Eight Steps to Recruitment Success
- Author: Kyle Callahan
- Posted: January 17, 2008
- Category: Sourcing Strategies, Workforce Planning, Screening and Assessment, Recruitment Solutions, Profiling, Employment Branding
- Tags: No Tags
- Comments: 0
Mike Moore, CEO of RCI Recruitment Solutions, talks about the eight steps to recruitment success.
For more information on how your organization can better implement any or all of these eight steps, contact us today.
Ten Top Ideas for Building the Future Workplace
- Author: Amitai Givertz
- Posted: August 29, 2007
- Category: Workforce Planning
- Tags: No Tags
- Comments: 0
Recruiting by Numbers: Wednesday, August 29th, 2007
- Find jobs for people, not people for jobs
- Retention is more important than hiring
- Succession Planning is more important than Workforce Planning.
- Workforce Planning and Just-in-Time Hiring are more important than ever
- Devalue experience. Hire on potential. Train on skills
- Think consumer marketing, systematization, technology and scalability
- Hire and train for the new competencies
- Don’t build a corporate recruiting function based on third-part recruiting practices
- Convert Managers into triple A coaches
- Make it about the people
Lou Adler, ERE
10 Steps to a Better Staffing, Salary Strategy
- Author: Amitai Givertz
- Posted: July 2, 2007
- Category: Recruiting, Workforce Planning
- Tags: Recruiting by Numbers, STREAMline Recruiter Training
- Comments: 2
Recruiting by Numbers: Monday, July 2nd, 2007
- Revisit corporate strategy
- Set staffing levels
- Establish job requirements
- Build job descriptions
- Work out bonuses
- Map existing staff numbers and skills to the matrix
- Evaluate compensation schemes
- Research salary benchmarks
- Understand the competitive environment
- Determine total compensation from base salary
Source: Info-Tech Advisor - Research Note
Flippin’ Burgers, Flippin’ Jobs: Two Outsourcing Models
- Author: Amitai Givertz
- Posted: April 4, 2007
- Category: Recruiting, Workforce Planning, Business Matters
- Tags: No Tags
- Comments: 0
Last November it was widely reported that a number of fast food franchises – Burger King, Panda Express and Wendy’s among them — had outsourced their drive-thru operations to a MA-based outfit, Exit41, Inc. The company bills itself as the “next generation restaurant of ordering solutions.” I remember hearing about it on the radio.
In short, when you place your order at a growing number of fast food drive-thru locations around the U.S. your order is taken and keyed-in at a call center, conceivably thousands of miles away. The business case for this outsourcing model is compelling: increased drive-thru capability by as much as 25%; improved customer satisfaction and loyalty; decreased food costs, yada-yada. It makes sense to me.
On closer examination though, this innovative approach raises some interesting questions as it relates to one of the underlying factors for success: the “human element.”
Why no mention of the impact of this outsourcing solution on staffing costs either on Exit41’s site or the industry press? Perhaps the expense of implementing the solution and the potential savings in recruitment costs is a wash. But the increase in productivity to be expected by improving workplace conditions should be easy enough to measure. Fewer screaming and agitated customers might have an effect on retention rates too, no?
Workforce Planning: Crying, “Wolf!”
- Author: Amitai Givertz
- Posted: March 15, 2007
- Category: Workforce Planning, Business Matters
- Tags: No Tags
- Comments: 5
An article appeared in the Boston Globe yesterday titled, Shortage of Workers May Stretch Many Employers. Two things make this an important article:
Important thing number one: When you look at the number of published papers, articles, blog posts, reports, and so on that are similarly titled — Shortage of Workers May Stretch Many Employers typically unimaginative for the alarming content — well, at some point you turn off, don’t you? You begin to assume, “Seen that, read that, done that, what’s new?”
True, at some point we have to attenuate the constant drone about talent shortages, create the quiet space we need to think through possible solutions and understand how we might turn lemons into lemonade.
This article reports:
American businesses are largely unprepared for a seismic workforce change that will get underway in the coming decade, as tens of millions of baby boomers retire and far fewer new employees arrive to take their place.
