This document discusses how to improve relationships between talent leaders/recruiters and hiring managers. It notes that strong relationships between these groups are critical for hiring success. However, many recruiters and hiring managers feel misunderstood by each other. The document outlines three touchpoints in the hiring process - job scope, candidate slate/interviewing, and offer/onboarding - and provides strategies recruiters can use at each stage to better meet hiring managers' needs and build trust. Measuring and continually improving the relationship is also emphasized.
Managing Your Hiring Managers for Successful RecruitingNewton Software
In this webinar, Newton co-founder and talent acquisition leader, Joel Passen, shares his step-by-step guide to building a strong relationship with your hiring managers and keeping them engaged throughout the key stages of the recruitment process.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
Managing Your Hiring Managers for Successful RecruitingNewton Software
In this webinar, Newton co-founder and talent acquisition leader, Joel Passen, shares his step-by-step guide to building a strong relationship with your hiring managers and keeping them engaged throughout the key stages of the recruitment process.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
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.
Omni's Award Winning Recruitment Process Outsourcing RPO SolutionInSource Talent Ltd
An overview of Omni's flagship Recruitment Process Outsourcing (RPO) solution.
By taking one easy step you can recruit the best talent, at the lowest possible cost, in the quickest possible time!
We can significantly reduce the effort expended by your HR department and your business. Not to mention taking away all the hassle of agency cold calls or managing your own direct channels.
The benefits of outsourcing your recruitment are significant and tangible....
Gain consistency, control and visibility of your recruitment
Have the whole organisation recruiting in a consistent high quality and visible way so performance can be measured and improved.
Improve the quality of your candidates
With talent pools created specifically for your organisation and a team of expert resourcers using cutting edge sourcing techniques, have access to the widest pool of talent.
Save time on recruitment administration
With a recruitment team managing the recruitment process under the organisation’s brand, you’ll no longer have to find time to place adverts, respond to applications, keep in touch with candidates or even manage agencies – this will all be taken care of.
Reduce agency costs
With a focus to increase the number of direct placements, the ability to negotiate agency fees and a performance framework in place, you’ll have less dependence on agencies which means a significant reduction in agency fees!
Improve time to hire
With a slick and efficient recruitment process managed by recruitment experts, all aspects of time to hire will be measured, monitored and improved.
What the company requires to do during campus hire
New trends of campus hire
How to keep the campus candidates engage
How to select the right college
Why campus hire is important
According to recent McKinsey research, only half of executives in global companies think they are effective at tailoring recruitment for different geographies. In this webinar, sponsored by SilkRoad and hosted by workplace and human resources expert Alexandra Levit, we'll discuss how to use internal intelligence and analytics to assess what aspects of your talent management strategy need to be truly global. We'll introduce the concept of a geographic "talent hub" and provide advice for attracting the best talent in Asia, Europe and Latin America. Finally, we'll offer advice for creating a global, digital talent community through which you can hire passive candidates in real time, and for reducing complexity via the "marketplace recruiting model."
Learning Objectives:
Understand the underpinnings of a global talent acquisition and management strategy.
Assess how a global talent acquisition program can be most effectively delivered.
Learn how HR analytics can help global talent leaders make intelligent, real-time decisions.
Determine when and where to employ geographic talent hubs and localized online properties.
Recruitment suitable employees is a complex task. There is a requirement of ideal recruiting processes to ensure that the best candidates are hired by the business. For which a company requires an ideal recruiting plan. We present to you a recruiting agency proposal which you present to different companies and pitch them to collaborate with your recruiting agency. With a professional recruiting proposal you can easily illustrate the needed goals that any organization needs to achieve. Pitch the company managers by ensuring that your agency will look for the target employees that are required to achieve desired results for the business. This proposal slideshow enables recruiting agencies to identify the amount and type of talent required to meet the company’s expectations. This proposal is a great opportunity for staffing agencies to reach out to the business leaders in order to understand their expectations and hire the candidates accordingly. The recruiting agency proposal presentation includes content that can be used to generate new strategic initiatives in order to attract the best talent for the company. Use the professionally designed slides to elaborate on the project context and objectives along with the capabilities of the organization. With the help of this recruitment agency proposal, an agency can compile the information on the current state of the company and devise ideal policies for the future. Explain the business operators your action plan, which may include briefing, talent sourcing, screening, shortlisting and final selection. Also, the staffing PowerPoint slides include spaces where you can provide an overview of your agency to the companies. Use this recruiting proposal to attract the leaders. You can easily clarify how your recruiting process will benefit the organization. Therefore, download the corporate recruiting agency proposal now and hire the best employees for different companies.
Sigma Recruitment Agency- company presentationsteppingstones
Award Winning, Results Driven Specialist Recruitment Agency -
With Extensive Sector Knowledge and Experience.
A specialist recruitment agency based in Cardiff, Sigma Recruitment has a proven track record of recruiting for organisations across South Wales.
Established in 2005 - Sigma Recruitment has recruited for some of the largest and most successful manufacturing companies in South Wales including large blue chip organisations and leading worldwide brand names. Our experienced consultants have a wealth of recruitment experience.
We specialise in the following range of skill sets:
Technical / Engineering
Purchasing and Logistics
Management
Scientific
Human Resources
Customer Service and Administration
Why Use Sigma Recruitment?
7 Year Track Record
Exceptional Candidates
30,000 Plus Database
Sector Leading Success Rate
Quality Screening Process
No Success, No Fee.
Every candidate undertakes a detailed interview before they are presented to a client. Our vetting process is proven to save time and ensure the highest quality candidates. Our recruitment consultants have extensive experience in the technical, engineering and scientific sectors resulting in consistency and quality of the client / consultant relationship.
We would like to provide you with first-hand experience of the Sigma Recruitment “difference” and to show you that not all recruitment agencies are the same.
In 2007 the Company’s achievements were recognised with a Western Mail Hot 100 award.
Agile recruiting: Optimizing your Talent Acquisition Operating ModelBeamery
The agile management methodology brings concrete, measurable improvements to the companies who use it, from better stakeholder management and clearer priorities to faster delivery and go-to-market times. In recruiting specifically, it means a better way to prioritize hiring projects, improved visibility for both recruiters and hiring managers, and overall a more efficient, iterative recruiting process.
We've invited Mitzi Shafar, an experienced talent acquisition leader and currently lead partner at Talent Collective, to tell us more about the agile recruiting methodology.
“Recruitment Transformation is the process of change required to move away from inefficient, reactive recruitment towards high-value, strategic resourcing”
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.
A glimpse into the transformative journey of the PepsiCo talent acquisition function and a view into the future plans as presented at the 2011 Fall ERE conference by Paul Marchand - global vp talent acquisition, Sheila Stygar - sr. director talent acquisition and Chris Hoyt - talent engagement & marketing leader.
