The innovators who change the world all have something in common: they think differently. Individuals like Jobs, Gates, Carnegie and Bezos have developed and originated ideas, markets and technology that were, by others, unimaginable. How did they become such innovators? Simply put, they used an alternative approach of thinking. In my opinion, “alternative thinking” is the backbone of advancement and has an infinite amount of value when developing a method for alternatively sourcing candidates. Recruiters use alternative recruitment methods to contact individuals thought to be unreachable, and there is no “one size fits all” alternative method of sourcing; it hinges on the recruiter, the employment brand and the talent community.
What do you think of when you think about work? I always feel fortunate, because I work for a game-changing company — one that really understands what employees want, and creates an environment that’s dynamic and nurturing. We spend a large part of our week at our jobs, so it’s important to pay attention to the work portion of the work-life balance. This is not just good for employees; employers also benefit from listening to workers’ needs. After all, employee success is company success.
It's easy to have a page on your company website devoted to diversity and inclusion initiatives, but what good are these without committment from your employees? Diverse thinking is a necessary ingredient for a company to remain innovative. One of the many benefits of diversity within a company is that there's never a shortage of creative ideas and different solutions to keep it moving forward.
Whilst reading an article with advice for students on how to plan ahead for life after college, it got me thinking about how many businesses are aligning their talent acquisition strategies with the advice students are receiving. Statistics taken from a survey run by LinkedIn show that compared to non-students, many students and recent graduates value career progression and development over compensation. This demonstrates that even at a young age, there is a real opportunity for businesses to provide career advice and support to students to help them understand the wealth of opportunities and industry sectors that are available. This in turn allows organisations to proactively build their talent pool through university recruiting initiatives before students are even graduating.
The good news: 85 percent of the workforce wants to hear from recruiters according to LinkedIn’s Talent Trends 2014 report. The downside: As employers, 85 percent of your employees are open to jumping ship. And what happens if a company that your employees are entertaining can offer more than yours? In today’s workplace, it has become apparent that all jobseekers are “active” (even the passive ones) in the sense that should a recruiter reach out or a new opportunity present itself, people are more willing to take a chance to learn more about it.
For all the golfers of the world, wouldn’t it make life easier if you always had a caddie by your side out on the course? They are there to carry your bag, and help you make decisions on what club to use and when to use it. It would most likely take your golf game to the next level and make your job as the golfer much easier. Now, think about if you had that caddie to help you with your hiring decisions at work. Wouldn’t it be great to have someone there to do all the backend work, and then allow you to decide whether or not you wanted to hire the candidate “teed” up for you?
Canada is expected to have a shortage of approximately 2 million workers by 2031. Some may say this is old news; others may even say this is good news given the original projection was a shortage of 2.7 million workers. Whatever your reaction is to the projected Canada skills shortage, the fact remains – as a talent leader within Canada, you must prepare your organization today for success in the future and do so in a strategic, revenue-driven manner. While there are multiple dynamics that play into a talent strategy, to be successful, a key aspect must be attracting and retaining a diversified workforce.
How often do you lose your candidates because of a lengthy hiring process? With all of the conversation around candidate experience, the numbers are surprising to hear. One explanation is often that employers are trying to make the hiring process a little more difficult so they can “weed out” candidates who aren’t fully committed. Unfortunately for them, this often backfires.
One of the first accounts of the term "employee engagement" was cited in a 1990 article in the Academy of Management Journal by William A. Kahn about the psychological conditions of personal engagement and disengagement at work. While the discussion surrounding this topic may have initiated then, it didn’t really start gaining traction until about 10 years later. However, once the term caught on... there was no stopping it! So, where are we with employee engagement today?
Employees are the heart of any organization. And engaged employees are not only happier employees; the results consistently show higher productivity and better performance. When we think "what is employee engagement?" it is bigger than ping pong tables and nap pods in the office. Companies must make an investment in creating an effective and ongoing talent acquisition strategy to attract and retain employees whose values align closely with that of the company’s.