THE EMPLOYER OF CHOICE. The Strategic Way to Attract, Engage and Retain Talent in Your Community
|
|
- Sydney Daniel Freeman
- 7 years ago
- Views:
Transcription
1 THE EMPLOYER OF CHOICE The Strategic Way to Attract, Engage and Retain Talent in Your Community
2 OUR APPROACH OUR APPROACH Phases of Research: Phase 1: Secondary research Phase 2: Survey CEOs and HR Leaders Phase 3: Individual interviews select senior living communities Phase 4: Individual interviews featured organizations
3 AGENDA The Problem of Retention and Turnover Become an Employer of Choice Employer Brand Approach Employer Brand Elements Implementing the Employee Brand Discussion and Self-Evaluation
4 It s one of these interesting dichotomies we ve got our low-paid people who carry the reputation of most of the organization because they re the ones providing quality care. System Chief Executive Officer
5 THE PROBLEM OF RETENTION AND TURNOVER Issues around acquisition, retention and turnover are a top priority TURNOVER is a significant issue with rates ranging from 20 % 30 % Turnover rates are more significant among dining, housekeeping and entry-level nursing Recruitment will become more difficult in next one to five years Employee turnover negatively impacts the satisfaction of residents and their families
6 FACTORS DRIVING TURNOVER TOP REASONS FOR LEAVING Low Wages Low Job Satisfaction Competition from Other Employers Nutritional, Housekeeping & Maintenance Staff Nursing Staff When there s change, it s destructive to everybody. Community Chief Executive Officer
7 CHALLENGES TO TALENT ACQUISITION Top Tier Challenges Hiring qualified people Competitive wages and benefits Culture fit Second Tier Challenges Increased demand Advancement opportunities Reducing employee burnout Legislative and regulatory changes Demographic changes in labor pool Work-life balance Perception of industry
8 If you can break the mindset that it s just about the compensation, that s where you really gain ground with employee retention. It s not just about what they re making in their paycheck. It s about when they leave at night, do they feel good about what they did? Community Vice President, Human Resources
9 WHAT COMMUNITIES ARE DOING TO INCREASE RETENTION AND DECREASE TURNOVER Top Tier Programs Improving talent selection New hire training/orientation Training employees on the culture Improving communications Recognition programs Second Tier Programs Employee training Focusing employees on organization mission Employee engagement program Cross training employees Leadership training for supervisors Improvements to workplace Employee survey
10 RECRUITING AND TALENT ACQUISITION
11 What works is if you can find the right person in the beginning who very quickly can get into the mission and ministry of the organization and feel part of that. Community Chief Executive Officer
12 PATHWAY TO EMPLOYER OF CHOICE Implement Employer Brand Strategy Attract, Engage and Retain Talent Achieve Employer of Choice Status
13 WHAT IS AN EMPLOYER BRAND? An organization s reputation as an employer How people think, feel and experience an organization as an employer Encompasses values, systems, policies and behaviors A strong employer brand helps you attract, engage and retain current and potential employees
14 BENEFITS OF AN EMPLOYER BRAND Top Employer Brand Benefits Include: 1 Ease in attracting candidates Increased employee engagement Reduced recruitment costs Decreased staff turnover Of companies with an Employer Brand: 90 % reported improvements retaining employees, increased engagement and job satisfaction, and more success attracting good candidates 3 $ 125 cost per hire for companies with Moderate/Poor Employer Brands $ 67 cost per hire for companies with Strong/Good Employer Brands 2 70 % believed branding led to improved business results 4 54 % reported an increase in quality of the candidate pool 5 1 Employer Brand International, Employer Branding Global Trends Study Report, LinkedIn, LinkedIn Global Recruiting Trends Survey, Aon Hewitt, 2014 Trends in Global Employee Engagement, Aon Hewitt, 2014 Trends in Global Employee Engagement, CEB, 2014 Employment Branding Effectiveness Survey, 2014
15 APPLYING THE EMPLOYER BRAND
16 EMPLOYEE VALUE PROPOSITION An agreement of exchange: Employer may provide career development, culture, work/life balance and compensation in exchange for skills, a passion to excel, customer orientation and shared commitment to community s mission and values from the employee. EVP must be unique to the community and the type of talent it seeks to hire.