Presentation Stream f/ERE.net:
http://www.ereexpo.com/2011fall/conference/agenda/session-descriptions/#video-348
Turn Your Hiring Manager from Roadblock to Raving FanCielo
Only 18% of hiring managers rate their talent acquisition teams as effective in meeting their needs. That is an 82% dissatisfaction rate from recruitment’s most critical stakeholders! Learn the proven tactics to implement across the hiring process that will significantly increase hiring manager alignment and satisfaction.
“As a talent professional, you transform people's careers and lives on a daily basis. You're busy helping candidates make their next move, but have you thought about your own?
Take your recruiting career to the next level with insights and data from CEB and LinkedIn. You’ll learn what it takes to become a decision influencer and the best recruiter in your field.
This presentation covers:
● The fastest growing and most in-demand skills you need to be a top recruiter
● How you can evolve into a strategic talent advisor
● Practical ways to boost your career and stay competitive”
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.
Omni's Award Winning Recruitment Process Outsourcing RPO SolutionInSource Talent Ltd
An overview of Omni's flagship Recruitment Process Outsourcing (RPO) solution.
By taking one easy step you can recruit the best talent, at the lowest possible cost, in the quickest possible time!
We can significantly reduce the effort expended by your HR department and your business. Not to mention taking away all the hassle of agency cold calls or managing your own direct channels.
The benefits of outsourcing your recruitment are significant and tangible....
Gain consistency, control and visibility of your recruitment
Have the whole organisation recruiting in a consistent high quality and visible way so performance can be measured and improved.
Improve the quality of your candidates
With talent pools created specifically for your organisation and a team of expert resourcers using cutting edge sourcing techniques, have access to the widest pool of talent.
Save time on recruitment administration
With a recruitment team managing the recruitment process under the organisation’s brand, you’ll no longer have to find time to place adverts, respond to applications, keep in touch with candidates or even manage agencies – this will all be taken care of.
Reduce agency costs
With a focus to increase the number of direct placements, the ability to negotiate agency fees and a performance framework in place, you’ll have less dependence on agencies which means a significant reduction in agency fees!
Improve time to hire
With a slick and efficient recruitment process managed by recruitment experts, all aspects of time to hire will be measured, monitored and improved.
What the company requires to do during campus hire
New trends of campus hire
How to keep the campus candidates engage
How to select the right college
Why campus hire is important
According to recent McKinsey research, only half of executives in global companies think they are effective at tailoring recruitment for different geographies. In this webinar, sponsored by SilkRoad and hosted by workplace and human resources expert Alexandra Levit, we'll discuss how to use internal intelligence and analytics to assess what aspects of your talent management strategy need to be truly global. We'll introduce the concept of a geographic "talent hub" and provide advice for attracting the best talent in Asia, Europe and Latin America. Finally, we'll offer advice for creating a global, digital talent community through which you can hire passive candidates in real time, and for reducing complexity via the "marketplace recruiting model."
Learning Objectives:
Understand the underpinnings of a global talent acquisition and management strategy.
Assess how a global talent acquisition program can be most effectively delivered.
Learn how HR analytics can help global talent leaders make intelligent, real-time decisions.
Determine when and where to employ geographic talent hubs and localized online properties.
Recruitment suitable employees is a complex task. There is a requirement of ideal recruiting processes to ensure that the best candidates are hired by the business. For which a company requires an ideal recruiting plan. We present to you a recruiting agency proposal which you present to different companies and pitch them to collaborate with your recruiting agency. With a professional recruiting proposal you can easily illustrate the needed goals that any organization needs to achieve. Pitch the company managers by ensuring that your agency will look for the target employees that are required to achieve desired results for the business. This proposal slideshow enables recruiting agencies to identify the amount and type of talent required to meet the company’s expectations. This proposal is a great opportunity for staffing agencies to reach out to the business leaders in order to understand their expectations and hire the candidates accordingly. The recruiting agency proposal presentation includes content that can be used to generate new strategic initiatives in order to attract the best talent for the company. Use the professionally designed slides to elaborate on the project context and objectives along with the capabilities of the organization. With the help of this recruitment agency proposal, an agency can compile the information on the current state of the company and devise ideal policies for the future. Explain the business operators your action plan, which may include briefing, talent sourcing, screening, shortlisting and final selection. Also, the staffing PowerPoint slides include spaces where you can provide an overview of your agency to the companies. Use this recruiting proposal to attract the leaders. You can easily clarify how your recruiting process will benefit the organization. Therefore, download the corporate recruiting agency proposal now and hire the best employees for different companies.
Sigma Recruitment Agency- company presentationsteppingstones
Award Winning, Results Driven Specialist Recruitment Agency -
With Extensive Sector Knowledge and Experience.
A specialist recruitment agency based in Cardiff, Sigma Recruitment has a proven track record of recruiting for organisations across South Wales.
Established in 2005 - Sigma Recruitment has recruited for some of the largest and most successful manufacturing companies in South Wales including large blue chip organisations and leading worldwide brand names. Our experienced consultants have a wealth of recruitment experience.
We specialise in the following range of skill sets:
Technical / Engineering
Purchasing and Logistics
Management
Scientific
Human Resources
Customer Service and Administration
Why Use Sigma Recruitment?
7 Year Track Record
Exceptional Candidates
30,000 Plus Database
Sector Leading Success Rate
Quality Screening Process
No Success, No Fee.
Every candidate undertakes a detailed interview before they are presented to a client. Our vetting process is proven to save time and ensure the highest quality candidates. Our recruitment consultants have extensive experience in the technical, engineering and scientific sectors resulting in consistency and quality of the client / consultant relationship.
We would like to provide you with first-hand experience of the Sigma Recruitment “difference” and to show you that not all recruitment agencies are the same.
In 2007 the Company’s achievements were recognised with a Western Mail Hot 100 award.
Agile recruiting: Optimizing your Talent Acquisition Operating ModelBeamery
The agile management methodology brings concrete, measurable improvements to the companies who use it, from better stakeholder management and clearer priorities to faster delivery and go-to-market times. In recruiting specifically, it means a better way to prioritize hiring projects, improved visibility for both recruiters and hiring managers, and overall a more efficient, iterative recruiting process.
We've invited Mitzi Shafar, an experienced talent acquisition leader and currently lead partner at Talent Collective, to tell us more about the agile recruiting methodology.
“Recruitment Transformation is the process of change required to move away from inefficient, reactive recruitment towards high-value, strategic resourcing”
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.
A glimpse into the transformative journey of the PepsiCo talent acquisition function and a view into the future plans as presented at the 2011 Fall ERE conference by Paul Marchand - global vp talent acquisition, Sheila Stygar - sr. director talent acquisition and Chris Hoyt - talent engagement & marketing leader.
Presentation Stream f/ERE.net:
http://www.ereexpo.com/2011fall/conference/agenda/session-descriptions/#video-348
Turn Your Hiring Manager from Roadblock to Raving FanCielo
Only 18% of hiring managers rate their talent acquisition teams as effective in meeting their needs. That is an 82% dissatisfaction rate from recruitment’s most critical stakeholders! Learn the proven tactics to implement across the hiring process that will significantly increase hiring manager alignment and satisfaction.
