The right talent acquisition strategy can help you find brand ambassadors, and attract the right talent to your organization. In Nisha Raghavan’s article, she talks about how having a winning talent acquisition strategy will help you whether you’re a startup, a small business, or a large corporation. “Latest social tools and technologies and new ways of finding talent through social recruiting, talent communities or through various recruiting platforms are always emerging. And talent attraction has become more competitive than ever. It is time for you to rethink your talent acquisition strategy in a way to attract top talent to your organization.” Are you taking advantage of new technological advances, and new ideas? Here are some points that can help reinvent your talent acquisition strategy:
- Build your employer brand. Make sure you are building your employer brand to attract talent. Make sure your brand can answer these questions positively: Why would people want to work for you? Why do employees want to work with you? What is unique about your company? What would it be like to work at your organization?
- Make employees your brand ambassadors. “…let everyone in the organization live your brand values in a way that represents the brand.” Make employees feel connected to your brand by letting them know what your organization stands for and why it matters.
- Provide better candidate experience. “It is all about treating candidates like humans, respecting their time and interest in applying at your organization and following through on the promises that you made. Remember it is also about transparency.”
- Provide better employment experience. They need to know that the same experience they had as a candidate is relevant when they are employed.
- Use social to build relationships. Let the world see how amazing your company brand and environment is.
- Revamp your career sites. Provide content with helpful tips and advice for job seekers.
- Go Mobile.
- Hire for the culture fit.
- Work on big data analysis.
- Hire a Recruitment Marketing expert.
In Neil Morrison’s article, he talks about how he’s never seen a definition of organizational culture that he agrees with. He writes, “We talk about culture as a collective phenomenon, yet in many ways it is a very individual experience.” His definition? “Culture, for me, is the experience that results from the interactions and interventions that exist in a system.” What do you think? It is all about the values of the organization and the EXPERIENCE of those values in practice. “At the end of the day, it is complicated and we need to be ok with that as most important things are. Whilst at the same time, we probably need to worry less about the experience and more about the construct. If we’re making organizations consistent, cohesive and clear then maybe we should worry less about how we make people feel about our culture, and let them decide for themselves.” Culture is individual experience all summed up into one organization. What is an important element of your company culture? Do you have a different definition of culture? Find Neil: Twitter LinkedIn
A new trend emerging is consumerization in HR, and in Frank Holman’s article, he addresses this trend. He opens up with a few statistics: “According to a Gallup poll, only 32% of workers identify themselves as engaged employees, while 51% identify themselves as not engaged and 17% identify themselves as actively disengaged.” This are staggering statistics that we would want to change. A way to change this is HR consumerization, but what is that? HR Consumerization seeks to engage employees more completely with the company culture. A few things this does:
- Converts employees into brand advocates
- Supports the way people work today and anticipates tomorrow’s needs
In Jon Ingham’s article, he talks about analytics maturity curves. He says that while they are usually presented as arrows moving from data and matrics to forecasting and prediction, he doesn’t advise using that presentation. He writes, “Actually I don’t like any sort of maturity curve as I believe that each organization needs to find its own path.” Do you trust in the usual presented model of analytic maturity curves? How would you present it? How do you view it? Find Jon: LinkedIn Twitter
In Lance Haun’s article, Haun talks about the Olympics and how fascinating the people are. To be the best at anything is nearly impossible, and to even compete to be the best is so much work. The storylines are also always fascinating. “The term “failure” is something that shouldn’t be uttered about any of the athletes that somehow make it to the games.” Neither should the term ‘disappointment’ according to Haun. “I get it, the competition factor. If you’re an elite athlete, you want the chance to prove you’re the best. But being the best is also a matter of things outside of an athlete’s span of control.” A lot of the athlete’s don’t win. “But…in the years that pass, every person that didn’t medal at the Olympics still probably put the Olympics as a highlight of their life and a pinnacle of all they worked toward accomplishing.” How does this compare in the HR world?
- Sometimes in the workplace competition is high. The important thing to remember is that you’re there, you made it there. That’s an accomplishment in itself.
- Don’t use the terms ‘disappointment’ or ‘failure’. Remember, failing means you’re trying.
To get more practical tips on creating a positive candidate experience, check out this webinar on the Impact of Candidate Experience.