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JANUARY 2020 | JENNA HINRICHSEN, MANAGER OF SOURCING & TALENT STRATEGY


Today’s Reality: As technology moves from theory into practice in the talent acquisition field, recruiters are beginning to see it as an opportunity rather than a threat. As adoption grows and use scales across all recruiting teams, technology will increasingly be seen as a partner and assistant rather than as a replacement for people.

For talent acquisition leaders: 

  • Investing in leading recruitment technology is key, but that’s only part of the equation. Optimizing and embedding new tech into your day-to-day processes is what will set you apart from your competition.
  • There will be some hiccups as your team gets used to using new technology. Check in with them often to get their feedback on what’s working and what’s not. It will be important to uncover challenges and remove any obstacles that are slowing them down.

For recruiters:

  • Technology isn’t taking away your job - it’s helping you do it better. The key is to embrace technology and find ways to become more efficient. Not everything will work for you, so find what does and figure out the best way to capitalize on it.
  • Nothing is static in the world of technology. Your vendor continues to evolve their recruiting solutions every day. Share feedback regularly with your leaders and vendors on what features and functionality work best for you. Your feedback helps to improve the technology of the future.

To continue the conversation with Advanced RPO’s Jenna Hinrichsen and to gain insights for both talent acquisition leaders and recruiters, click below.

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Todays Talent Talk_Jenna Hinrichsen

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DECEMBER 2019 | KEVIN ARMSTRONG, ACCOUNT MANAGER
Todays Talent Talk_Kevin Armstrong


Today’s Reality: A recent survey found that one in five candidates are ghosting their new employers before their first day on the job. And of those, 17% admitted that it was because they learned something about the company’s culture that changed their mind. If you find your top candidates dropping out of consideration for your open positions or not showing up for day one, it could be because they’re getting mixed signals on what it’s like to work for you.

 

For talent acquisition leaders: 

  • Get your reputation in order by managing your online presence. That means both your own website and careers page as well as your company’s profile on online rating sites like Glassdoor and Indeed. More than half of candidates (53%) are checking there before accepting a role.
  • Candidates aren’t just interested in your role - they have their pick of positions in this tight market. Why is your company special? Clearly articulating your employer value proposition will help set you apart from other companies competing for top candidates.

For recruiters:

  • It’s important to sell - but not oversell - a company. Candidates have so many resources at their fingertips to validate what the employee experience will be like. Not being completely transparent about a company’s culture is risky, especially as they move through the interview process. 
  • Include culture as a part of your ongoing conversations with candidates as they move through the interview process. While the position itself needs to be a fit for a candidate, it also needs to “feel” right. Culture can be the “it” factor when it comes to accepting or declining an offer.

To continue the conversation with Advanced RPO’s Kevin Armstrong and to gain insights for both talent acquisition leaders and recruiters, click below.

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DECEMBER 2019 | PAM VERHOFF, PRESIDENT
Todays Talent Talk_Pam Verhoff


Today’s Reality: Finding qualified talent that culturally aligns is difficult for any business right now, but growing companies in particular are at risk to be impacted by our current talent shortage. They face additional challenges brought on by some internal factors, like competing business priorities, a fluid culture and a talent acquisition strategy in flux.

 

For talent acquisition leaders: 

  • A Sage study found that over half of HR leaders feel their executives lack the vision and leadership needed for change. If this sounds like you, consider the ways your employees impact your ability to meet goals and drive business. It’s important for your execs to see talent as one of your company’s biggest differentiators.
  • Data, data, data. Building a solid foundation of metrics and comparing them to the right internal and external benchmarks is the fastest way to build a business case for transformation.

For recruiters:

  • It’s not just about promoting the role. Top talent cares about who they work for and what the experience will be like. Be sure to articulate the employee value proposition throughout the hiring process to help drive a personal connection between the company and the candidate.
  • Recruiting for growing organizations requires flexibility, as talent needs can change overnight. When this happens, having strong relationships with hiring managers is key. Good communication about their needs and available talent will help to bridge the gap between expectations and reality.

To continue the conversation with Advanced RPO’s Pam Verhoff and to gain insights for both talent acquisition leaders and recruiters, click below.