“As a talent professional, you transform people's careers and lives on a daily basis. You're busy helping candidates make their next move, but have you thought about your own?
Take your recruiting career to the next level with insights and data from CEB and LinkedIn. You’ll learn what it takes to become a decision influencer and the best recruiter in your field.
This presentation covers:
● The fastest growing and most in-demand skills you need to be a top recruiter
● How you can evolve into a strategic talent advisor
● Practical ways to boost your career and stay competitive”
Critical Hiring Metrics For Healthcare QualityCielo
Healthcare HR Leaders are charged with the important task of hiring the best practitioners to provide quality care to their communities. But in today’s value-based healthcare environment, the demand for talent has made top candidates even rarer than before.
This deck will help you to learn the key healthcare HR metrics you need to measure to drive quality hires and quality care.
Learn how to define (and improve!) the quality of hire in this webcast. Click through to see the shift from taking job orders to influencing hiring needs and identify selection strategies that provide top-quality hires in today's new work environment.
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
Presentation to Using the Employee Lifecycle as Your Roadmap to Employee Enga...Elizabeth Lupfer
This is the complementary presentation to the "Using Employee Lifecycle as Your Roadmap to Employee Engagement" #infographic. Presented by Elizabeth Lupfer at the Talent Management Alliance's Employee Engagement conference in July 2014, this presentation is a walkthrough each area of the employee lifecycle and identifies how organization's can develop an employee engagement framework through adaptability, relevancy, sustainability and execution. If you've realized this spells ARSE, then you've got it. Because an ARSE is the foundation for any successful relationship -- employee engagement and the employee lifecycle.
Balancing a High-Tech & High-Touch Candidate Experience Cielo
Help your organization attract quality talent by building a candidate experience that incorporates the perfect balance between technology and human interaction. Learn the tactics you can deploy to transform your approach to engaging candidates throughout every step of the hiring process.
This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
The Recruiting Sweet Spot - Aligning Candidate and Employer ExpectationsShelly Myers
What does it take to match a candidate with a job position? Ask this question, and you’ll get a different answer from everyone involved in the recruiting process. Some will prioritize skills and education, while others insist that finding a good culture fit is most important. Some recruiters just hope they can find a candidate that matches long list of qualifications they received from their hiring manager. And when employers finally find a candidate that clears these hurdles, it can still be difficult to know whether they’ve made a good hire or if the candidate will job hop in the first six months.
What is the key to hiring employees who will stay? A Gallup poll found that while 54 percent of disengaged employees would leave their organizations for a raise of 20 percent or less, only 37 percent of engaged employees would. To earn loyalty that’s stronger than the lure of a greater salary, organizations need to engage their new hires—and that process starts during recruiting.
Join BambooHR and SkillSurvey to explore how to optimize your interviews to find a long-term match for the position. When you can clarify what your organization needs and verify who your candidates are, you can make accurate decisions on who aligns best with your mission, vision, values, and objectives.
How Work-Anywhere Momentum is Impacting RecruitingSogolytics
With remote work now of an accepted standard than an emergency accommodation, how have recruiting and hiring conversations changed, and what do businesses need to do to attract and retain top talent?
How to Rethink the Candidate Experience and Make Better HiresCareerBuilder
For the 2016 edition of CareerBuilder’s Candidate Behavior study, we worked with Inavero to survey 4,505 U.S. job seekers and 505 Canadian job seekers, as well as 1,505 hiring managers and recruiters, about virtually every aspect of the recruitment process. Here's what we found.
Allegis group white paper an inside look at the changing dynamics of talent...Matthew Clark
Get insights from nearly 7,000 employers and candidates about what’s working and what’s not in today’s competitive and evolving world of talent acquisition. You’ll find perspectives on job definition, sourcing, screening, and onboarding, plus trends in AI, D&I, and the Millennial workforce. It’s all here.
Webinar#2- Outbound All Stars Webinar SeriesBelong
Aligned for Impact: Secret Weapons For A Winning Business and Talent Acquisition Partnership
In many ways, the talent acquisition function and business are like an orchestra - when they work together, you hear beautiful symphonies. Yet, if a single player is off-key or not aligned, the result is chaos and cacophony.
This is why aligning the business and talent acquisition function is at the very heart of Outbound Hiring. In this session we covered:
1. Competitive Talent Insights your Business really wants
2. Opportunity Profiles: How to map candidate desires to business needs
3. Business interventions that delight even the hardest-to-impress candidates
4. Fool-proof checklist for Business-TA alignment
Summer Training Report on recruitment channels evaluationsunil pandey
This is a report which is based on live training at Reliance Securities.
This provide you detail knowledge how company is using different channels for recruitment and their effectiveness.
Solving Top 6 Problems of HR in the Retail IndustryEmpxtrack Inc.
Retail in america is a competitive space. With the customers increasingly gravitating towards discount stores and e-commerce websites, and the ever-increasing choices in front of the consumers has turned the retail industry into a warfront.
Among everyone else, HR executives have the responsibility to support their organization here. They have the onus on them to build an engaging workplace that attracts young talent and help design beautiful experiences for the business's customers.
We carefully mixed a set of data that points to the gravity of the situation, the water-cooler conversations that represent the problem and the solutions to 6 major problems that HR Executives are facing in the retail industry.
How to increase your talent pool using skills-based workforce planningCielo
Whilst most organisations aren’t currently embarking on skills-based workforce planning, many have discovered that it is a future proof answer to talent shortages and are at the start of this journey. Our expert panel of talent acquisition leaders discuss what TA challenges organisations are facing and outline tactical solutions that are being planned for and implemented that will provide practical takeaways to help you as a TA/HR leader to start your own journey.
In this webinar, our TA experts – Sally Hunter, Madeleine Lüdemann and Hannah Bunt – discuss:
* Market trends that have changed the status quo,
* Why skills-based workforce planning can be a future-proof answer to talent shortages,
* How you can embark on designing a skills-based workforce planning strategy.
Watch this webinar replay to hear from these talent acquisition experts and understand how you can ensure your organisation’s TA strategy is achieving your business goals – now and in the future.
Supply & Demand in the U.S. Talent Market - And What You Can Do About ItCielo
Fewer people in the United States are actively seeking work across all industries, making hiring difficult for many organizations. Experts say this trend will continue as demand outpaces candidate supply. But there are changes you can make, both small and big, to help you land the talent vital to business success.
View these slides to learn about:
-Tips to tailor your employee value proposition to match current candidate expectations
-Ways to differentiate your job listings & recruitment marketing to attract interest
-Examples from leading organizations with proven tactics you can implement now
Technology moves quickly. Investing in a flexible, future-forward TA tech infrastructure that allows for easy integrations and scalability is crucial for your organization’s success down the line. Now is the time to reevaluate if your technology is working for you.
