Stanton Chase views the talent acquisition process as an ongoing strategic initiative focused on mid and senior level management positions. They utilize a best practices approach including engagement refinement, program assessment and launch, candidate development, research, soft qualification and assessment, coordination of interviews, and feedback and negotiations. The goal is attraction, assessment, and acquisition of top talent as a key business process.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
During first 90 days…meet all senior leadership, hiring managers, and peers.
Gain a better understanding of the successes and challenges they are experiencing regarding talent acquisition.
Discuss and determine expectations, accountability, and what everyone’s role is within the hiring process.
Educate leadership and hiring managers on recruiting tactics and employment branding.
Be a great listener, win respect, build confidence, be proactive, and show reliability.
Discuss with various individuals if the current process has been effective, what strategies are successful, what changes need to be made, and where the company needs to be in the future.
Who is involved with recruiting, have individuals been trained to interview and hire, is the candidate experience consistent, what sourcing strategies are currently in place, etc.
Conduct a needs analysis (current and future openings- 3/6/9/12 months ahead).
Establish search “kickoff calls” with hiring managers.
During first 90 days…develop a nationwide talent acquisition strategy, recruiting process flow map, candidate sourcing strategy, and make sure there is consistency and standardization throughout the process.
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
From ConnectIn, click through to see why the powerful combination of insights and relationships is vital to modern talent acquisition today.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
During first 90 days…meet all senior leadership, hiring managers, and peers.
Gain a better understanding of the successes and challenges they are experiencing regarding talent acquisition.
Discuss and determine expectations, accountability, and what everyone’s role is within the hiring process.
Educate leadership and hiring managers on recruiting tactics and employment branding.
Be a great listener, win respect, build confidence, be proactive, and show reliability.
Discuss with various individuals if the current process has been effective, what strategies are successful, what changes need to be made, and where the company needs to be in the future.
Who is involved with recruiting, have individuals been trained to interview and hire, is the candidate experience consistent, what sourcing strategies are currently in place, etc.
Conduct a needs analysis (current and future openings- 3/6/9/12 months ahead).
Establish search “kickoff calls” with hiring managers.
During first 90 days…develop a nationwide talent acquisition strategy, recruiting process flow map, candidate sourcing strategy, and make sure there is consistency and standardization throughout the process.
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
From ConnectIn, click through to see why the powerful combination of insights and relationships is vital to modern talent acquisition today.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Learn how to use predictive analytics to find out what competencies from your 360 assessment drives real business outcomes (profit, revenue, performance). Strategic Management Decisions (www.smdhr.com) presents their proprietary approach to 360 assessments.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
We represent Elite Management Consultant, fastest growing, multi-interest consulting firm, partnering with various organization both Indian and Multinational.
Currently we are staffed with multifaceted team of consultants who are highly experienced . EMC has gained good network of contacts and a database of quality candidates.
Our ability to attract the best talent has enabled us in achieving great heights. We can manage and assist you in all aspects of human capital management, regardless of your company\'s size.
Consultant,Trainer,Speaker Keynote,Management Balanced scorecard, Performance coach Leadership, Talent management Learning and Development,HR CEO GM Director
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
2. Talent Acquisition - Best Practices
Stanton Chase is distinct
among today’s Executive
Soft
Search firms in that we view Qualify
Assessment
the talent acquisition process Candidate
Development
C.A.T.
Coordination
as an ongoing strategic
PROGRAM MANAGEMENT
CLIENT MANAGEMENT
CLIENT MANAGEMENT
initiative Research Expediting
Our focus is on mid and Engagement
Best
Feedback
Refinement Practices
senior level management
Program Negotiations &
positions with an objective of Assessment Administration
attraction, assessment, and
Program Offer
acquisition as a top business Launch Talent
& Close
Talent
process imperative. Acquisition
Relationship
Management
3. Best Practices - Talent Acquisition Consulting
Best Practices begin by embracing the
philosophy that talent acquisition is an
ongoing process. Engagement
At the commencement of each Refinement
engagement Stanton Chase guides a
detailed talent pursuit exercise. Program
Assessment
This process for each engagement is
initiated with a Talent Detail Document
specific to that position. Program
Launch
Additionally, a detail competitive
landscape review with specific executives
identified is performed
4. Talent Acquisition Consulting -
Program Launch
A qualitative overview of the program that
includes defining the scope, establishing the
structure, designating the key players, and
Engagement
establishing the deliverables. Refinement
We work with our clients to build and
communicate a clear understanding of the
Program
necessary process for hiring the best possible
Assessment
talent.
