Nowadays, organizations need top-notch technologies to attract top talent, support their recruiters, and empower their organizations to grow. Thankfully, data analytics, open talent acquisition suites, talent communities, mobile optimization, and more are readily available and can enhance experiences for both candidates and recruiters while providing insight on HR for business leaders. But refreshing talent acquisition isn't just about technology; it's also about realigning its definition to the demands and expectations of the twenty-first century.
Attracting talented job candidates is one of the biggest
challenges facing HR in the next 10 years.1 Understandably,
organizations want top talent and they are highly focused on
recruiting strategies that enable them to hire the very best.
One increasingly popular strategy is mobile recruitment. As
mobile devices become ever more ubiquitous, potential
candidates are starting to look more favorably at organizations
offering a mobile recruitment option.2 But are all candidates
created equal when it comes to mobile recruitment? We decided
to take a look at the coveted members of the workforce and
explore their use of and attitudes towards mobile recruitment.
Using the high-potential employees subset of our global
WorkTrends™ survey data, we were able to compare top talent,
who significantly outperform their peers and demonstrate a
stronger capacity to succeed,3,4 with other employees. The
results provide new insight into mobile recruiting and guidance
for organizations looking to attract
To succeed today, organizations need to take advantage of
information technology in every area of their business. Talent
acquisition is no exception. Robust, reliable technology can
help recruiters more effectively engage with candidates.
According to Aberdeen Group, the user experience is key.
It is more important than ever to have friendly and interactive
platforms. In terms of talent acquisition, companies that
prioritize the candidate experience are more than twice as
likely to improve their cost per hire on a year–by-year basis.1
In addition, social capabilities can enable recruiting
professionals to use the Internet for job applications, social
referrals and video interviewing. Mobile integration also
enables users to connect with information where and when
they need it.
With better tools and insight into people and data,
organizations can much more quickly identify talent,
match capabilities to market needs, retain the best talent
and improve recruiting outcomes.
Simply put, rec
Today’s increasingly competitive global economy requires businesses to make decisions faster than ever. Businesses need instant insight into the status of their people and processes. But manual, paper-based processes undermine decision-making. Paper makes it difficult for businesses to make smart decisions about their operations and their working capital. Manual processes also are costly and inefficient, create headaches for front-line staff, introduce compliance and security risks, and stymie collaboration with trading partners.
In a world of increasingly complex financial models, ever-more confusing regulatory demands, and a multi-generational, highly mobile workforce, the future of human capital management (HCM) is wide open.
In Aberdeen's recent "An Asset for HR in the Age of the Candidate," we learned that there isn't a one-size-fits-all, pre-hire assessment approach to fit in with every company's talent acquisition process. However, there are universal steps that can be taken to optimize its usage to be as fruitful as possible.
In the age of big data and workforce analytics, statistics and metrics abound. In the face of an overabundance of numbers, knowing which metrics are most important can be a real challenge for Human Resource (HR) leaders and hiring managers.
Tired of high costs, low visibility and other headaches associated with processing fax and email orders?
Let us be your guide to better order management!
Read the Guidebook to learn specific ways your company can save time and money with electronic order processing while keeping customers happy.
The rise of social media, coupled with the desire to build more engaged and productive workforces, has brought “active employee listening” to the forefront of management attention. No longer is it enough to encourage employees to speak up about topics that matter to them. Organizations today need to more actively solicit, analyze and engage in ongoing conversations with past, present and even future employees. Having access to the collective “employee voice” can help leaders achieve diverse goals, including identifying innovations, preventing discord and improving productivity, as well as building a better connection to the organization and its mission. So, how can organizations establish and manage mutually beneficial listening programs?
To better understand what companies are doing in the area of employee listening and the extent to which employees are willing to participate, we analyzed data from the 2015 IBM Smarter Workforce Institute WorkTrends Survey – a broad-based survey of ov
Analytics has permeated, virtually, every department within an organization. It’s no longer a ‘nice to have’. It’s an organizational imperative. HR, specifically, collects a wealth of data; from recruiting applications, employee surveys, performance management data and it sits in systems that remain largely untapped. This data can help drive strategic decisions about your workforce. Analytic tools have, historically, been difficult to use and required heavy IT lifting in order to get the most out of them. What if an analytics system learned and continue to learn as it experienced new information, new scenarios, and new responses. This is referred to as Cognitive Computing and is key to providing an analytics system that is easy to use but extremely powerful.
A successful business case is one that enables your organisation’s business leaders to make the right decision
about a Talent Analytics investment. In this report we highlight the key aspects you need to think about as you
create your own business case for Talent Analytics, starting with getting a clear handle on why it is a worthwhile
investment for your organisation, but also addressing considerations such as budget and resourcing concerns,
how you can measure the success of your initiative and demonstrate ROI, and the major risks you need to bear
in mind over the lifetime of the initiative.