View these slides to learn more about:
-Market trends that have changed the status quo
-The current state of tech-enabled TA delivery and the leading models
-Techniques for assessing process & technology gaps to identify the right solutions
-How to build the business case for change and investment
Creating Corporate Value Through Sustainable Leadership, Employer Brand & Rep...Cielo
The KSA talent landscape continues to evolve in response to challenges prompted by the global pandemic. Organisations need to quickly pivot their executive leadership and employer brand strategies. Businesses must embrace agile decision-making, sustainable reputations and inspiring, localised candidate experiences to align with the quick-changing requirements of audiences.
In this webinar, Cielo experts discuss the importance of developing an effective employer brand, acquiring the right executive leadership and curating the appropriate reputation for KSA-based companies. They will be joined by TA leaders in the region, and the group will discuss how TA teams are creating value for the business amid current world events – with a specific focus on what this means for the KSA region.
We will:
Explore the relationship between executive leadership, reputation and employer branding
Showcase how candidate and employee experiences can help organisations create value through talent
Demonstrate how agility, innovation and change management can help TA teams find success in the rapidly evolving and digitising world of work
Being clear, decisive and resilient are keys to success in today’s executive talent markets. Join us as we talk through steps to strengthen and stabilize your strategies moving forward.
Internal Talent Acquisition is in Danger - How to Save ItCielo
Today’s dynamic talent markets, evolving ways of working and new technologies continue to challenge internal TA. Highly optimized and automated external functions, often operated by RPOs, offer more capabilities, expertise, and flexibility at a lower cost than what’s possible with in-house talent acquisition models.
Your 2021 planning should include thinking about how best to structure your talent acquisition delivery model to support your organization. Equipping yourself with the insights from leaders who have successfully built industry-leading TA models is a great place to start.
In this webinar, Kevin Wheeler, Founder of The Future of Talent Institute, describes the current challenges internal TA functions face and explore the value RPO partnerships can provide for increasingly complex business demands. Kevin will be joined by a panel of HR executives to discuss and debate approaches to structuring internal TA, including how and when to use external providers to support your organization and increase your business impact.
In this webinar, we'll discuss:
The challenges for internal TA functions and why leading organizations are transforming to stay ahead of the curve
A framework for where and when to partner with RPOs or other providers as an extension of your team
Ideas to enhance your career by elevating the value delivered by your TA team
Creating Corporate Value Through Sustainable Leadership, Employer Brand & Rep...Cielo
The UAE talent landscape continues to evolve in response to challenges prompted by the global pandemic. Organisations need to quickly pivot their executive leadership and employer brand strategies. Businesses must embrace agile decision-making, sustainable reputations and inspiring, localised candidate experiences to align with the quick-changing requirements of audiences.
In this webinar, Cielo experts will discuss the importance of developing an effective employer brand, acquiring the right executive leadership and curating the appropriate reputation for UAE-based companies. They will be joined by TA leaders in the region, and the group will discuss how TA teams are creating value for the business amid current world events – with a specific focus on what this means for the UAE region.
We will:
Explore the relationship between executive leadership, reputation and employer branding
Showcase how candidate and employee experiences can help organisations create value through talent
Demonstrate how agility, innovation and change management can help TA teams find success in the rapidly evolving and digitising world of work
Increasing TA Effectiveness in China through Data and Talent PlanningCielo
Increasing TA Effectiveness in China through Data and Talent Planning
With an unpredictable job market, rapidly changing roles and skill sets, increased agility and shifting behaviour of job seekers, talent leaders in China need to use accurate and current data to inform their strategy and decision making. Therefore, precise and effective talent market insight becomes more and more important. Market insights for talent planning encompass talent data mining, cleaning and analysis, local market intelligence, and industry benchmarks to inform talent-related decisions. Ideally, data-driven insights guide the whole recruitment process including sourcing, selection and on-boarding, as well as employee reskilling, development, and succession planning.
In this webinar, Joseph Zhu, Client Solutions Director, China, will be joined by Shirley Wang, China Head of Talent Acquisition at Kimberly Clark, and Stacy Zhao, Head of Talent Acquisition, Great China Region at Nestle. The group will discuss how companies in the Greater China Region can use market insights to shape their strategy and improve the effectiveness of their talent acquisition.
We will explore:
• How to develop better business strategy based on talent market insights
• How to assess your current plan and identify areas to improve
• Which stakeholders have important responsibilities for talent planning, with examples of how these roles support your talent acquisition
Actionable Talent Strategies for the Post-COVID EraCielo
New factors are directly impacting talent strategies as businesses adapt to the changes brought on by the pandemic. In this webinar, Global industry analyst Josh Bersin will share learnings from his work with C-suite executives in planning their talent strategies for 2020 and beyond. He will be joined by Sue Marks, CEO, Cielo, and Madeline Laurano, founder, Aptitude Research who will discuss how high performing organizations have shifted their practices to position their talent acquisition teams for agility, sustainability and future success.
• Explore the major trends Bersin sees influencing the talent market and hiring climate
• Hear key observations gleaned from talent leaders in Bersin’s Big Reset executive working group
• Learn the successful approaches TA leaders are taking to support recovery and future planning
It’s important to know which trends will impact talent strategies moving forward. Join us as we discuss what’s most important to act on now for talent leaders to lead through the recovery.
Think Again: Changing Your Perspective on Today’s Talent MarketCielo
The pandemic, massive unemployment, unprecedented federal action and a new low-touch economy have forced the talent acquisition world to evolve at record speed. For talent acquisition leaders looking to create near-term plans while also preparing for the future, a deeper understanding of the hiring environment can help you manage risk and emerge stronger.
In this webinar, Greg Summers, Cielo President – North America, will lead a panel of experts to share insights and practical recommendations for how TA leaders can navigate four unique realities facing their hiring managers and organizations as they look to recover.
We will explore:
• Managing the pent-up attrition that could impact your workforce when uncertainty lessens
• Why high unemployment – and more talent in the market – doesn’t mean easier and cheaper recruiting
• How proactive communication to candidates about work flexibility, health and safety strengthens your employer brand
• Accelerating your Diversity & Inclusion actions and making racial justice a core promise in your EVP
Staying on top of changes in today’s talent market is more important than ever. Join us as we discuss what’s most important to act on now – and how to plan for what’s next.
Employer Branding for Challenging, Changing Times in APACCielo
The global talent landscape continues to evolve in response to COVID-19, and organisations need to pivot their strategies. From nationwide lockdown in India to the extension of ‘circuit breaker’ measures in Singapore and gradual opening of markets in China, employer brand communications need to align with the fast-changing needs of audiences now – but were you ready before this started?
In this webinar, Cielo experts will discuss the importance of employer branding and experience marketing from the perspective of current world events. Joining them will be James Williams, SEA Head of Talent Acquisition at Johnson & Johnson and Nikhilesh Mathur, APAC Head of Talent Acquisition at RELX Group, who will share their journeys and what they are considering next.
