Talent acquisition can’t bring diversity to the workforce on its own. Even when a company is successfully recruiting and hiring employees who look like the broader community or their customer base, much still needs to be done to ensure the success of the workforce. That is the Achilles’ heel of many companies, says Cynthia Owyoung
According to LinkedIn data, there’s been a 13% growth in existing job titles that reference culture or well-being compared to 2019. For instance, the National Health Foundation has a vice president of people and culture, while The Coca-Cola Company has a benefits and well-being manager. And there’s been a 20% growth in job titles related
Hiring the best talent, whether active or passive, requires exceptional recruiting skills. This is especially true today with turnover accelerating, companies getting into bidding wars for the strongest people, and candidates being offered multiple opportunities, with the biggest compensation package often winning the battle. Unfortunately, if the candidate doesn’t buy what you’re selling, the process
In a new report from the Harvard Business School, authors Joseph B. Fuller and Manjari Raman propose a solution for companies struggling to find and retain qualified workers: advance existing employees. “Employers are going to be under duress to come up with new ways to find people,” Joseph says, “[and] the easiest way to fill
Many of the jobs that today’s students will be doing in 2030 haven’t been invented yet. The big question for talent acquisition teams everywhere: What will those jobs be? It turns out that many of these jobs will spin off from technologies that are emerging today — drones, alternative energy, autonomous cars, and cryptocurrencies and
By the year 2030, the number of Gen Z employees is expected to triple. That means that people born roughly between 1995 and 2015 will soon make up 30 percent of the global workforce and will play a vital role in shaping the workplace for decades to come. As a recruiter at LinkedIn and a
Recruiters monitor their InMail response rates closely, and for good reason. More responses mean recruiters get more bang for their buck from their InMail allotment. That’s because recruiters earn an InMail credit back if their message receives a response within 90 days (even if it’s a negative one). So, response rates not only reflect candidate
Whether you call it the Great Resignation, the Great Reshuffle, or the Great Renegotiation, the dramatic shift we’re seeing in the global workforce may be less about “job quitting” and more about “job swapping.” “Many of last year’s job quitters are actually job swappers,” reports The New York Times. “Data from the U.S. Bureau of
In the midst of the Great Reshuffle, it’s more crucial than ever to keep top talent. For starters, replacing employees is shockingly expensive — a trillion dollars a year in the U.S. alone. Filling a position can take months, which means that there’s work that goes undone, and hiring just one worker after someone leaves
Nearly every organization has some form of onboarding to acquaint new employees with how things work at their business. Reboarding, for its part, could be thought of as onboarding’s lesser-known cousin — the two processes share some similarities, but reboarding’s end goal is to help acclimate both new and long-tenured employees to new ways of