• Process Review
• Culture Overview Program
Launch
• Values Overview
• Program Timeline Established
• Assignment of Responsibilities
• Technology Integration
• Metrics Review and Monitoring
5. Talent Acquisition Consulting -
Program Assessment
A thorough process that builds awareness
of your firm and its talent needs, challenges,
values, and organization dynamics.
Engagement
The detailed Guidebook process allows a mutual Refinement
understanding that defines the talent acquisition
process.
Program
• Audit Workforce Plan
Assessment
• Perception Survey (EVP-EOC)
• Current Staff Assessment
• Position Reviews Program
• Candidate Acquisition Teams (CAT) Launch
Assignments
• Compensation Benchmarking
• Core Competencies Review
• Talent Marketing Strategy Review
• Establish Initial Action Plan
6. Talent Acquisition Consulting -
Engagement Refinement
For each engagement, we work with
our clients to develop a Talent Detail
Document (TDD). Commencing with Engagement
Research, this guides our attraction, Refinement
assessment, and acquisition of talent.
• Talent Detail Document (TDD) Program
Development & Review Assessment
• Develop Competitive Research Strategies
• Deploy Web Marketing Strategies Program
Launch
• Set Engagement Goals and Timeline
• Define Must-Have and Desirable
Selection Criteria
• Refine CAT Assignments
7. Best Practices - Talent Attraction
Each engagement is custom-built/handled
uniquely which incorporates our extensive
network, current database, and custom
competitive research to insure that we have
presented our client’s opportunities to all Candidate
relevant candidates in the marketplace. Development
• Research Project Document (RPD) is
Created and Defined Research
• Keyhires-based Engagement
Monitoring
• Scripted Introduction of Position to Set
Pool of Candidates
8. Talent Attraction - Research
For each engagement, we work with our clients
to develop a Research Project Document (RPD)
which defines the research sources we will
employ to mine our current database, subscribed-
to databases, and to generate new candidates
from competitors. Candidate
Development
We then identify and refine data, deploy research,
and offer an initial sampling of candidates specific
to the needs of each engagement.
• Fundamental Industry Research (IRP) Research
• Research Principal Competitors (CRP)
• Development of Research Project Document
(RPD)
• Internet Research Strategies
• Primary and Secondary Competitor Mapping
• Research Data Verification and Refinement
• Initial Candidate Sampling
9. Talent Attraction - Candidate Development
This phase initiates discussions between
our consultants, candidates, and clients
that result in a refined search process and
sustained candidate relationships.
Candidate
• Candidate Development and Screening
Development
• Employer of Choice (EOC) Deployment
• Candidate Research Feedback
• Sustained Talent Relationship Research
Management Strategies (Keyhires)
• Market Perceptions Feedback
• Candidate Perception and Motivations
Analysis
• Ongoing Talent Relationships
Established and Maintained
10. Best Practices - Talent Assessment
Proper assessment leads to a higher quality
potential hire.
We transform the pool of qualified
professionals identified via our research Soft Assessment
process to a short list of highly-qualified Qualify
candidates appropriate to the needs of
your firm.
11. Talent Assessment – Soft Quality
Once the Talent Detail Document (TDD) is
completed, refined, and authorized by the
client, we define a pool of candidates that
initially qualify for the position based on the
intersection of their professional Soft Assessment
backgrounds and the skills specified in the Qualify
TDD.
Our goal is that these candidates meet 80%
of the requirements outlined in the TDD.
• Discussion of Candidates’ Motivations
• Initial Assessment Commentary
• Continuous Calibration Process
• Standardized Ten Question Assessment
12. Talent Assessment – Assessment
Once a candidate meets the initial criteria for the
position as defined in the TDD and our client indicates
an interest in pursuing them further, we complete a
thorough, person-to-person assessment that goes
beyond a review of their professional qualifications
to create a clear picture of the candidate’s Soft Assessment
appropriateness as determined by the Stanton Chase Qualify
team.
• Complete Candidate Assessment Document (CAD)
• Extensive Person-to-Person Candidate Interaction
• Informal Reference Checks
• Current Compensation Package (CW)
• Keyhires-Based Presentation of Candidates
• Determination of Interviews
• Calibration Discussions
We then present the top candidates to the client
and determine those that are appropriate to
interview.
13. Best Practices - Talent Acquisition
We maximize the effectiveness of each
interview opportunity through careful
coordination and optimization of the C.A.T.