We will:
• Consider how traditional employer branding mostly focuses on the basic processes of talent engagement
• Demonstrate the need for agile organisations to implement new levels of engagement and change management for the rapidly digitising world of work
• Showcase how organisations can differentiate through experience marketing for success now and moving forward
Being timely, topical and using the appropriate tone are keys to success in employer branding. Join us as we talk through steps to strengthen and stabilize your employer brand during these uncertain times.
Managing Your Employer Brand During the PandemicCielo
As the digital landscape evolves in response to COVID-19, it’s important for you to pivot employer brand communications to align with the fast-changing needs of your audience. From social media and advertising to career websites and email, how job seekers engage with content is shifting.
View these slides to learn more about:
-Shifts in job-seeker behavior right now and strategies for employers to connect
-How to update your messaging to be useful, relevant and aligned with your hiring needs
-Examples from talent teams of how they’re adapting employer brand and career websites to reflect the changing market during COVID-19
The global crisis related to COVID-19 is forcing businesses worldwide to adjust and adapt. Each organization is taking actions to stay productive while properly responding to the health needs of candidates, employees and customers. With the situation rapidly evolving, we’ve collected input from Cielo client leaders on what they're doing to guide their teams and organizations through this crisis.
View these slides to learn more about:
-Actions you can take today to adapt your recruitment process, as well as keep employees engaged and manage business operations
-Examples from leading talent teams of how they’re approaching operations during COVID-19
-Insights on useful tech solutions and additional external resources to leverage for more information
Hiring misfires can lead to a ripple of negative effects and damage morale, productivity and the bottom line. But while everybody agrees on the importance of quality, agreeing on the definition of quality isn’t always as easy.
View these slides to learn more about:
-The stakeholders accountable for quality of hire and the roles each plays in hiring and retaining great talent
-How to define quality of hire and what should and shouldn’t determine "good"
-Methods and tools for better measuring quality of hire – and what that means for assessing candidates
Find the Right Balance Between Recruitment Automation and PersonalizationCielo
Automation brings many benefits to the recruitment process (better candidate flow, reduced time-to-fill, etc.), but many organizations continue to lag in using automation in their own organizations.
View these slides to learn more about:
-Understanding what processes are ready for automation and which ones are not
-Methods to quantify the impact of automating recruiting processes
-What technologies are ready for prime time and which ones are still more hype
Fill Your Talent Pipeline: A Blended Approach to Candidate GenerationCielo
In talent acquisition, change is the new normal. Reaching today’s candidates requires going beyond traditional one-size-fits-all approaches that only use a single communications channel to target people who are actively looking for jobs.
New recruitment technology, a shifting economy where workers demand more flexibility, and more detailed metrics have made it necessary to step up our game when it comes to generating candidates. It requires leveraging parts of the business that give us more effective ways to reach people where they are and when they want. But having these tools isn’t enough. You need to know how best to use them.
View these slides to learn more about:
-Why a holistic approach to candidate generation is outpacing siloed functions
-Understanding how to measure candidate generation success beyond just the obvious metrics
-Hot trends such as programmatic advertising, crowdsourced sourcing and talent attraction
Change Management: Going from Roadblocks to ResultsCielo
Change will come to your team or organization whether you’re ready for it or not. Making sure you are prepared to handle technology implementations for Workday, ATS, or CRMs, changes in process (e.g., how you do assessments), a merger/acquisition, new organizational leadership, or other disruptive situations is essential to keeping everyone moving forward together to reach your goals.
View these slides to learn more about:
-Effective and efficient tools to enable change and make change stay
-Which critical points you need to monitor, and how often
-Strategies of talent acquisition teams who successfully handle change management
Recruitment Process Automation: Using Technology in High-Volume HiringCielo
New tools in HR technology have made the hiring processes for a lot of repeatable roles more scalable and efficient. Realizing these benefits can be tricky because you have to, among other things, choose the right vendor partner, seamlessly complete system integrations, and account for candidate experience. Sounds easy, right?
View these slides to learn about:
-Key building blocks for automating your recruiting process
-Principles for designing for candidate experience
-Build vs. buy decisions
-Where to include human touchpoints
Find out how technology can help you crack the high-volume hiring code!
Get Flexible with Your Healthcare Talent StrategyCielo
The challenges facing today’s healthcare organizations – an aging workforce, increased competition from other industries, and emerging specialties that require candidates with higher education and hard-to-find skillsets – require a fresh approach that gives you flexibility. Total Talent Acquisition is the answer. View these slides to learn more about:
-Total Talent Acquisition
-How TTA creates a competitive advantage in the healthcare industry
-The positive impacts this model can have on healthcare organizations
-Steps to take to drive internal momentum with key stakeholders to review and consider a TTA model
Innovations in Workforce Strategy - A Guide to Total Talent Acquisition in Healthcare: https://www.cielotalent.com/insights/innovations-in-workforce-strategy-a-guide-to-total-talent-acquisition-in-healthcare/
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Aashman Foundation Summer Internship .docxAmanHamza4
The internship opportunity I had with “Aasmaan Foundation” was a great chance for learning and professional development. Therefore, I consider myself a very lucky individual as I was provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so many wonderful people and professionals who led me though this internship period.
I am using this opportunity to express my deepest gratitude and special thanks to “Munish Pundir” “Director “who despite being extraordinarily busy with “her/his” duties, took time out to hear, guide, and keep me on the correct path and allowing me to carry out my internship at their esteemed organization.
I further want to thank Prof. Shikha Gera, who helped me to better understand concepts of professionalism and become a better person and employee in my life.
I would also like to thank my parents and friends who helped me a lot during my life and this internship period. I perceive this opportunity as a big milestone in my career development. I will strive to use gained skills and knowledge in the best possible way, and I will continue to work on their improvement, to attain desired career objectives. Hope to continue cooperation with all of you in the future.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
3. “The most influential predictor of a talent
acquisition performance outcomes is a
strong relationship between the recruiter
and the hiring manager.”
- Bersin by Deloitte
3
4. 15%
23%
37%
25%
Applied HR Screening Hiring Manager Review Interviewing
4
THE ROADBLOCK
Percentage of time the
average resume spends in
each status of the hiring
process:
5. of recruiters
feel that hiring managers
do not understand recruiting.
57% 63%
of hiring managers
feel that recruiters
do not understand the jobs they are filling.
5
THE DISCONNECT
7. “54% of recruiters say that hiring managers
expect recruiters to place candidates into
hard-to-fill positions more quickly than
is feasible.”
- ICIMS
7
10. “77% of hiring managers say recruiters’
candidate screening is inadequate.”
- ICIMS
10
11. CANDIDATE SLATE &
INTERVIEWING
EXPERIENCE GOAL:
Qualified, engaged candidates are presented
in the established timeline. Interviews are
structured to focus on cultural fit.
13. “Up to 20% of turnover happens within the
first 45 days.”
