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NOVEMBER 2019  | PAUL WOLF, ACCOUNT MANAGER


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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Todays Talent Talk_Paul Wolf

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Today’s talent trends are ever-evolving and Advanced RPO’s leaders are here to guide you through what all this means for you.
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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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