Coordination
client and candidate experience.
Constant communication with our client Expediting
and key candidates insures that each
phone conversation and face-to-face Feedback
meeting has a productive outcome.
Negotiations &
Administration
Offer
& Close
14. Talent Acquisition – C.A.T. Coordination
The Candidate Assessment Team (CAT) is a
collaborative effort by Stanton Chase, the client
Human Resources team, and client hiring C.A.T.
managers that results in a well-orchestrated Coordination
interview process that keeps the candidate
engaged, challenged, and qualified.
Expediting
The facilitation of an interview process in which
each interviewer focuses on a different aspect of
Feedback
candidate qualification allows for an in-depth
picture of the candidate to emerge.
Negotiations &
• Deploy Stanton Chase’s Eight Interviewing Administration
Objectives
Offer
• Interview Training and Custom Questionnaire & Close
Deployment
• Assign Interviewing Objectives to C.A.T. Members
• C.A.T. Members Post-Interview Debriefs
15. Talent Acquisition - Expediting
Stanton Chase eases the stress of
interviewing candidates and insures a
smooth process. C.A.T.
Coordination
We alleviate many of the “headaches”
associated with interviewing by facilitating Expediting
all logistical aspects including:
• Communication with Candidates and
Interviewers Feedback
• Implementing Travel Plans Negotiations &
Administration
• Directing Transportation To and From
the Interview Offer
& Close
• Meeting Coordination
16. Talent Acquisition - Feedback
We seek ongoing feedback from our clients and
candidates to insure that our deliverables match their
expectations.
C.A.T.
Coordination
By consistently reviewing the process at the close of
each engagement, we are able to address ongoing
talent acquisition needs and strategies. Expediting
At the conclusion of each engagement, we offer
immediate feedback regarding talent acquisition best
practices. Feedback
• Report Metrics
Negotiations &
• Review Processes and Activities with Senior Administration
Management
Offer
• Assess Candidate Acquisition Team (CAT) & Close
Performance
• Refinement of Approaches and Strategies
• Candidate Feedback (Candidate Debriefs)
• Review of Research and Competitor Mapping
17. Talent Acquisition -
Negotiations & Administration
Stanton Chase facilitates all logistical
aspects of composing an offer to the
candidate on behalf of clients, resulting in C.A.T.
Coordination
a 80% or higher offer-to-acceptance ratio.
• Review Compensation Worksheet (CW) Expediting
with CAT Members
• Facilitate Relocation Package, When Feedback
Applicable
Negotiations &
• Candidate and Client Expectations Administration
Management Offer
& Close
• Facilitate Client Presentation of
Compensation Package
18. Talent Acquisition – Offer & Close
Proper coordination during this critical
phase of the process should facilitate a win-
win for candidates and clients. C.A.T.
Coordination
Stanton Chase is involved in every aspect of
the Offer and Close including: Expediting
• Foreseeing Any Challenges to
Candidate Acceptance Feedback
• Timely Extension of Official Offer Negotiations &
Administration
• Review and Negotiation of Counter-
Offer, When Applicable Offer
& Close
• Agreement to Close by Candidate
and Client
19. Best Practices - Keyhires TM
TM
Acquiring your company’s Keyhires
requires a deep understanding and
firm commitment to the talent
acquisition process.
Strategy, process improvement
training, and continuous self-
evaluation are all key components to
win the “War for Talent.”
Talent
Talent
Relationship
Acquisition
Management
20. Keyhires - Talent Relationship Management
TM
We insure that our clients are
competitively positioned to attract,
acquire, and retain the best possible talent
by identifying the right candidate for the
right position at the right company
• Continuous Talent Acquisition Process
Improvements
• Regular Communications With Top
Talent Talent
Talent
• Periodic Talent Message Management Acquisition
Relationship
• Candidate Acquisition Team (CAT) Management
Reviews
• Review and Analysis of Metrics
• Regular Review of EOC Branding
Strategies
21. Keyhires - Talent Acquisition
TM
In order to maximize your return on investment
in the talent acquisition process, we
continuously work with our clients to
understand how the industry and candidates
perceive their company.
Periodic review of the Program Launch
Guidebook heightens the awareness of the
importance of talent acquisition as a top
business initiative.
• Workforce Planning Talent
Talent
Relationship
• Industry Perception Management Acquisition
Management
• Sustained Talent Sales and Marketing
Strategies
• Refine Employee Value Proposition (EVP)
• Continuous Talent Acquisition Process
Improvement Training