Internal mobility can refer to movement within an organization, of which most, but not all, is supported by talent acquisition (TA). Many organizations currently are fully in favor of increased…
Talent Acquisition (TA) has different specializations, much like Learning or Compliance. Talent Acquisition professionals have similarities that other HR practitioners might not share, such as sourcing or marketing. One thing that is true across all areas of TA is that the ability to find candidates in unique or rare spots is always in demand.
A critical element of mobile learning is that it must not be seen as merely a different screen for the same learning experience people have on their laptops and desktops. While mobile learning opportunities can be provided anytime and anywhere, it is often best used when targeted to the need at hand. People do not want to go through an entire eLearning module on their phone, even if it is mobile-friendly.
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.
The costs of failing to communicate with other leaders in the organization go beyond raising HR’s profile with leadership. One of the major effects of not connecting with other leaders is the inability to support the business in all ways that HR can and should. However, the other big consequence is that HR itself will suffer by not having the resources needed to meet the needs of the business. Brandon Hall Group research shows that more than half of all HR teams are only “somewhat” ready to handle future challenges.
Organizations that managed to develop an effective career-development program embrace it as a business strategy and their managers believe their responsibilities include helping employees develop their careers. Employers who say managers care about their employees’ happiness in their careers are 10 times more likely to have effective career-development programs.
Teams are the future of work. In 77% of organizations, at least half of work is accomplished in some sort of team, 2021 Brandon Hall Group research shows. The work done in teams is expected to increase in the next two years in 65% of those organizations.
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.
Brandon Hall Group research shows that praise and recognition have a big impact on employeeengagement and retention. Building a culture of recognition and appreciation is critical to driving the trust and engagement needed to succeed in today’s business environment.