Five years ago in a Harvard Business Review article on how companies leveraged
HR analytics for competitive advantage, my co-authors and I found only a small
handful of companies to interview. Today, life is very different. Interest in analytics
and storytelling through data in HR is booming. But, HR as a whole is still
learning how to set up an effective analytics function. That is why I welcome this
report. The first 100 days of any effort is critical to success. Analytics is no
Lead authors of this report and the people they have interviewed have sat in
analytics roles in HR. They’ve learned a lot about what works and what doesn’t.
Here’s an opportunity to learn from those who have already undertaken this
particular journey. They know that to succeed in analytics one needs to:
• Focus on business priorities
• Leverage your analytics through storytelling
• Use analytics to help inform decision making, not as a substitute
• Understand that perfect data isn’t required for a
Does all this talk about analytics have your head spinning? Are you having trouble figuring out where to start first? In this webcast, IBM Senior Workforce Science Consultants will discuss how assessments supported by analytics can help reduce cost per applicant and ultimately improve retention. The consultants will share client stories and best practices that show how you can be successful quickly and easily using IBM Kenexa Assessments.
In the age of the empowered individual, organizations must rethink the workplace with the employee at the center of the business.
Business leaders are now facing a host of new challenges and opportunities associated with their workforces. On one hand, the demographics of their workforce are changing with a new type of employees coming on-board. At the same time, the nature of the employee relationships are rapidly changing. This session will focus on recent research from the IBM Institute for Business Value about how to make sense of these workforce changes and take actions that will benefit your organization.
Join this virtual discussion between industry thought leaders to learn how to:
Separate the myths from realities related to the Millennial workforce.
Understand the value provided by alternative work arrangements and the independent worker.
Identify opportunities for your organizations to better adapt to these shifts within the workforce.
Analyst Zach Lahey from Aberdeen group will share research insights in this webinar and will explore how to evaluate your internal and external talent acquisition processes to determine what’s working and what’s not. In addition, we will delve into the technologies that are available to make talent acquisition more effective than ever.
After attending this webinar, you will be able to answer these three questions about your current process:
What is your recruiter’s experience like? What are their trials, tribulations, and daily interactions?
What is your candidate’s experience like? Where do they struggle, how much effort does it take for them to find information and apply for jobs?
Finally, if either one (or both) doesn’t meet your expectations, what are you going to do about it and when?
Big data. We've heard the phrase for quite some time, but how can human resource leaders get into the action? One way is through the development and implementation of talent analytics strategies. Talent analytics is fundamentally changing the way organizations and practitioners are thinking about the role of HR and organizations uncovering never before seen insights.
Workforce analytics is a very significant development in human
resources. It promises the potential for deeper understanding
of the ways workers contribute to organizational performance.
However, workforce analytics is not just about analyzing data
to reveal exciting insights; it also requires the active
involvement of a firm’s workers if the potential of analytics is
to be fully realized. Without active employee participation,
workforce analytics efforts face at best, restricted data sources
and data sets that are incomplete and at worst, the risk of
damaging employee relations and, ultimately, productivity.
This white paper summarizes recommendations that will
encourage enthusiasm for workforce analytics and active
employee participation, using the FORT (Feedback, Opt-in,
Reciprocal, Transparent) framework. The FORT criteria could
prove particularly useful in European countries. This is
because the 1995 European Union Data Protection Directive,
along with certain local legislative pr
Whether it's through using pre- or post-hire assessments, applying managerial feedback or learning results, identifying high potentials is a huge win for determining who will lead your company forward. With such information, businesses can ensure that their most valued employees are promoted, challenged, and encouraged to succeed - and that they stay with your business. Without this data, companies risk losing the talent that keeps them competitive and successful.
Companies are always looking for ways to determine just how effective and capable candidates can be in the workplace before they start. On paper, candidates have indicated that they can code in Python and Java or can resolve any customer service problem, but how do their skill sets compare with internal success standards, let alone everyday coding or service expectations? That’s where pre-hire assessments can be so valuable. They provide extensive insights into candidates’ skill sets, strengths, struggles, ideal working environments, and more. Top companies understand just how worthwhile such a resource is for making informed hiring decisions. In fact, Best-in-Class organizations are 45% more likely than All Others to use pre-hire assessments as part of the hiring process. Greater insights about candidates can be a game changer for the future success of any company.
While there isn’t a one-size-fits-all pre-hire assessment approach to fit in with every company’s talent acquisition pr