17 Employee Value Proposition An Example Kimberly Clark s People Philosophy
18 HOW TO IMPLEMENT AN EMPLOYER BRAND ASSESS ADOPT SET PLAN ACTIVATE MEASURE
19 IMPACT OF AN EMPLOYER BRAND Poor Employer Brand Weak resident satisfaction Occupancy challenges Low employee engagement Low brand awareness Attrition Declined offers Low productivity Long time-to-hire High cost-per-hire Poor referral programs Strong Employer Brand Strong resident satisfaction Occupancy stable High employee engagement High brand awareness Retention More job offers accepted Revenue goes up More quality applications Lower cost-per-hire Higher number of referrals
20 EMPLOYER BRAND TRUTHS Employer brand must be championed by the CEO and executive team Long-term strategy, not a quick fix Strategic, enterprise-wide HR function versus tactical one Align with and support the corporate brand Infuses employee engagement at every stage of employment and level of the organization Measure regularly-use results to enhance performance
21 EMPLOYER BRAND Questions & Answers
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
More informationhrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1
hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1 MAURA DYER 15 YEARS Online Senior Director of Talent Acquisition, Rogers Facilitating the recruitment, engagement, and development of top talent
More informationEmployer Brand Analytics
Employer Brand Analytics 101 Introduction Developing an effective employer brand is the foundation of an effective recruitment strategy. Your employer brand is your reputation, and if you don t define
More informationFYI HIRING. Recruiting Strategies
FYI HIRING Recruiting Strategies Revised: March 2011 Summary: This FYI discusses the steps involved establishing or revitalizing an effective recruiting process. It includes considerations for goal setting,
More informationConsulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers
Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage
More informationWhen Engaging the Right Talent, One Size Does Not Fit All
When Engaging the Right Talent, One Size Does Not Fit All Candidate Preferences in Job Search and Interview Practices This is the first in a five-part series from ManpowerGroup Solutions analyzing the
More information2016 Talent Attraction Study: How Top Performers Search for Jobs
2016 Talent Attraction Study: How Top Performers Search for Jobs Nearly everyone is actively looking for jobs, including top performers We ve all heard stories about how top performers create an abnormal
More informationOptimizing Rewards and Employee Engagement
Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin
More informationConsulting Performance, Rewards & Talent. Measuring the Business Impact of Employee Selection Systems
Consulting Performance, Rewards & Talent Measuring the Business Impact of Employee Selection Systems Measuring the Business Impact of Employee Selection Systems Many, if not all, business leaders readily
More informationOBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed?
SUCCESSION PLANNING OBJECTIVES To discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss the basics of succession planning
More informationDepartment of Human Resources FY 2009-2013 Strategic Plan
Department of Human Resources FY 2009-2013 Strategic Plan OUR MISSION, VISION, PHILOSOPHY OUR MISSION In partnership with the University of Arizona community, we attract and engage the world-class human
More informationSuccession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
More informationStrategic human resource management toolkit
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
More informationTrends in Global Employee Engagement
Consulting Talent & Organization Trends in Global Employee Engagement Trends in Global Employee Engagement Contents 3 4 5 6 7 8 9 10 14 15 Executive Summary Trends in Global Employee Engagement Employee
More informationTop Tier Staffing, LLC. General Information
36 General Information What s In It For You Introduction Staffing Services Managed Services Consulting Services RPO FAQs Contact Info Top Tier Staffing, LLC ASA Member American Staffing Association MWBE
More informationTexas Tech University Human Resources. Strategic Plan. January 1, 2014 - December 31, 2016
Texas Tech University Human Resources Strategic Plan January 1, 2014 - December 31, 2016 Mission Texas Tech University is recognized as a premier institution and a workplace of choice. This work environment
More informationSo you think you ve got RPO?