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NOVEMBER 2019 | JENNA HINRICHSEN, MANAGER OF SOURCING & TALENT STRATEGYTodays Talent Talk_Jenna Hinrichsen


Today’s Reality: Hiring great employees and retaining them go hand in hand. In today’s tight labor market, it’s even more important to hire the right fit the first time. But the right fit isn’t always the most obvious candidate. Your “best fit” candidate must meet the requirements of the role, but to retain them you must meet their professional needs as well.

For talent acquisition leaders: 

  • Think about your company’s best hires. Likely, they are individuals who have been with your organization for a long time, have grown and developed to earn promotions and are positive influences and helpful resources for the rest of your employees. Who they were on the first day vs. who they’ve become today is very different.
  • If you want more of those employees, then this notion of being a perfect fit for upon hire must go both ways. In order to retain employees and keep them engaged, you must offer them something other than a paycheck. The best retention strategy is often a combination of growth opportunities, new experiences and challenges to overcome.

For recruiters:

  • You may think that a candidate who’s in the exact same role in your specific industry is the best choice. But to be the right fit, it’s important that this new position offers the candidate a chance to tackle new professional challenges that can advance their career.
  • Pay close attention to the soft skills that candidates bring to the table. Are they organized? Problem solvers? Strong communicators? What will they bring to the role beyond the requirements and qualifications that will make them an asset to the company? 

To continue the conversation with Advanced RPO’s Jenna Hinrichsen and to gain insights for both talent acquisition leaders and recruiters, click below.

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NOVEMBER 2019  | PAUL WOLF, ACCOUNT MANAGERTodays Talent Talk_Paul Wolf


Today’s Reality: There is arguably no one who is more critical to the success of your talent strategy than your company’s hiring managers. In a competitive labor market, the experience candidates have with your hiring managers can make or break your company’s ability to hire top talent quickly and drive a strong employer brand.

For talent acquisition leaders: 

  • Your hiring managers often shoulder the burden of delivering extraordinary results while filling open positions. Lift some of this weight by working with them to create a strategic and streamlined recruiting strategy.

  • Take a proactive, data-driven approach to identifying which roles to target by looking at current supply and demand levels.

For recruiters:

  • Give hiring managers access to training or one-on-one coaching. By helping them develop great interviewing and communications skills you can drive better results.

  • Ensure your hiring managers are keeping candidates informed from start to finish.

To continue the conversation with Advanced RPO’s Paul Wolf and to gain insights for both talent acquisition leaders and recruiters, click below.

 

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OCTOBER 2019  |  JOHN HESS, EXECUTIVE VICE PRESIDENT, OPERATIONSTodays Talent Talk_John Hess


Today’s Reality: The best advice for a business looking to adopt automation in its talent acquisition process? Think quality over quantity. Technology should be implemented in response to a specific challenge or business need, not just because it exists. It’s important to strike the right balance between human connection and automated efficiency in your recruiting strategy.

For talent acquisition leaders: 

  • Not every part of your talent acquisition process would benefit from automation. Consider what makes tasks a good fit for technology -  tedious, repeatable, consistent in outcome - and those that are best left to employees - requiring negotiation, relationship building, creativity.

  • Automation should only be implemented where it enhances the experience for everyone involved. It should never stand in the way of establishing a personal connection. Instead, automation should eliminate the work that acts as a roadblock to creating relationships. When it comes to extending offers and accepting positions - it’s still very much a personal decision. 

For recruiters:

  • Automation isn’t taking away your job; it’s taking away the tasks that prevent you from doing it better. Those who view automation as a way to become even more valuable to an organization will benefit the most from it. 
  • It’s impossible to automate a gut feeling or emotional connection. The best recruiters are those who succeed at getting to know candidates and hiring managers to better match talent to roles, and vice versa. Automating the administrative work that gets in the way of that is a win-win for everyone.

To continue the conversation with Advanced RPO’s John Hess and to gain insights for both talent acquisition leaders and recruiters, click below.

 

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OCTOBER 2019  |  TIM OYER, VICE PRESIDENT OF SALESTodays Talent Talk_Tim Oyer


Today’s Reality: Businesses arrive at a successful, optimized hiring strategy only by looking at the right metrics in the right context. Cost per hire is widely considered THE most important hiring metric, but there’s much more to it than meets the eye, especially in today’s market.

