...by subject, a graphical depiction of survey responses, discussion of key trends identified from an analysis of the data and write-ups of best practices harvested from in-depth interviews: Program Management & Organization –Includes sections on Budget, Staffing, Structure, Activities & Events, Hiring Top Talent (including interns and co-ops) and Program Effectiveness. Hiring Top Talent – Discusses best practices for building the talent pool, screening and selecting candidates and managing intern and co-op programs Building Strong Stakeholder Relationships – Covers effective partnership with line staff, practices for sharing candidates across lines of business, developing alumni as recruiting talent, training line recruiters and maintaining long-term relationships with university hires. School Selection & Ranking - Illustrates best practices for choosing core recruiting schools. Technology: Impact & Innovation - Highlights innovative uses of technology in the recruiting process. 3) Appendix – The appendix includes a matrix comparing the features, functionality and feel of university recruiting websites for 19 top companies and a matrix capturing top three best practices and lessons learned shared by survey respondents. Companies Profiled: American Express; New York Life; Pfizer; Goldman; Sachs; Nestle; Merck; Lucent Technologies; Lockheed Martin; Johnson & Johnson;...
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...Successful Hiring Procedures “I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.” – Lawrence Bossidy, GE Hiring and developing the right people are part of the most important bases for the present and future success of any company. Each employee contributes to the development, innovation and implementation of any value, belief, behavior, philosophy and attitude inside and outside of a company. In the following paper I will discuss the importance of HR, talent management and their relationship in the successful hiring process, considering the arguments of Peter Capelli the author of the article HR for Neophytes. A. Peter Capelli states that managers are more and more likely to take management into their own hands instead of rely on the HR functions; but is this an effective practice? To define the importance of talent management is necessary to describe it as the primary driver for organizational success. Broadly defined, talent management is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs1. The responsibility for talent management is shared thought out all the organization from the CEO to the frontline managers, and their communication. The...
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...Seven Ways to Motivate Top Talent in De-Motivating Times August 9 2012 by Brad Remillard So how do you motivate your top talent to achieve the company’s goals? How do you keep them from contacting recruiters? How do you keep them passionate about coming to work? How do you keep them engaged day after day? The answer to all of these is “culture.” Even in difficult times top talent, by definition, will always rise to the occasion. They will always strive to be the best. If they don’t, they aren’t top talent. However, even top talent can burn out, get frustrated, not see the light at the end of the tunnel or wonder if they are really contributing. It is the role of all CEOs and managers to ensure these things don’t happen. There seems to be a consistent theme as to what great managers do in difficult times to hold on to and even attract top talent. The following are seven areas managers must focus on to ensure they keep their top talent motivated: 1) Companies must have a performance based culture. Even in difficult times there must be clearly defined goals for the company. These goals must cascade down to your top talent. They must have quantifiable objectives that motivate them, so when reached, they feel a sense of accomplishment. Providing specific time based goals with achievable results clarifies exactly what is expected of your people. Your best talent will embrace the goals and not stop until they reach the goal. Employee engagement is critical to retaining your...
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...for top candidates is stiff and recruitment processes are getting advanced gradually. This is due to the high demand for temporary employment, thus increasing the volatility of labor force and raising the need for qualified labor. A few things are essential to successful talent acquisition pipeline development and sustainability: * Employers, recruiters, and hiring managers must know and understand their organization’s short-term and long-term hiring needs and the positions * in order to source and develop effective candidate pools. * They must be using internal and external resources to develop the most diversified and qualified pipelines. * Their talent acquisition program must be able to measure pipeline strengths and weaknesses. They must maintain engagement and interaction with candidates. Internal Talent Advocates An emerging talent acquisition trend going into 2014 is focusing on internal candidates, especially top performers, to improve performance and retention. Major companies like Time Warner Cable are making internal talent a focus of their talent acquisition function. Time Warner has an internal talent advocates program to engage internal candidates and let them know they are valued. Time Warner’s Senior Director of Talent Acquisition and Movement Meredith McGough says part of advocating for internal candidates is helping them define their career goals and understand the opportunities in the company. Titles that reflect this talent management...
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...Discuss what factors emerged at Whirlpool that impacted its talent needs Whirlpool Corporation is the world’s leading manufacturer and marketer of major home appliances. According to Goldsmith & Carter the right talent was easily and readily available to help drive Whirlpool’s business, however there were a number of factors that impacted its talents needs. The first impact whirlpool had with its talent needs is the growth, size and scale of the business. This added a level of complexity that they were not use to handling, and in order to compete successfully within the marketplace, they would either need to train current employees or hire from externally. The second factor that coincides with the impact of their talent needs is the external consumer marketplace. This was a very demanding, fast-paced change and the creation of new products and services made Whirlpool realize that they were behind. Because technology was ever changing, in order to compete globally it was necessary for Whirlpool to start embracing this change as well as invent a new game plan. Discuss how expanding globally changed the talent requirements at Whirlpool Whirlpool realized that in order to expand globally they would not only need to enhance their technological resources, but also revamp their talent structure. In order to coincide with the external market place it was necessary for Whirlpool to make this change. The first thing they needed to address was their lack of technology. To accommodate...