So you think you ve got RPO? Are you getting enough of the right candidates? Are you measuring what good looks like? Do you have an EVP? Do you have a social media strategy? Do you have attrition or employee
More informationLeverage Your Employer Brand to Attract, Hire & Retain Top Talent
Leverage Your Employer Brand to Attract, Hire & Retain Top Talent Thursday, October 16, 2014 Our Time Today Harness the power and potential of your engaged employees and your employer brand along all phases
More informationHow to Culturally Embed Total Rewards into the DNA of Your Organization
How to Culturally Embed Total Rewards into the DNA of Your Organization Lisa Silcox Senior Communication Consultant Eckler Ltd. Companies spend millions every year providing benefits that employees don
More informationHR Manager Job Description
HR Manager Job Description SUMMARY The Human Resources Manager manages Human Resources services, policies, and programs for the entire company. The major areas directed are: recruiting and staffing; organizational
More informationWhy Your Employer Brand Matters
Hiring Solutions Whitepaper Why Your Employer Brand Matters The impact of company brand and employer brand on job consideration Key Findings 1) A strong overall company brand certainly doesn t hurt in
More informationThe Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR
The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your
More informationGlassdoor Survey: How to Recruit Healthcare Professionals. A Strategic Guide for Talent Acquisition Professionals
2014 Glassdoor Survey: How to Recruit Healthcare Professionals A Strategic Guide for Talent Acquisition Professionals Survey Overview Recruiting healthcare professionals in today s highly competitive recruiting
More informationCERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE
CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business
More informationHuman Resource Management Systems for Your Business. Vital Business Solutions
Human Resource Management Systems for Your Business Vital Business Solutions About Vital Business Solutions A team of professionals with a minimum of 7 years industry experience per team member Established
More informationEmployee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach
1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed
More informationThe Complete Guide to Employee Referrals EVERYTHING YOU NEED TO FUEL YOUR EMPLOYEE REFERRAL PROGRAMS
The Complete Guide to Employee Referrals EVERYTHING YOU NEED TO FUEL YOUR EMPLOYEE REFERRAL PROGRAMS TABLE OF CONTENTS 03 INTRODUCTION 06 PART I: Why Companies Need Employee Referrals? 10 PART II: How
More informationInterview Guide for Hiring Executive Directors. April 2008
Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for
More informationIn-house vs. Outsourcing. Pank Koria, CEO, Project People
In-house vs. Outsourcing Pank Koria, CEO, Project People Agenda The acquisition of talent In-house vs. outsourced resourcing models Key Performance Areas Project People A few brief facts about Project
More informationChapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES
Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee
More informationHUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT. A Guide to Integration and Alignment
HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT A Guide to Integration and Alignment HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008
More informationEVP The foundation of a strong Employer Brand. HR Swiss Congress 2014, Bern
HR Swiss Congress 2014, Bern Employer Branding in 1913 2 Influence your Employer Brand in the right direction ALL EMPLOYERS HAVE AN EMPLOYER BRAND. Even if employers don t actively control the brand, it
More informationROI & Cost-Benefit Analysis
ROI & Cost-Benefit Analysis Understanding the value of your company s investment in opportunity youth is as important as it would be for any other business initiative. You will probably discover that some
More informationHuman. Rısk. By Matt Shadrick and Seymour Adler, Ph.D., Aon Consulting Worldwide
10 08 The Magazine of WorldatWork WHY YOU SHOULD BE A Capıtal Human Rısk Manager QUICK LOOK When asked about your HR department s strength today, only 5 percent said strategic HR differentiation. Evaluating
More informationThe Recruitment Quotient:
ADP Research Institute The Recruitment Quotient: Raising Your Talent IQ Contents 3 Introduction 4 Candidates Expectations: Higher Than You Might Expect 5 Employment Brands, Social Media, and the Consumerization
More informationSMART SOURCING A MARKET FOCUSSED RECRUITMENT SOURCING STRATEGY
SMART SOURCING A MARKET FOCUSSED RECRUITMENT SOURCING STRATEGY EXECUTIVE SUMMARY The key drivers that drive talent acquisition in good times and bad times, in tight labor markets or soft ones largely remain
More informationA Framework for Attraction and Retention in the Government of Nova Scotia
Government of Nova Scotia, Attraction and Retention Framework - 1 - A Framework for Attraction and Retention in the Government of Nova Scotia Summer 2006 Government of Nova Scotia, Attraction and Retention
More informationRecruiting in a Competitive Market
Recruiting in a Competitive Market MAURA DYER 15 YEARS Online Talent Acquisition Director, Rogers Facilitating the recruitment, engagement, and development of top talent at leading Canadian organizations
More informationRecruitment Process Outsourcing Methodology Statement
Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About
More informationHIGH IMPACT RECRUITING HIRE HIGHLY ENGAGED EMPLOYEES SMART & STRATEGIC WAYS TO. High Impact Talent Management
HIGH IMPACT RECRUITING 5 SMART & STRATEGIC WAYS TO HIRE HIGHLY ENGAGED EMPLOYEES High Impact Talent Management The new economy has created a new set of rules for Recruiting. There is mounting pressure
More information10 Must-Track Metrics in Talent Acquisition
10 Must-Track Metrics in Talent Acquisition Talent acquisition continues to be one of the most urgent issues for companies, and the pressure to hire the right people has created an intensely competitive
More informationUnderstanding the links between employer branding and total reward
8 September 2010 Understanding the links between employer branding and total reward An overview of our research findings and the implications for reward Limited is authorised and regulated by the Financial
More informationB408 Human Resource Management MTCU code - 70223 Program Learning Outcomes
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,
More informationEmployer branding. What and how?