- Aberdeen Group
13
14. OFFER & ONBOARDING
EXPERIENCE GOAL:
Assurance that all candidate requirements are
met – no surprises! Excited and prepared to
welcome their new employee.
15. 15
CANDIDATE SLATE & INTERVIEWING
TOTAL COMPENSATION
GAME PLAN
OFFER LETTER TEMPLATE ONBOARDING BEST PRACTICE
STACEY
Welcome and thank you for joining us for today’s webinar. “Turn Your Hiring Manager from Roadblock to Raving Fan”
We will start by getting a few logistic items out of the way and then straight into our content.
First, we do live-Tweet all of our webinar events, and invite you share your questions or comments using the hashtag talentmindset, also be sure to follow us at @cielotalent to get industry news and our latest thought leadership updates.
If you have a question for Anne or Kathleen, we will leave time at the end, so please use the onscreen tool to submit those at any point during the presentation.
And, finally, the question we receive most often: yes, this presentation is being recorded and will be available via email with the presentation deck tomorrow.
ERIN – QUICK INTRODUCTION OF BRAND
Cielo is the world’s leading strategic Recruitment Process Outsourcing (RPO) partner. We leverage our global reach, local talent acquisition expertise and customized solutions to help clients achieve a sustained advantage and outstanding business outcomes through their talent practices. Cielo’s global presence includes more than 2,000 employees, serving 177 clients across 95 countries in 39 languages.
ANNE
Recruiting is about relationships.
Bersin by Deloitte conducted a study on the top 15 performance drivers in a successful TA program. One of the most interesting things they found was that the relationship between hiring managers and recruiters is the top driver of talent acquisition performance and four times more influential than all the other 15 performance drivers measured. Let’s say that again, because it’s important – the relationship between talent acquisition and hiring mangers is the NUMBER ONE predictor of talent acquisition performance. Not the latest HR Technology, it wasn’t a shiny new EVP or the strongest and most embedded employer brand, it wasn’t even a top notch candidate focused experience with a mobile optimized career site. It was Your internal relationships between hiring managers and your TA team
This is not to say that those other things aren’t critically important in a top performing TA function, they are. But in today’s world of 100’s of new and emerging TA technologies and all the swirl around automation and artificial intelligence changing the face of recruiting. It’s easy for TA leaders to lose sight of the some of the basics of good recruiting: people relationships. After all…recruiting is a people business.
Bersin also found that the majority of TA leaders (so your peers) agree that their recruiters who have the closest relationships with hiring managers outperform recruiters who are not as connected. Here at Cielo we believe the critical balance to get right is the perfect combination of high-tech for the sake of high-touch. And this is true for both your hiring manager AND your candidate experience.
We can all remember a time when a key hire was missed because a hiring leader held up the hiring process for one reason or another. Maybe you lost the perfect candidate to a competitor because it took too long to get an interview on the hiring manger’s calendar. Or a candidate dropped out of the process because the job role and responsibilities wasn’t different in the eyes of the hiring manager compared to the job description.
It can be easy to point fingers, but the truth is, it’s time for us to take ownership of the hiring manager relationship and work to build an experience that increases communication and alignment so hiring managers are satisfied, recruiters can be successful, and engaged candidates become happy hires. It’s a WIN WIN WIN!
ANNE
Let’s a look at this from another viewpoint. According to icims, The average resume, once submitted to an organization, spends 37% of the whole hiring process sitting with the hiring manager for review...which usually means sitting in the hiring managers in box… And in this time a candidate can drop-out, accept another offer. It could mean they still come out in the end as a hire for your hiring manager, but that’s a significant amount of time to sir waiting for feedback and can have a negative impact on their interest in working for your company and a significant amount of time for a HM’s job to go with no one in it. All three of these outcomes are things we want to avoid. So we need to focus on reducing the dead time in the process that creates a roadblock to filling good jobs with great people. To do that, we have to understand what is really behind this roadblock, why is the process getting stuck with the hiring manager?
Jodi to add story or POV
ANNE
There is a communication breakdown and a serious disconnect between recruiting and hiring managers. Read the stats. So that means that every time a job gets filled, more than half the people of both sides don’t think the other party knows what they are doing! Well that explains a lot…
These stats are both a bit funny and eye-opening. Recruiters think that Hiring Managers don’t get how to get good talent in their teams. And Hiring Managers think that recruiters aren’t even looking for the right talent to begin with.
There is a lack of communication and frankly trust between the two parties – each assuming the other is missing the big picture. This distrust causes the process to slow down as each party questions or double-checks the other.
So how do we fix it???
Jodi with story on educating HM who doesn’t hire often
ANNE
The key to building trust and improving the relationship is by crafting a hiring manager experience, not just a process but an experience.
We are going to do this by focusing on the hiring process itself and each stage the hiring manager is involved with.
We have broken the hiring process it into 3 parts. For each piece of the process we will walk through our top 3 recommendations on how to tweak or improve the process to create a great experience and boost hiring manager alignment and satisfaction.
These examples come from our experience in working with TA leaders like you, to allow you to relate to many of the challenges that our clients face day to day.
ANNE
Let’s look at the first piece. Here’s a data point to set the scene.
ANNE
KB: A Job Scope should be a knowledge share between the Recruiter and Hiring Manager to discuss the position and align expectations including timeline and communications, candidate availability, market conditions and hiring strategy.
AB: Your hiring manager knows that participating in the job scope will result in both parties understanding the role to be filled and the talent that exists to fill it, what to expect during the recruiting process, and trusts that the recruiter will do what they said they would.
ANNE
Self-schedule: Took the idea from our candidate experience…..disconnect about when the req is approved when the job scope happens, when the recruiter starts working on it.
BPO firm hiring managers unable to schedule a job scope for regularly recurring hires can utilize an automated voice technology allowing them to update the recruiter on this need and provide any changes to the profile/location/shift etc anytime 24/7 for the recruiter to pick up and use to move forward with filling the jobs. Eliminates the back and forth and time delay if they are not able to speak during business hours
Market Intelligence: There should be one main question that is top of mind for hiring managers “What market dynamics are influencing our hiring for this role?”. Use all of the data that is available to you to share a lay of the talent landscape right up front during the job scope call. Often times hiring managers can have unrealistic expectations for what the talent market will bare . Before you say “yup, right on it!” when some asks for the biomedical engineer that speaks Farsi and lives in Tulsa, knowing that you are going to have to go back later to adjust the scope, have the tough conversation outright. Help them understand what the talent availability looks like and be ready with recommendations on how they can tweak the job description or geo location to expand their search and lower the time to fill. There are lots of tools at your finger tips. Your HRIS can show success profiles from past candidates/current employees; your ATS can show pipeline reports; Glassdoor will show salary, reviews, and competitor insights. Use what you have to come prepared with data to back your recommendations!
