typically have at any one time? (NOTE: you personally, not your department or team) SUMMARY
- 14. Requisition loads for corporate recruiters at companies with over 5000 employees
- 15. Requisition loads for recruiters who focus on administrative / retail
- 16. Requisition Loads for Recruiters focusing on technology positions.
- 17. What’s important to sourcers? 1)LinkedIn 2)Personal Network 3)ATS 4)Job Board 5)Phone
- 18. How much are sourcers and recruiters using paid LinkedIn accounts? Corporate:
- 19. How much are sourcers and recruiters using paid LinkedIn accounts? Third Party:
- 20. Frequency each site is used for sourcing….
- 21. Actual success using these sites…
- 22. How should practitioners determine where to start on a search? Which tool or website first?
- 23. What sourcers do in 2015….
- 24. What “sourcers” do in 2015….
- 25. What “recruiters” do in 2015….
- 26. What do talent acquisition leaders want from sourcers? 1) Placements 2) Qualified Submittals 3) Hiring Manager Interviews 4) Phone screens completed 5) Names in the database
- 27. What are characteristics of a high performing “sourcer” and what are the key activities will they be performing in 3-5 years?
- 28. What skills do practitioners need to nurture to excel in the future?
- 29. What advice do you have for attendees?