Employer branding What and how? Purpose Employer branding has the purpose: To focus on identifying employer attributes; To align organizational structure and management practices To communicate both directly
More informationINTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS
INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among
More informationAuthor: Lydia Cillie-Schmidt Page 1
Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promote
More informationASSISTANT HUMAN RESOURCES MANAGER
CITY OF URBANA Human Resources Division ASSISTANT HUMAN RESOURCES MANAGER JOB DESCRIPTION Department: Executive Division: Human Resources Work Location: Urbana City Building Percent Time: 100% ( Full-time)
More informationHR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals
50 HR and Recruiting Stats That Make You Think Introduction Employer branding, employee engagement, social recruiting, transparency and Millennials are among the most important trends and topics impacting
More informationSmall Business Management Certificate Program
Small Business Management Certificate Program This unique Small Business Management Certificate program offers around 20 hours of online learning, addressing key topics such as finance, marketing, customer
More information1/26/2016. Creating Leadership Bench Strength for the Future. Our Expert Panel. Talent Management & Succession Planning.
Creating Leadership Bench Strength for the Future Talent Management & Succession Planning January 26, 2016 Strong leadership is likely the single most important driver of overall organizational performance,
More informationTalent as a Top Priority and Challenge
Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,
More informationMANAGING THE EMPLOYEE LIFECYCLE
MANAGING THE EMPLOYEE LIFECYCLE Current Position Jose Laurel Experience & Expertise 16 years experience in management, operations, marketing and international commerce Prior to G&A, served as country manager
More informationThe Guide to Captivate Candidates and Build Engagement
The Guide to Captivate Candidates and Build Engagement Why employers need to use recruitment marketing automation to build talent pools, cultivate more engaged new hires, and deliver a better candidate
More informationExecutive Brief: What Factors Influence Cost-per-Hire?
Executive Brief: What Factors Influence Cost-per-Hire? The SHRM Benchmarking Database provides members with more than 400 metrics based on their organization s industry, employee size, geographic region
More informationHR 101: Compliance Audit
HR 101: Compliance Audit A Nonprofit HR White Paper By: Sidney Abrams, SPHR Senior HR Consultant Nonprofit HR Introduction Do you lie awake at night thinking about questions such as: HR Audit: 101 Is my
More informationEngineering & Construction Leadership Solutions. Empowering Clients to Recruit and Retain Top Talent
Engineering & Construction Leadership Solutions Empowering Clients to Recruit and Retain Top Talent Having been disappointed by other recruiting firms in the past we were delighted to find CSI. They have
More informationTalent Management. Recruiting and Retaining Top Talent Through Technology. Talent. Every organization wants it, and every organization runs
Talent Management Recruiting and Retaining Top Talent Through Technology Summer 2016 Lockton Companies Talent. Every organization wants it, and every organization runs the risk of losing it at some point.
More information7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE
7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE Insights from Ceridian s 4th Annual Pulse of Talent Survey EXECUTIVE SUMMARY The insights provided by more than 800 working Canadians show
More informationHR Strategic Plan 2015-2019
HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an
More informationRaise Your Voice, Raise Your Skills
ASHHRA s Initiative Raise Your Voice, Raise Your Skills Tool 00 Please fax d Tool to ASHHRA at --77 Attn: Jamie Macander ASHHRA s Initiative Raise Your Voice, Raise Your Skills Introduction Changes are
More informationPima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
More informationGo Global or Localise?
