Help Us Improve the Recruitment and Selection Process
The recruitment and selection process can be stressful. First impressions are lasting, but the burden isn't just on candidates. Starting off on the right foot is equally important for employers. It can be a decisive factor in employee engagement and retention.
Both parties benefit when the process is objective and transparent. Employers get more consistent results, candidates are more likely to feel that they are treated fairly, and reciprocal commitment is built from the ground-up.
We always advocate for evidence-based talent management systems. The recruitment and selection process is no exception. That's why we've put together a survey to collect feedback on this process.
We want to hear from YOU!
If you're ever been through a hiring process (or are going through one right now), then we want to hear from you! You can participate in our study by visiting the link here:
>> Take the Talent Recruitment and Selection Survey
The results will be published and distributed throughout the recruiting industry to motivate improvements to the recruitment and selection process. This is key in advancing talent acquisition knowledge and best practices.
Why improve the talent recruitment and selection process?
Enhancing engagement and commitment are two of the most valuable strategies in any HR departments arsenal. It's no secret that successful companies integrate these goals into every level of the organization - starting with recruitment:
- Job design can have an enormous impact on engagement.
- Talent acquisition strategies can be designed to encourage engagement and inspire commitment.
- Investing in the right talent development strategies is necessary to promote these goals in the long-term.
- Leadership ultimately has to spearhead these strategies - otherwise they won't be made a priority.
- Finally, performance management best practices can yield excellent returns for both employers and employees.
None of these tactics could have evolved without a deep understanding of human behavior and its relation to organizational outcomes. That's where you come in.
We would love for you to be a part of this latest study - so if you have a minute, click here to take the survey. It won't take more than 5 minutes to complete. Thanks in advance for your time! This research can be instrumental in improving the hiring experience for everyone.
Leadership in Sustainability: What Makes a Successful Sustainability Executive
A topic at this weeks annual American Public Transportation Association (APTA) conference got me thinking: what is it that makes a sustainability executive successful?
Sustainability has always been an integral part of the public transportation industry and in many ways it is now at the forefront of eco-friendly innovation.
Public transit reduces emissions, fuel consumption, and traffic congestion simply by virtue of its efficiency. Those effects are now being amplified by the adoption of alternative fuels, with 29% of national bus fleets using them in 2009 - up from just 9% in 2000.
Making big strides like this is not only a key responsibility for the public transportation industry; it also pays dividends by saving agencies money, reducing waste, and engaging communities.
So how can we push this agenda forward? After doing a little research on the subject, it turns out that emphasizing these bottom line benefits may be the best way and not just for public transportation agencies, but for all businesses.
What makes a successful sustainability executive?
A recent survey of sustainability executives in big companies like DuPont, McDonalds, and AT&T found that interpersonal skills are the most important contributor to success in the role.
The ability to quantify value and actual subject matter expertise came in second and third, respectively.
It seems that the true task for any sustainability executive is getting buy-in. Part of that is building rapport with the rest of the executive team, but it also requires translating sustainability concerns into business strategy.
For example, talking about carbon footprint and greenhouse gas emissions is not nearly as effective as talking about energy spend and zero waste. Which brings us to...
What really drives sustainable practices
Why is this bottom line tack more effective? The reality is that the biggest drivers of sustainable policy adoption are industry trends, competitors, and customers.
The fear of losing a competitive edge and getting left behind appears to be the real motivator behind the push that has even big oil companies trying out sustainability initiatives.
Should this make us cynical? I think that instead we need to look at it as an opportunity. Knowing what contributes to a sustainability executive's success allows us to find the right person for the job, and to make real changes that serve the triple bottom line - people, planet, and profit.
Is your business or agency moving towards sustainability? How is it benefiting you? Let us know in the comments below!
The Generator Group Talent Acquisition Trends Survey is an annual analysis of talent acquisition and management trends with a focus on economic impact, talent management priorities and talent acquisition. The survey is in its third year and has collected data from fifty-four well-known consumer products brands.
Key findings from this year’s survey:
While the current economic climate has brought more available talent to the marketplace, finding quality candidates continues to be a challenge. This is particularly true in traditionally hard to fill positions such as marketing, sales and product creation.
Likely due to falling gas prices and the trend toward the stabilization of housing markets in most states, relocation and commute issues have declined significantly in their impact on attracting and retaining key talent. However, limited resources and budgets have made it more difficult to offer competitive compensation when hiring.
Companies continue to place importance on quality of hire and retaining key employees, but with fewer positions to fill, cost and efficiency are less of a concern. Finally, social recruiting has been a hot media topic for the year, but respondents give mixed ratings to the current social networking tools available.
Want to know more? View an executive summary of the results.
At the OR show? Read an article about the survey results in the day two Outdoor Retailer Show Daily.
Generator Group and Outdoor Industry Association (OIA) are working together to understand and capture a high level overview of workplace persity practices in the outdoor industry. In order to make this research project a success, your participation is critical. Aggregated results of the survey will appear in a white paper at the 2009 Outdoor Industry Rendezvous. Participants of the survey will also be emailed a copy of the survey results.
Please participate in this survey by answering the following questions by no later than Wednesday, September 16th. The survey should take less than 5 minutes to complete.
To complete the survey, go to http://twurl.nl/17muao
Stream a 15 minute webinar of our 2009 Consumer Products Talent Acquisition Trends Survey results at http://twurl.nl/3s5qat .
The 2009 survey includes responses from 54 consumer products companies and provides insight and benchmarking on talent management priorities, economic impact and talent acquisition.
An written executive summary of the survey is also available at http://twurl.nl/xpoo0d.
The Generator Group Talent Acquisition Trends Survey is an annual analysis of talent acquisition and management trends with a focus on economic impact, talent management priorities and talent acquisition. The survey is in its third year and has collected data from fifty-four well-known consumer products brands.
Key findings from this year’s survey:
While the current economic climate has brought more available talent to the marketplace, finding quality candidates continues to be a challenge. This is particularly true in traditionally hard to fill positions such as marketing, sales and product creation.
Likely due to falling gas prices and the trend toward the stabilization of housing markets in most states, relocation and commute issues have declined significantly in their impact on attracting and retaining key talent. However, limited resources and budgets have made it more difficult to offer competitive compensation when hiring.
Companies continue to place importance on quality of hire and retaining key employees, but with fewer positions to fill, cost and efficiency are less of a concern. Finally, social recruiting has been a hot media topic for the year, but respondents give mixed ratings to the current social networking tools available.
At the OR show? Read an article about the survey results in the day two Outdoor Retailer Show Daily.