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...round after round of lay-offs, the workforce market has become flooded with highly skilled, incredibly talented workers in search of employment. On the flip side, companies have tried to hold onto their very top performers while asking them to fill the gaps left behind by the absence of former co-workers. This combination sets a large inactive workforce filled with talented and skilled workers, paired with companies filled with droves of over-worked, frustrated top performers on a collision course with an economic recovery that should have you asking: Are we ready for an economic boom? Can you retain your most talented and capable workers while infusing your company with the most skilled and productive talent from the available workforce? How do you capture the best talent As the economy turns around. your company and thousands of others around the world will be competing for the same group of top talent. So how do you ensure that you will end up one of the winners in this competition?: Start a plan. Now. If you wait until you’re actually in the middle of trying to woo top talent, you’re sure to end up on the short end of the stick. Don’t just go after talent, go after the right talent. You’re certain to find talented candidates in your search for top talent who meet all the technical specifications of the job. However, what often times makes one employee outperform another is a connecting with the brand. Employees want to be a part of a company whose core values are...
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...resource professionals and hiring managers must have the ability to find, attract, keep, develop, and tap into the most talented workforce; the success of these skills also determines whether the company will fail. Organizations have numerous methods or practices to enable the company to be successful at secure and retain the best talent to drive positive business results. In today’s workforce, employers, human resource professionals, or hiring managers do not have to settle for mediocre individuals to hire on their team. Every employer has the necessity to want the best of the best that is able to perform at the highest level and learn nearly every business aspect of the company. According to Aida Idris (2014), due to the high competitive nature of business retaining talented employees has become a predicament in some of the best entities worldwide (p. 71). Although the job market is strong, finding and retaining talent is top priority for organizations today. In addition, hiring the best talent will always remain at high demand; therefore, it is up to the hiring professionals to develop methods that will help them find, attract, and retain the best of the best. In spite of this, workforce trends have seen tremendous changes due to baby boomers retiring; which has caused a shortage of talent in the workforce (Oladapo, 2014); leaving the recent college graduates to join the workforce (Idris, 2014). Organizations are forced to find and develop talent management programs and...
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...there make us all dream, but why ? In this part we are going to analyze that corporate culture of Google envies by all. Let us first talk about the first aspects of this culture, which shows up in the text through the eyes of Mister Schmitt who discovered that each Friday the co founders Larry and Sergey would organize meetings to share the company progress with all the employees and that on some occasion they would share detailed financial analysis with them. This shows a spirit of transparency and a need of sharing all details giving to all employees enough data to see how they would make this progression even bigger. Most companies don’t do that or at least they stop at a certain hierarchal level, showing those kind of progress to only top managers and the board. This was not the case of Google since the very beginning, it became in the early stages of the company part of it culture, so much that Schmitt could not do anything about it. This founders action leaded to the organization of small meeting within the employees discussing issues between them always based on relevant data, creating a “flatter networked” structure, allowing a real communication between employees benefiting from each other analysis and choosing a discussion winner among the best data provided. We have already seen in class how important it is for the employees to discuss ideas and receive...
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...organizations to seize marketplace opportunities faster, with more agility. To manage this extended workforce effectively, companies must create new organizational structures, facilitate interaction and collaboration among all workforce types, and integrate talent-related processes and systems. * “temp” workers—people used as a stopgap measure to fill in for employees on leave or to provide extra sets of hands during particularly busy periods. * Employing project-based workers is more than a tactical response to an immediate need, according to recent Accenture analysis. Indeed, such talent may be highly skilled, in-demand knowledge workers, performing at even the top levels of an organization. * The extended workforce trend * Using external, project-based workers has often been seen as primarily a cost-cutting initiative. . The channels, structures and transactions are entirely different—they are far more fluid and versatile than any familiar forms of accessing human resources. Getting the most from your extended workforce Although a workforce strategy relying, in part, on external talent can deliver multiple benefits, it also requires finding high-quality project-based workers and ensuring they are as engaged and top-performing as an organization’s permanent workforce. To help achieve those goals, Accenture recommends that companies focus on the following...
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...practices, and organizational culture, we have determined an abundance of Human Resource practices that your company is implementing. These practices are gaining you a competitive advantage in the industry and are aligning with your business strategy, missions and goals very well. To further support, your future goals at Chern’s, we would highly recommend that you continue to use these practices: How you have managed your talent has created one of the most enduring competitive advantages you can have within the industry. Continuing to view your employees as the core drivers of the company’s performance is excellent. Offering a tier support system for all employees show them that you support them and feel that they are valued within the company. This will assist you in the retention of excellent employees. You have created a strong practice in how you develop and retain your employees. I would continue with the lucrative benefit packages, salaries and bonuses that you offer your part-time and full-time employees. We believe that the most important talent philosophy that should be continues is the empowerment of employees in a fair and positive environment for which they can excel and climb the corporate ladder. This will create dedicated...
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...Procter & Gamble Talent Management P&G has won numerous awards for its talent, leadership development and retention programs. Most recently, it emerged as the second most attractive employer in Singapore at the Randstad Award 2016, behind Changi Airport Group; and was ranked first for the career progression opportunities and good work-life balance categories. It is well known for recruiting high-performing employees and putting rigorous processes in place to retain and develop those talents. Key Learning Points: • Start with the end in mind – Align talent strategy with business strategy Effective talent management requires that the business goals and strategies drive the quality and quantity of the talent needed. P&G views “business decisions and talent decisions as one.” • Build from within philosophy P&G elevates staff from within and only less than 5% of hires come from the outside at a later stage. Having such a culture means that P&G places great importance on developing their leaders. In leadership development, P&G believes in hands-on experiences through job rotations and diversity. To build its talent pipeline, P&G provides a wealth of technical, functional and leadership skills training. Some programs are offered at career milestones. Other programs take managers out of the classroom and into retail stores or even into consumers’ homes. It creates early, meaningful responsibilities for every employee matching business needs with personal strengths and...
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...make a successful career even though they were amongst the top rank holders. And people who followed their passion make it big in life even if they were amongst the backbenchers and did not get good grades. Thus, being a successful backbencher. Studying is not about ranking. It is more about who will you become when you finish studying. Everyone wants to be the best but in reality; rank does not define your success or what you are good at. In the real professional world, successful are the ones who are able to apply their learning and concepts. Students struggle to find their identity. Marks are not the only thing that students should be looking for. Often, we choose our profession due to pressure from parents or anything else apart from what...
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...recruiting good qualified candidates is getting tougher and tougher these days. When I spoke with Mrs. Sinkhorn with Nesco Resource, she stated that finding good employees is one of their biggest issues these days. Employees working for staffing agencies are in a unique position compared to clients they work for. This is due to they can work this client of the staffing agency and if they do not like the job or have an issue they have choices such as asking the agency to fine them something else. I have researched some recruiting options that I think would help assist Nesco in their recruiting process. Recruitment What is recruiting or recruitment? It is the act of getting of recruits (employees). Recruiting good qualified talent is a challenge. It also described the process that a company uses to find the qualified candidate to fill the positions within their company. Even with today’s recession, it is difficult to fill certain types of jobs which make the jobs of the recruiters extremely hard. Human Resources are always a challenge because of the job itself due to having to deal with human beings. People are not predictable and finding that right person for the first job at the right time is not exactly science. This makes recruitment much more interesting treadmill. You find out that sometimes it works and sometimes it doesn’t. With staffing agencies, I know that we find out that it does not work out way more than we like. It feels like sometimes it...
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...Google’s success from a motivational theory perspective-----------2 2.1. Brief introduction of Google’s culture------------------------------------------2 2.2. Hierarchy of Needs Theory and ERG Theory---------------------------------3 2.3. Expectancy Theory---------------------------------------------------------------4 2.4. Three needs theory--------------------------------------------------------------4 3. Hiring practice in Google-----------------------------------5 4. Job design in Google-----------------------------------------6 5. Many questions on hiring practice and job design in Google--------------------------6 6. Practical implications-----------------------7 7. Conclusion--------------------7 8. Reference list---------------------8 Executive summary Google is a successful company among employees and IT industry that vast candidates want to join into Google and become a ‘Googler’ (Page & Brin, 2012). Based on its success, it is obvious that there are many unique strategies implemented in Google. For example, motivational company value, rigorous hiring practices and autonomic job design principles. This report attempts to explore these main tactics behind Google’s success. Besides, it also analyses many motivational theories to evaluate Google’s practices. While all information within this report has come from vast resources, ranging from academic journals and books, the lack of academic investigations such as survey etc. has to be recognised on analysis...
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...Leadership that critical! 2. Need of Hiring Laterals a. Globalization b. Lack of Inner talent recognition c. Volatility – 2008 Crisis. 3. Issues – a. Financial, b. Performance, c. Culture – Leadership Behavior and Employee Engagement. 4. Way Ahead 5. Bibliography Transition in Leadership: The issues and office dynamics of bringing laterals at senior level. The dictionary defines leadership as the act of leading, guidance, and direction. Wikipedia defines Leadership as “a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task". The key difference is between the first and the second is words like social and enlist. It means leadership cannot be forced it has to be commanded and not demanded. And therefore still in the 21st century each not much has changed in the leadership arena. The companies and large and organization are still looking for people within the organization than bringing in people from outside because of the simple fact that its much easier to connect, trust and enlist for a leader whom you have known for decades than an outsider who has just been around for a few month. According to a data in a given month around 3.0% of U.S. labor force moves from one employer to employer. Need of Hiring Laterals: 1. Globalization: Apple earned...
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