For talent acquisition leaders: 

  • Winning companies today see hiring as a strategic part of its business, and are willing to make the investment in finding the right vs. the right now talent. Looking at the big picture will help you successfully evaluate your hiring strategy’s effectiveness and prove ROI.
  • Cost per hire is important, but even more so in the context of other metrics. It goes beyond quality of hire and time to hire to cost of job vacancies and the hiring manager interview to offer ratio. Having a disciplined process that takes all of these into consideration, along with analyzing cost by factors like department and position, can lead to better outcomes.

For recruiters:

  • Your sourcing strategy is likely evolving as you struggle to fill certain - and some would argue, most - positions. Metrics are important, but not more so than filling roles with quality talent. Having a strategic approach and methodology in place can help you control costs while you seek out new talent pools.
  • Being on the front lines gives you insight into your company’s hiring strategy in action. Work closely with your HR leaders to pull different strategic levers to find the right talent today within your company’s cost per hire goals.

To continue the conversation with Advanced RPO’s Tim Oyer and to gain insights for both talent acquisition leaders and recruiters, click below.

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Todays Talent Talk_Bethany Okran

SEPTEMBER 2019  |  BETHANY OKRAN, RECRUITING OPERATIONS LEAD


Today’s Reality: Pressure for talent acquisition leaders to create a scalable recruiting team that can flex up and down based upon the needs of the business continues to increase. While hiring more recruiters can be the answer to scale up to meet hiring demands, the scaling down part is typically not so easy and can have lasting impact on your recruiting team.

 

For talent acquisition leaders: 

  • Evaluate your team’s ability to quickly scale up and down.  Have a plan in advance so you are prepared as business needs change.  There are many pros/cons to contract recruiters, staffing agencies and RPO solutions.  If you are not equipped to manage a sudden increase or decrease in hiring volume, you should be.
  • Meet with business leaders on a regular basis to gauge upcoming hiring needs as they align to their business objectives. 

For recruiters:

  • Be open with your leader about your bandwidth to manage your current req load. 
  • Not all reqs are created equal – those in competitive markets or with highly skilled requirements are going to take longer to fill.  While this may seem obvious, as your leader is evaluating the ability to scale, be sure to partner with them to evaluate a realistic req load. 

To continue the conversation with Advanced RPO’s Bethany Okran and to gain insights for both talent acquisition leaders and recruiters, click below.

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Today's Talent Talk_Pam Verhoff

SEPTEMBER 2019  |  PAM VERHOFF, PRESIDENT


Today’s Reality: According to a recent USA Today article, 51% of hiring managers actively recruit for positions that are currently filled but may turnover in the calendar year. Of those hiring managers, 55% say it reduces time-to-hire and 42% say it reduces cost-per-hire.

For talent acquisition leaders: 

  • Building a talent community and proactive talent pipeline can be essential for high turnover and growth positions.  
  • Schedule regular meetings with business leaders to identify these high turnover/growth areas to develop a proactive plan.

For recruiters:

  • During the requisition intake discussion, ask if this is a high turnover position and help build a proactive plan to pipeline candidates.
  • Integrate the hiring manager’s activities into your recruiting process to collaborate on proactive hiring. 

To continue the conversation with Advanced RPO’s Pam Verhoff and to gain insights for both talent acquisition leaders and recruiters, click below.

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SEPTEMBER 2019 | KEVIN ARMSTRONG, ACCOUNT MANAGERToday's Talent Talk_Kevin Armstrong


Today’s Reality: Candidates are asking for more flexibility than ever before - office location/remote, flexible hours including evenings and weekends, and policies can vary by department.  This can make it difficult for recruiters to effectively communicate to candidates.

For talent acquisition leaders:

  • Make sure your company has clear guidelines on all facets of flexibility.  If these vary by department, make sure recruiters know the differences for each requisition.
  • If your organization offers unique flexibility, be sure to communicate that in your employment value proposition.

For recruiters:

  • Help hiring managers help identify and convey the flexibility for the position being hired.  They will likely be asked questions during the interview process and need to have the answer framed so that it aligns with both corporate objectives and their individual department rules.
  • Utilize the flexibility requirement as a screening tool to identify not only candidates that fit the functional aspect of the position but also the candidate’s flexibility requirements.

To continue the conversation with Advanced RPO’s Kevin Armstrong and to gain insights for both talent acquisition leaders and recruiters, click below.

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