Third National HR leadership summit 2019 held in Delhi. 10 May 2019 | 6:36 PM. New Delhi, May 10 (UNI) The Shared Services Forum (SSF) along …
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Over the past decade we have all witnessed the core strategic switch in retailing. Retailers no longer consider themselves product- or service-centric, but customer-centric and the emphasis we place on data analysis to understand customers and direct the business is now huge. We use it to try and improve the customer experience, make buying and merchandising decisions, and ultimately measure our success across any number of KPIs you can care to think of. However, that pivot still for many retailers has proved easy to say but the reality of executing on the narrative can be described as patchy at best and an ongoing challenge.
Even so, as an industry, we know more about our customers and their behaviour than ever before, and we use that data to create curated journeys to steer opportunities for cross-sell, to improve post-sale engagement, and identify sentiment patterns.
But the reality is, we still know little about the emotional investment in any customer decision or its impact outside of the limited engagement points between retailer and consumer. As an example, when I’m engaged by leaders within retailers to discuss the role of technology in supporting customer experience and engagement, an interesting state of mind is commonly demonstrated. Conversations with respect to consumer behaviour are framed in a procedural and logical manner much in the same way a discussion about a business operating model would occur.
To try and reset their thinking I often use breaks in the day to have an informal conversation with a member of the team about a recent shopping experience in their personal life. The conversation often becomes more emotionally intelligent because of its personal nature and comments are made about how the person felt throughout the experience, both good and bad. But as soon as we are back in the formal sessions, a switch flips and the discussion returns to discussing consumers from a procedural and one might say unemotional perspective.
The onset of digital, and some would argue omnichannel, has rightly accelerated the adoption and inclusion of customer experience as its own distinct discipline, and it is one that is needed to drive seamless cross-channel engagements. However, many retailers have grown this function within their marketing department, which has led to customer experience being focused primarily on the awareness, consideration, and purchase cycle of a customer’s retail journey. Ergo, more and more data from internal and external sources align with those steps to try and determine consumer purchase patterns.
As a result, techniques such as sentiment analysis, customer pulse, and net promoter scoring have grown in popularity over the past five years and are considered the means of understanding a consumer’s psyche.
Though all too often, at least from the retailers I frequently engage, the approach to analysing all that data in regard to a consumer has shown very little difference to the unemotional and logical approach taken to analysing supply chain dynamics.
The focus of current customer experience professionals is to design and create an engaging and inspiring experience to affect an emotional engagement. However, from my experience the inclusion of an expert in consumer psychology and behavioural economics during the design process is the exception and nowhere close to being the norm. This needs to change.
Interestingly over the last five years though I’ve continued to see companies hire organisational psychologists both within HR/talent departments and corporate strategy departments. Yet given the profound impact the ongoing evolution of customer experience has on the core operating dynamics of retailing, we still don’t see consumer psychologists considered in the same way as internal facing organisational psychologists.
The combined skills of consumer psychology and behavioural economics provides retailers with an in-depth understanding of human perception (i.e. the influence of senses, how our brains process environmental stimulus, and how all of this affects consumer behaviours). It is also the core foundational element to truly driving brand perception through environmental elements of the physical retail experience to drive commercial effectiveness.
Our cumulative range of nuanced emotions throughout a retail journey are not easily represented within existing retail techniques and technologies which is why these skills are so vital as our ability to leverage AI to process vaster amounts of information occurs over the coming decade. Consumer psychologists and behavioural economists are the key to bridging the gap between cold analysis and customer behaviour. Retailers that achieve this, will be closer to their customers than ever before – the holy grail they all aim for.
New Delhi, May 10 (UNI) The Shared Services Forum (SSF) along with BRICS Chamber of Commerce and Industry (BRICS CCI) and Achromic Point organised the third National HR Leadership Summit 2019 here on Friday.
Mumbai/Delhi, May 10 (UNI) Lubricant company Castrol on Friday launched the third edition of its highly successful and much awaited Castrol Super Mechanic contest, country’s largest mechanic testing and training initiative, a statement here said.
New Delhi, May 10 (UNI) Technology driven company Vakrangee Limited (VL) on Friday announced
that its total Income stood at Rs 121.
Bengaluru, May 10 (UNI) The Public sector Canara Bank posted a net profit of Rs 551.53 cr for the fourth quarter of fiscal 2018-19, as per the audited financial results for the financial year ended March 31, 2019.
New Delhi, May 10 (UNI) A WTO Ministerial meeting of developing countries is being hosted here by India on May 13-14, aimed at providing an opportunity to the developing countries and Least Developed Countries to build consensus on how to move forward on the WTO reforms, while preserving the fundamentals of the multilateral trading system.
It has been said building the employee experience is the next competitive frontier for companies. In the U.S. alone, employees are quitting their jobs in record numbers with studies showing the voluntary turnover hovering above 15%. That makes streamlining work and improving the employee experience a fundamental imperative for businesses as they struggle to maintain a competitive workforce.
According to Altimeter’s 2018-2019 report: “The State of Digital Transformation”, 54% of organizations are exploring ways to modernize the employee experience and engagement long term.