Process Guide FAQ: There will always be new hiring managers inside your organization. Help them be successful in their role AND position yourself as a consultative resource by creating an FAQ document that answers common hiring process questions. You can cover everything from how a job scope call is scheduled after a requisition is approved, to the company's average time-to-fill for the most common positions. This document will help set expectations and clarify roles and responsibilities – getting new Hiring Mangers up to speed faster and in-turn speeding up time-to-fill.
A global chemical analysis and diagnostics company eliminated frustration for new and old HM but clearly laying out the process via a similar document. Not only is the document sent at the start of the job scope, but it’s resent throughout the process to remind the HM of what’s happening now and next so they are prepared.
JODI ADDS STORY AND BEST PRACTICE AROUND EFFECTIVE JOB SCOPES. SET EXPECTATIONS.
ANNE
Bersin by Deloitte conducted a study on the top 15 performance drivers in a successful TA program. One of the most interesting things they found was that the relationship between hiring managers and recruiters is the top driver of talent acquisition performance and four times more influential than all the other 15 performance drivers measured. Let’s say that again, because it’s important – the relationship between talent acquisition and hiring mangers is the NUMBER ONE predictor of talent acquisition performance. Not the latest HR Technology, it wasn’t a shiny new EVP or the strongest and most embedded employer brand, it wasn’t even a top notch candidate focused experience with a mobile optimized career site. It was Your internal relationships between hiring managers and your TA team
This is not to say that those other things aren’t critically important in a top performing TA function, they are. But in today’s world of 100’s of new and emerging TA technologies and all the swirl around automation and artificial intelligence changing the face of recruiting. It’s easy for TA leaders to lose sight of the some of the basics of good recruiting: people relationships. After all…recruiting is a people business.
Bersin also found that the majority of TA leaders (so your peers) agree that their recruiters who have the closest relationships with hiring managers outperform recruiters who are not as connected. Here at Cielo we believe the critical balance to get right is the perfect combination of high-tech for the sake of high-touch. And this is true for both your hiring manager AND your candidate experience.
We can all remember a time when a key hire was missed because a hiring leader held up the hiring process for one reason or another. Maybe you lost the perfect candidate to a competitor because it took too long to get an interview on the hiring manger’s calendar. Or a candidate dropped out of the process because the job role and responsibilities wasn’t different in the eyes of the hiring manager compared to the job description.
It can be easy to point fingers, but the truth is, it’s time for us to take ownership of the hiring manager relationship and work to build an experience that increases communication and alignment so hiring managers are satisfied, recruiters can be successful, and engaged candidates become happy hires. It’s a WIN WIN WIN!
ANNE
KB/AB: Hiring manager feels that candidates provided are well qualified and presented within established timeline; candidates are knowledgeable and prepared for the interview. During interview, the hiring manager is present, feels prepared and is able to focus on the candidate’s skills, experience and cultural fit with organization.
ANNE
Streamline Interview: A lot of work goes into getting candidates onsite and finding the available time on the hiring managers calendar. Make the most of available time and try and coordinate finalist interviews on the same day. Also, if you have multiple leaders including the hiring manger interviewing – plan ahead and split up key interview questions so their isn’t overlap. Leaders will default to high-level questions which will have the candidate responding to the same question over and over again. It’s not a great candidate experience, and it won’t help the hiring manager uncover more insight on the candidate.
We have also found that interviews are most successful when hiring managers are responsible for judging culture fit. They know the team, and they know the role. It’s the recruiters job to take care of screening for technical skills BEFORE the candidate comes in for an person with the hiring manager.
A Silicon Valley start-up tried this strategy with great success. Hiring Managers were pleased to know that the skills were screened and verified allowing them to have more meaningful conversations with the candidate. Culture fit is a huge deal for this org. so the change was well received. It also made candidates happy as they were able to get to the know the leader and the role better vs. when they have to walk through their resume and technical skills one by one. (Renovate America)
A semiconductor company established a process to streamline the interviews by calculating the time from the date the position opened to when interviews are typically held for the role, based on historical data; allowing the hiring manager to pre- block time for the interviews.
Fast Feedback loop: Don’t wait until after the hiring manager has turned down the top three candidates. Don't be afraid to ask a hiring manager if what they're looking for has changed, which happens all the time. This is especially important with junior hiring managers, who may not actually know what they're looking for in the first place. The more open the lines are for feedback – the more likely you can avoid re-work or worse starting over. We know that scheduling de-brief calls can be tough and survey participation is challenging as well– consider other channels of communication that are more convenient for the hiring manager. Rather than a survey link in an email, send a text with a mobile optimized survey link for quick post-interview feedback. OR after an interview ping the Hiring Manager via text or email with the link to scheduled on to your calendar IF they need to connect about reassessing the job requirements.
You can also try scheduling feedback as part of the interview process. At the same time that you book a hiring manger for a phone interview or in person interview, book time for a feedback session as well.
A healthcare call center provider: simple capture form that is automatically sent to HM at the close of the interview to provide immediate feedback while fresh in their mind and initiate the pre – hire work for those that are identified for hire. Also shortens the process to find additional candidates if the candidate is a no. Consider incorporate and easy thumbs up/thumbs down for managers.
Candidate Cliff’s Notes:
It's not uncommon to work with hiring managers who are booked back-to-back with travel, conference calls, presentations and during this time of year – vacation! In today's hiring climate, your process must be efficient. Help your hiring managers expedite the process by giving them “cliff notes” of the top candidate slate, rather than passing along full resumes and audio files of interviews, which would be cumbersome for a Hiring Manager to review and digest. This quick one-pager can outline the top candidates’ relevant previous work experience and motivation in seeking or applying for the job. This will help hiring managers quickly review their options and expedite the follow-up interview scheduling.
One of the world’s largest pharmaceutical companies created a Cliff’s Notes template for hiring managers and the feedback was outstanding. Not only did they appreciate the consistent format but having the same outline used again and again, allowed them to quickly compare different candidate slates to see how the talent market was changing over time. (BMS)
ANNE
Bersin by Deloitte conducted a study on the top 15 performance drivers in a successful TA program. One of the most interesting things they found was that the relationship between hiring managers and recruiters is the top driver of talent acquisition performance and four times more influential than all the other 15 performance drivers measured. Let’s say that again, because it’s important – the relationship between talent acquisition and hiring mangers is the NUMBER ONE predictor of talent acquisition performance. Not the latest HR Technology, it wasn’t a shiny new EVP or the strongest and most embedded employer brand, it wasn’t even a top notch candidate focused experience with a mobile optimized career site. It was Your internal relationships between hiring managers and your TA team
This is not to say that those other things aren’t critically important in a top performing TA function, they are. But in today’s world of 100’s of new and emerging TA technologies and all the swirl around automation and artificial intelligence changing the face of recruiting. It’s easy for TA leaders to lose sight of the some of the basics of good recruiting: people relationships. After all…recruiting is a people business.
