HR Strategy

Research has shown that between half and three-quarters of all turnover is preventable. That means an individual’s manager must take ownership of the retention problem and administer the retention tools that will prevent them from leaving.

Download It’s a well-established business axiom that “it’s better to be prepared than surprised.” It’s also important to be aware that in this increasingly volatile world of recruiting, under almost every likely upcoming scenario, the capabilities held by the type of recruiter that will thrive dramatic shifts and the number of total recruiters will likely decrease. If you need to …

It’s a well-established business axiom that “it’s better to be prepared than surprised.” It’s also important to be aware that in this increasingly volatile world of recruiting, under almost every likely upcoming scenario, the capabilities held by the type of recruiter that will thrive dramatic shifts and the number of total recruiters will likely decrease. Register Now If you need …

Arguments for Separating the Recruiting Function From HR  Note: This “think piece” is part of a series of articles that are designed to stimulate your thinking about strategic recruiting. Corporate recruiting can’t be completely successful in ending the talent shortage while it remains part of HR. If the recruiting function were to be made an independent business function, after being …

The average time it takes to fill an open position is 44 days, representing a 50-percent increase since 2010, Dr. John Sullivan writes at ERE. For each day a position goes unfilled, the organization loses productivity, as the position’s tasks remain undone. Additional productivity losses occur as other staff members take time from their own work to cover the essential tasks of the open position. Since existing staff are stretched thinner, their engagement suffers and their risk of burnout increases, further jeopardizing long-term productivity.

Even though increasing corporate innovation is almost always a top-five CEO goal, surprisingly few in recruiting realize that the highest business-impact action in corporate HR is the hiring of innovators. Innovator new hires make an immediate quantum difference in an organization’s performance, direction, and image. Top executives at firms like Google, Apple, and GE have calculated the tremendous “performance differential” …

Highlighting the Transition from Administrative HR to Business Impact HR I have been publicly forecasting HR’s future since 1998, when I wrote the groundbreaking, but at the time controversial article “e-HR – A Walk Through the 21st Century HR Department” for the IHRIM Journal. However, even today when I give presentations to groups of HR professionals around the globe, I am …

Revelation! Did you know that two thirds (67 percent) of candidates decide on whether they would accept a job at a firm prior to their first interview? Recruiting leaders who have long treated all recruiting steps equally now need to rethink that approach. Rethinking is required because we now know that the first two steps (the initial communication and the …

Note: this two-part article is part of my continuing series of profiles on exceptional corporate recruiting leaders Last week in Part 1 of my compelling profile of recruiting-leader-extraordinaire Jim D’Amico, I covered his recommended actions, the firms he admires most, and his top best practices. This Part 2 covers how he measures success in recruiting, how to maintain leading-edge learning, …

Written by Tina Eaton on 11/01/2018. Slow vs. Fast Hiring and the Impact on Your Bottom Line HR expert Dr. John Sullivan estimates that on-the-job performance can decrease by an entire percent every single extra day you spend making a hiring decision. ‍At Amazon, if their hiring department was to take 10 more days than usual to acquire human capital, on-the-job performance …