Go Global or Localise? How Leading Organisations are Making People Programme Decisions 27 November 2013 Aon Hewitt, Performance, Reward & Talent Risk. Reinsurance. Human Resources. Empower Results Agenda
More informationStrategic HR Alignment
Strategic HR Alignment Company Overview The Phillips Group (TPG) provides a full range of human resources services to help our clients to grow, manage and maintain their businesses. Our certified HR consultants
More informationThe Engagement Outliers
The Engagement Outliers How to Achieve Big Improvements in Employee Engagement October 2013 Consulting Performance, Reward and Talent 2013 Aon plc What Is Required for a Successful Space Mission? A business
More informationService Squamish Initiative. Human Resources. Core Service Review
Service Squamish Initiative Human Resources Core Service Review Service Squamish Initiative Human Resources Core Service Review Final Report Executive Summary 5 Key Findings 7 Detailed Findings 9 Recommendations
More informationDefining Human Resources Moving to Strategic HR
Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8,
More informationRedefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape
Redefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape EXECUTIVE SUMMARY Recruitment process outsourcing (RPO) has undergone a transformation. What once was a function focused
More informationState of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008
State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic
More informationU.S. Nuclear Regulatory Commission. Plan of Action Strategic Workforce Planning
U.S. Nuclear Regulatory Commission Plan of Action Strategic Workforce Planning January 19, 2001 Strategic Workforce Planning Plan of Action January 19, 2001 Content Overview This plan of action outlines
More informationSuccession Management/Planning Talent Management
Succession Management/Planning Talent Management Objectives Upon completing this workshop you will be able to: Utilize a basic framework for building a comprehensive succession plan. Understand the need
More informationThe New Path Forward. Creating Compelling Careers for Employees and Organizations. Summary of Findings. 2015 CEB. All rights reserved.
The New Path Forward Creating Compelling Careers for Employees and Organizations Summary of Findings 1 CAREER MANAGEMENT IS AN EXECUTIVE-LEVEL CONCERN Priority for CEOs and Boards Reasons Why Career Management
More informationThe True Cost of a Bad Hire. Research Brief
Research Brief Madeline Laurano August 2015 Research Brief The True Cost of a Bad Hire By: Madeline Laurano VP and Principal Analyst, Talent Acquisition Brandon Hall Group August 2015 2015 Brandon Hall
More informationThe Talent Management Framework
The Talent Management Framework Talent-Management and Leadership-Development in Europe Wachstum fördernde HR-Arbeit Manage the Change Symposium 29./30.September 20006 3M COE Talent Management Europe,Middle
More informationOn-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1
On-boarding A Process for Retaining the Best Talent MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 Introduction to On-boarding On-boarding is a major tool in successful talent management
More informationEveryone agrees that an employee referral is the best way to find great people for your organization. The numbers bear this out.
Tips to improve your Employee Referral Program Opening the doors of opportunity to talented professionals. Everyone agrees that an employee referral is the best way to find great people for your organization.
More information2015 Recruitment Trends & Best Practices
2015 Recruitment Trends & Best Practices SIMON PARKIN 20 YEARS Online Practice Leader HR, Recruitment & Talent Solutions, The Talent Company Former global leader of Talent Acquisition - partners with organizations
More informationSearch Profile. Vice President, People and Culture
Search Profile Vice President, People and Culture Company Description For over half a century, Bethany Care Society has been improving the lives of Alberta seniors and adults with disabilities by providing
More informationAttracting, Onboarding and Retaining Employees within the Healthcare Industry
Attracting, Onboarding and Retaining Employees within the Healthcare Industry By: Nadia Gruzd As we face global unprecedented demographic, economic and competitive challenges, and other industries experience
More informationInternship Guide. Get Started
Internship Guide This guide provides a roadmap for any company, no matter the size of the business or the industry. Whether you re just getting started or already have an internship program that you want
More informationWorkforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
More informationThe War for Talent Retaining critical resources during outsourcing transitions
September 19, 2008 The War for Talent Retaining critical resources during outsourcing transitions www.mercer.com What we will talk about today Setting the stage: Outsourcing means transformation The talent