Hmmm. Nothing new there but the Globe goes on:
… the conclusion of a study being released today by Boston College’s Center on Aging & Work… which surveyed 578 companies and other organizations, finds that only 12 percent have planned in-depth and more than a quarter have failed to plan at all for the changing demographics projected to create a worker shortage.
Important thing number two: The real and pressing issue that makes this innocuously titled article so important that we must pay attention to it, is the startling report that so few employers have taken steps to tune in and wake up. It seems that 25 percent of employers are sleeping through the late-hour alarm call with the rest just tossing and turning, dozing off again.
Have we pundits, thought-leaders, salespeople, marketers, commentators and assorted boys-in-trees lulled everyone to sleep with our “buzz” about the shortage of talent? As a society, have we failed to wake up even now, now that there is a wolf at the door?
Talent Unconference, Part 1: Tricky Business
- Author: Amitai Givertz
- Posted: March 4, 2007
- Category: Workforce Planning, Talent Management
- Tags: No Tags
- Comments: 4
I had an exchange of emails with larger-than-life Jeff Hunter last week. Among other things, I fell on my sword admitting that I had been remiss for not following up on the recent Talent Unconference, giving back in the spirit of the thing. FYI, Jeff conceived and championed TalUncon, a loya jirgah of sorts for what has been described by John Sumser as “the tribe.” Jeff’s sponsor, Electronic Arts graciously hosted the event on their swank Redwood Shores campus, all under the careful watch of a passionate Cindy Nicola who spearheads EA’s innovative HR function.
TalUncon’s deal was simple: learn one thing, teach one thing. On the first count, I learned a lot. On the second count I fear I may have fallen short. As we left the big tent of talent to return to our villages I promised to post something on the TalUncon site, a reflection on how next years event might be improved. Alas, I have not done that either. Oh, dear. I’m sorry, Jeff.
For what it’s worth, at some point I do intend to organize my thoughts to formulate a coherent answer to Dave Lefkow and Susan Burns’ take on the difference between, application of, and relationship between workforce and talent planning, or not as the case may be. Susan and Dave led my pick for afternoon session, Talent Planning and Strategy which was billed like this:
The opportunity we see is:
There is a huge opportunity for talent management functions to raise their profile and importance in their organizations - not just to support business strategies but to help drive them.
The problem we see is:
We know how important talent is in our global, information-driven, innovation economy. Yet talent management departments are often called upon to fix the problems that are created vs. help avoid them in the first place. In the face of an increasingly complex global business and labor environment, how do we strategically use information and talent planning to turn this vicious cycle into a virtuous one?
Joining the track I wasn’t really expecting mo’ talent-speak, talent planning and strategy established practices I thought. And it seemed to me that the term “workforce planning” was being lifted from the human capital lexicon to be repurposed in talent management’s burgeoning nonsensicon, blurring issues and confusing me.
I don’t know if talent pipeline, -development, and -management, and its functional subsets – recruiting and selection, performance management, succession planning and so on – were being mashed-up with strategic workforce planning – the formalized process by which an organization determines its future human capital needs to deliver its strategic objectives, over time, tweaked as needed – mashed-up, I wondered, to serve some hidden agenda or emerging fad or deconstructionist babble.
I’m left wondering now, is the conventional thinking that talent management processes — deployed to implement the workforce plan — being challenged now to evolve a better overall system for delivering shareholder value or are our talent management vanguard playing musical chairs, looking for a seat at the table? Again:
There is a huge opportunity for talent management functions to raise their profile and importance in their organizations - not just to support business strategies but to help drive them.
Of course, if the latter is the case there is nothing wrong with jockeying for position if that’s what it takes; nothing wrong with musical chairs until the music stops as it did when the dot com bubble burst. Remember that?
Ahem. Now all that said it could be that I’ve just got everything muddled up, loosing my marbles maybe. It happens you know. So here is Susan Burns wrapping up the afternoon session for the whole tribe. You make sense of it:
