69% of Recruiting Executives

Report that managing a global recruiting function is harder today than it was five years ago. Today’s environment is more global—or as popular writer Thomas



THOUGHTS ON Casino Malaysia

I have been thinking if David Sklansky’s Fundamental Theorem of Casino Malaysia might not apply

Rethinking University Recruiting

Now that the competition for university talent is again on the rise, many organizations are fighting the familiar fight—investing more in their university employment brands, broadening their job marketing efforts on campuses, and casting a wider net to reach evermore prospective student hires. University recruiters across the globe face difficulties in hiring top student talent, as colleges and universities struggle to equip students with the skills that today’s fast-moving economy requires. This fierce competition for a limited supply of work-ready graduates is not new, and unfortunately neither are the approaches that many university or campus recruiting teams use to address the challenge. Our research reveals that too many university recruiting programs are managed as familiar routines to

Why Every (Recruiting) Leader Needs to Know Differential Calculus

Well, okay. So maybe every high-performing global leader doesn’t really need to have aced that university differential equations course. But the essence of differential calculus—the pursuit of understanding of how things change—IS critical for today’s leading corporate executive. Whether in a for-profit company or not, the financial services or the airline industry, if you aren’t anticipating how the quantities that affect your business are (or might be) changing, you are likely to find yourself chasing the curve, not preparing to ride the next, oncoming wave. Today’s global recruiting and business leaders share a related, if monumental, challenge: how to not just manage—but strategically anticipate—their organization’s fast-moving talent requirements that sit as the dynamic intersection of

Past Experience Doesn’t Predict Future Performance

Call center candidates’ previous work experience is a poor predictor of attrition, a recent Evolv study asserts. You can’t predict how long a hire will stay based on whether he or she job-hopped or was unemployed in the past. The study does show that personality, aptitude, work style, and skills are much better predictors of tenure, and even on-the-job performance. Our research into win-win selection decisions also finds that past work experience alone does not predict future performance. The hard part is implementing a selection process that assesses things like aptitude and skills effectively. Where most companies go wrong is asking candidates to describe, rather than demostrate, their skills and work style. In many cases,

The Power of Labor Market Expertise

Our Talent Advisor model for recruiter capabilities states the importance of recruiters developing expertise about the labor markets they operate in. Simply having labor market knowledge can improve recruiters’ quality of shortlist by 46% and their business influence by 42%. However, less than a third of recruiters have broader knowledge of their labor market competitors! Members, view our Quarterly Global Labor Market Briefing: Q1 2012 for the latest data on global and regional labor market conditions and shifts. Stay tuned for the labor market highlights from Q1 in an upcoming post.

How Recruiting Can Detract from Organizational Value

Some recent articles in the news highlight where Recruiting can go (and is going) wrong today: Hiring externally when you could hire internally—A new study by Matthew Bidwell, professor at The Wharton School of the University of Pennsylvania, finds that external hires are 61% more likely to be laid off and 21% more likely to leave voluntarily than internally promoted employees. External hires often have a stronger experience and educational background, but those credentials are not sufficient to help them perform in a new organizational culture. By contrast, employees promoted from within have valuable organization-specific skills that drive higher performance. Members, register for our webinar on integrated talent management, which is on Thursday (EMEA-friendly time!).

69% of Recruiting Executives

Report that managing a global recruiting function is harder today than it was five years ago. Today’s environment is more global—or as popular writer Thomas Friedman writes—flatter, than ever before. Recruiting organizations are facing business expansion into emerging markets, competition for local talent from foreign contenders, and increased functional complexity. Instead of simply focusing on what they can control (standardizing processes, improving sourcing channels), the best organizations are improving their global interconnectedness.  They are breaking through borders in three ways—building trust between recruiting headquarters and regions, building recruiting agility across markets, and building influence beyond the recruiting function. Becoming more interconnected isn’t easy, and it requires operating in areas where you may not have complete



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