Bersin also found that the majority of TA leaders (so your peers) agree that their recruiters who have the closest relationships with hiring managers outperform recruiters who are not as connected. Here at Cielo we believe the critical balance to get right is the perfect combination of high-tech for the sake of high-touch. And this is true for both your hiring manager AND your candidate experience.
We can all remember a time when a key hire was missed because a hiring leader held up the hiring process for one reason or another. Maybe you lost the perfect candidate to a competitor because it took too long to get an interview on the hiring manger’s calendar. Or a candidate dropped out of the process because the job role and responsibilities wasn’t different in the eyes of the hiring manager compared to the job description.
It can be easy to point fingers, but the truth is, it’s time for us to take ownership of the hiring manager relationship and work to build an experience that increases communication and alignment so hiring managers are satisfied, recruiters can be successful, and engaged candidates become happy hires. It’s a WIN WIN WIN!
ANNE
KB: An efficient offer and onboarding process ensures a great experience for both the candidate and hiring manager. It provides assurance to the hiring manager the candidate meets pre-employment requirements and provides candidates with consistent communication regarding the onboarding process and start date
AB: Your hiring manager understands what is expected of them during the offer and onboarding process, they are not surprised by the candidate requirements and they feel prepared to onboard and welcome their new employee.
ANNE
Total Compensation: by the time you're ready to make an offer, talent acquisition and the hiring manager should already have a very good idea of the package that an applicant will accept, this needs to start at the job scope not at the end. . Back and forth at this stage can take the process downhill fast. Play out the scenarios with your hiring manger before you extend the offer. Set-up and understanding about what the initial offer is going to look like, but where there is flexibility. Also set your walk-away-point, at what salary mark is it not going to work. Setting up this game plan will allow the recruiter the successfully negotiate with the candidate without having to slow down the process and get approval from hiring the manager with every question or request. Hiring managers with an accepted offer are happy hiring managers
Offer letter template: It sounds simple, but many times we’ve found that our clients don’t have an offer letter template. They have pieces of the offer that are standard, but there isn’t one go-to document template to use. This can lead to frustration on the part of the HM because they don’t have access to all of the information they need or they may miss a key piece of information when extending the offer. Consider building a PDF template that includes editable fields, this will help you lock down the important information that can not change while allowing the hiring manager to drop in the important information. Creating a template and simplifying the letter itself will also help you decrease the human error that can come along with custom documentation and multiple editors and it will eliminate all the back and forth emails and calls that can happen to get an offer letter approved. If your ATS has offer letter template functionality, consider turning on and configuring that part of the system. This helps ensure we don’t lose candidates so close to the finish line and risk the frustration from the HM of having to start over.. Consider one healthcare system who initially had over 30 different types of offers. By streamlining the offer templates and cleaning up where many had been created with very little variance, hiring managers felt less overwhelmed by putting together an offer and reduced their fear of making a mistake. This resulted in a faster time to the offer being extended. CLIENT EXAMPLE??
Onboarding best practice: remember that Hiring Managers are only hiring managers when they have an opening on their team. This means that it is not typically a regular practice to onboard a new hire. After a HM has taken the time to find the right person, it would be frustrating to lose the person shortly after starting due to a bad onboarding experience. Think about how to make the logistics and triggers to hire a new employee easy for your hiring manager. Create a go to guide with links to all the right sites, lists, provisioning triggers etc to help them ensure that their new employee will have a smooth entry. Like a fortune 100 XX company, go one step further and provide some insights and ideas to make the onboarding process memorable for the new employee. Things like remembering to stock their work space with supplies and perhaps a company branded gift, have a welcome letter waiting, setting up lunch with co-workers for the first week and connecting them with a cross functional buddy goes a long way to helping anew employee feel embedded in the company.
ANNE
Never forget that part the experience isn’t a set it and forget it. You have to continually ask for feedback on the process to know where to tweak the experience. Things that weren’t broken 6 mos ago can break, the market and the process changes and you can create experience gaps without realizing it. Surveys regularly and make Short and easy to get engagement. Also do pulse checks , VOC beyond the survey. And finally, whether in the survey or the pulse check follow up and do what you say. That is what creates that trust and relationship that is the top indicator of a successful TA program.
ANNE
Too often we hear from hiring managers that once they submit a requisition, things seem to disappear into a “black hole.” This lack of communication can continue throughout the entire recruiting process, which can leave hiring managers frustrated. Even if your team is working furiously behind the scenes to fill the open role – without any communication to the hiring leader they have no sense of progress.
We have found there are three key things to remember when it comes to strategic communication that will help your team build trust and credibility with their hiring leaders without complicating the process are making it too much of a burden.
Clarify Expectations: At every stage in the process make sure your hiring managers understand what to expect. From the job scope call to the offer process be clear about what the experience will look like and what they can anticipate their role to be. The more prescriptive you are with them at the beginning the smoother the experience.
If hiring managers are not told what to expect in the process, it leads to a lack of understanding between all parties and ultimately a poor candidate and hiring manager experience.
Provide it in every phone call, every email and even in a process guide during the job scope. Remember, HM are only HM when they have an opening. They have a day job the rest o f the time and might miss an action. Close every interaction by telling them what action they need to take and when they will hear form you again. It will build trust and help reduce friction.
Increase Transparency: The biggest piece of advice is increasing transparency – especially for new hiring leaders or those that don’t hire often.
Make it your mission to become a proactive communicator. Over-communicate. This does not have to take all of your time. It can be just a brief email or quick note at key milestones (e.g. invite to intake session after x hours of requisition, email with screening summary of proposed candidates, follow-up call after interviews, updates on candidate offer status). Keeping hiring managers in the loop throughout filling their vacancy goes a long way in building trust. Best practice in our partnerships is that every HM with an open req gets a weekly update from their recruiter to ensure a formal touch in the process. Even if there is no change in status.
Share Accountability: As talent acquisition we own the end-to-end process and the hiring manager owns the hiring decision. It’s important to be committed to quality customer service for your internal leaders, but viewing hiring managers as customers does not mean they are not accountable for many steps in the recruiting process. We establish contracts with external customers, why not with our internal ones? At the start of a search consider breaking down the process to the task level, and work with the Hiring Manager to agree upon roles and turnaround times. Some organizations go as far as creating enforceable service level agreements between talent acquisition and the business. Lots of options here – but the key piece is making sure that both parties go into the process with clear understanding of what they are responsible for to ensure success.
STACEY
Thank you so much Anne and Kathleen
Before we go into questions I want to remind everyone that yes, the presentation was recorded and will be available tomorrow with the slides.
And now, a few questions for you two:
How can you increase Hiring Manager response rates for surveys and general feedback?
What’s your recommendation for a starting point to understand what our current process feels like for a hiring manager?
We have a centralized TA function, but our hiring managers are spread across the country. Any ideas for ways to build relationships?
Thank you again Anne and Kathleen sharing your insights with us today and thank you to everyone that joined us online from around the world. For more information about future webinars please visit our website cielotalent.com. Thank you and have a good rest of your day.