For talent acquisition, there are hundreds of different metrics that could be seen as relevant; everything from headcount to expected revenue generation. However, due to human limitations, only some metrics should be regularly updated and monitored. While the exact metrics on TA dashboards might vary from industry to industry and organization to organization, they should all lead to better overall business decisions with advanced (predictive and prescriptive) analytics.
Candidate experience is a modern concept that encompasses the entire set of activities, feelings and experiences a candidate goes through during their job search. But which of those experiences contain the key moments that can compel a candidate to reject or accept a job offer? Those defining impact points are of high interest to any organization seeking to make an immediate impact on one of the most telling recruitment metrics: offer-acceptance rate.
The most impactful point of candidate experience varies by job type, industry and organization but the real takeaway is that all of the parts must come together to make a real impact on candidate experience. Even one missing link will break the chain that ties successful candidates to overall business success.
As employers focus on driving business growth, the top people priorities for most organizations are assessing and driving employee engagement, according to Brandon Hall Group research. We define engagement as an “outcome driven by the quality of employee experiences,” which means nearly everything employees touch during their tenure, from onboarding to technology to their relationships with managers and leaders, and everything in between.
Brandon Hall Group, the leading independent HCM research and analyst firm, is launching a new study on organizations’ well-being and engagement practices and how they correlate with increased KPIs to identify best practices in HR strategies.
Recruitment marketing has traditionally been the first step in eliciting interest in potential candidates for companies seeking to hire new employees. However, in the last year or so there has been an increased interest in using recruitment marketing to increase interest in possible employment and as a way to strengthen the employer brand through the tools and techniques used to reach out to candidates.
Lacking the ability to connect your TA systems has consequences far beyond not having a unified system of record. The overall effect a disjointed system has on the entire candidate experience cannot be overstated. Potential candidates who are constantly required to re-enter information or restart processes may drop out and could harm your ability to find other candidates because of negative effects on the brand. Having systems that are not integrated creates an overall poorer user experience, as demonstrated by this Brandon Hall Group research studying the most important aspects of talent-acquisition technology.
For most organizations, the onboarding phase of an employee’s tenure is make-or-break — for the employee and the company. Trying to increase knowledge retention and employee engagement while shortening the time it takes to get people up and running can be a daunting challenge. Despite substantial investments in time and money, many onboarding programs are ineffective at helping new employees retain key information and motivating them to be engaged with the organization.
Brandon Hall Group, the leading independent HCM Research and Analyst Firm has opened entries for its 29th annual Excellence in Technology Awards. Often referred to as the Academy Awards of Human Capital Management, this is the original awards program focusing on corporate learning, talent and HR best practices.
For many organizations, onboarding programs are siloed affairs. New employees come in, fill out the necessary paperwork, meet who they need to meet, have their technology set up through IT and they are finished with “onboarding.” Top-performing organizations, though, provide role-specific technology and training to be role-proficient quickly, which requires more than just paperwork. It means connections to other employees and to the learning and development resources available to them.