More informationOutsourced Call Center Provider Enables People with Disabilities to Work from Home
Outsourced Call Center Provider Enables People with Disabilities to Work from Home Challenge Direct Interactions was looking for a call center solution that would meet five very specific criteria. A solution
More informationPOSITION DESCRIPTION KEY RESULT AREAS
POSITION DESCRIPTION Position Title: Human Resources Officer Date: Feb 2013 Department: Human Resources Sub department: HR ANZ Location: Sydney Reports to: Human Resources Manager ANZ Direct Reports: Nil
More information6. Chief human resources officer
6. Chief human resources officer A Chief Human Resources Officer (CHRO) is a corporate officer who oversees all human resource management and industrial relations operations for an organization. Similar
More informationWomen in Engineering. Industry Blueprint of Successful In-House Professional Women s Programs - Supplemental
Women in Engineering Industry Blueprint of Successful In-House Professional Women s Programs - Supplemental Introduction Creating a Business Case for an In-House Professional Women s Program In 2012, Engineers
More informationSocial Recruiting Survey
Jobvite 2014 Job Seeker Nation: Mobility In The Workforce Study Page 1 2014 Social Recruiting Survey Social Recruiting Survey Results 2014 Page 1 The job market is cutthroat due to an Jobvite 2014 Job
More informationWe Can Work It Out: Integrating Millennials Into the Workplace (CAD005)
We Can Work It Out: Integrating Millennials Into the Workplace (CAD005) Speakers: Melissa Dunn, VP and Managing Director, Helmsman Management Stephanie Conner, Senior Analyst, Risk Management, The Walt
More informationinfo@hensongroup.com www.hensongroup.com
The recruiting process typically involves multiple touch points with a variety of HR and recruiting applications, often resulting in manual or disjointed processes A recruiting solution built using Microsoft
More informationCompetency Requirements for Executive Director Candidates
Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives
More informationBUSINESS PLAN: Human Resources
BUSINESS PLAN: Human Resources How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City
More informationHow To Manage A Talent Acquisition Process
2015 Baker s Dozen Customer Satisfaction Ratings: Talent Management Technology We rank the top providers of talent management platforms based on customer satisfaction surveys. By The Editors Talent management
More informationRecruitment Process Outsourcing
0 Recruitment Process Outsourcing Market Overview Brett Gerard, TPI Julie Kinnear, TPI May 10, 2007 Copyright 2007, Technology Partners Copyright International, 2007, Technology Inc. All Rights Partners
More informationTalent Management A Holistic Approach to Managing your Workforce
Talent Management A Holistic Approach to Managing your Workforce Robyn Warren and Stacy Edwards-Adrian Los Angeles Unified School District Successful organizations, both public and private, are recognizing
More informationTHE EVOLUTION of Talent Management Consulting
Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE
More informationHiring & Onboarding (Orientation) Cost Savings Web: www.teamnfp.com Toll-Free: 866-748-2933
Hiring & Onboarding (Orientation) Cost Savings Web: www.teamnfp.com Toll-Free: 866-748-2933 Welcome to Hiring & Onboarding Cost Savings Oct. 22, 2014 Sponsored by TeamNFP & Your MIP Business Partner Housekeeping
More informationNational Transportation Safety Board Strategic Human Capital Plan FY 2011-2016
National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 September 30, 2011 Strategic Human Capital Plan National Transportation Safety Board Fiscal Years 2011 through 2016 Prepared
More informationWhat specific talent groups will be necessary to achieving strategic business goals?
NORTH AMERICAN CRITICAL TALENT FEB 2014 INTRODUCTION In August 2013, Mercer surveyed Canadian and US organizations regarding their critical talent practices. As the economy cautiously rebounds, global
More informationColes Group Recruitment:
Coles Group Recruitment: Embracing technology changing the way we recruit Overview Overview Recruitment Challenges Our situation Technology the answer! The volume process Online Assessment Voice Recognition
More informationBranch Human Resources
Introduction The Human Resources Branch provides strategies, programs, services and consultation to attract and retain a diverse, engaged, innovative and skilled workforce to build a great city. Recruitment
More informationEssential Interview Questions for Recruiting and Staffing Agencies Find Top Talent by Asking the Right Questions
Essential Interview Questions for Recruiting and Staffing Agencies Find Top Talent by Asking the Right Questions A Bond Operational Excellence White Paper Essential Interview Questions for Recruiting and
More information