Technology offers HR professionals the ability to create a new level of convenience for the employees and makes the company more adaptive and agile. Everyday processes become streamlined. Processes such as filing an expense report, time off approvals, employee handbook sign-offs and so on. Technology eliminates the need for large amounts of time to be spent on administrative work that can, in its essence, be repetitive. As such, employees are able to spend more time working thus increasing productivity and engagement. For the HR professional, work becomes strategy-focused where before it was more transactional.
Onboarding is a normal occurrence at every company, but not every company does it well. The employee orientation process is essential because it can make or break the employee experience. So, how does it go from “run-of-the-mill” to exceptional?
The answer is RPA (robotic process automation), also commonly referred to a robotics or simply robots. Don’t think of actual robots here, however, with their right angled bodies and tubular arms. No, these are software robots that automate processes, specifically those that are redundant and governed by a particular set of rules.
When robotics was first introduced to the scene, there was some real concern there would be less need for humans. That concern never came to pass. It cannot be denied that some jobs were lost, but new ones were formed. It was also thought robotics would take the ‘human’ out of human resources. If anything, the need for humans increased exponentially.
All of that said, robotic process automation can change the onboarding process in two ways, one with respect to the new employee and the other with respect to HR.
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For the employee, an RPA or a data-driven onboarding experience can actually make them feel valued rather than ignored. In the pre-RPA days, a new employee would be forced to fill out sheet after sheet of personal data. In some instances, the new employee would write and re-write their mailing address upwards of five to eight times. The same could be said about their phone number and other valuable pieces of information. Robotic process automation makes that a thing of the past. With RPA, these forms can already be pre-populated with information saving the new employee much needed time and effort. Instead, that time can then be better utilized by spending more one-on-one time with HR, meeting new team members and getting to know the critical pieces of their new job responsibilities.
But that’s just the tip of the iceberg.
RPA can also deliver an integrated experience for the new employee. It can be used to create a personalized set of tasks for the employee like setting up their first rounds of meetings. They can receive safety and other forms of training on everything from submitting vacation requests and logging work time to sexual harassment training.
For human resources, robotic process automation takes control of the more manual, repetitive tasks. HR can spend more time building relationships with employees at all levels of the organization. It provided ongoing contact with workers collecting valuable insights and helping to create conditions that ensure success.
Furthermore, RPA can help HR ensure complete compliance. The professional world is constantly changing when it comes to regulation. For the HR professional, it’s a never-ending race just to stay ahead. Through robotic process automation, forms, protocols, trainings and so on can be automatically implemented. This protects HR from missing a critical compliance deadline and the company from dealing with fines and or potential forms of damage.
Artificial Intelligence, or AI, is now a daily part of work for HR professionals. Just a few years ago, that was not the case. Now, companies like Microsoft, Facebook, Google, and Amazon are pouring tens of millions of dollars into research and development. And it’s having an impact on HR. The same companies are building AI-solutions that change the way HR recruits, hires, develops and engages employees.
Artificial Intelligence is defined as a computer science that uses machine-learning algorithms designed to mimic human cognitive functions. Essentially, developers of the technology endeavor to make interactions with a machine similar to interactions with a human by allowing them to sense, comprehend, act and learn.
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AI and RPA have a lot in common. For the HR professional, it can limit, and in some instances negate, repetitive, time-intensive manual tasks. With the use of AI and the data it gathers from employees, HR can shift from guesswork; trusting their “gut” to making data-driven decisions derived from predictive analytics.
So, how are HR departments implementing AI?
The number of companies using artificial intelligence to screen and hire new talent is growing. Some of the more notable ones include General Electric (GE) and Hilton Worldwide. AI can much more efficiently scrutinize a job candidate for potential employment. It can scan work samples, review social media posts, and even analyze faces. In fact, Unilever has been hiring all of its entry-level employees using AI. Candidates are asked to play neuroscience-based games. These games are meant to check the inherent traits of the candidate. They are also asked to record interviews. Those are then analyzed by Artificial Intelligence looking at different data points such as intonation, word choice and facial movements.
As a whole, HR is seeing a huge push to remove bias from hiring practices. Artificial Intelligence can help level the playing field. How? Specifically, it can look for ways to better job posts and descriptions. It can also help create questionnaires that are not bias and can help alleviate the same issue with regards to screening.
The freelance market or gig economy is growing. HR as a whole does not have the expertise needed to hire these types of workers as it is somewhat new to the space. In time, that will change but until them AI can help in that it can identify traits and parameters needed for a particular type of remote worker. It can look through an applicant’s previous job history and work samples to see if the person is a fit for the remote position offered by your company.
AI enhances the onboarding experience through chat bots. These bots are programmed to answer questions or direct new employees to the right information. One might as: how does this better the employee experience? It’s a two pronged answer. First, chat bots offer a level of quick responsiveness. That responsiveness builds trust. That translates to the potential for higher retention rates. As mentioned previously, AI can automate certain parts of the onboarding experience such as collecting I-9s, W-4s, employment agreements and work eligibility information from new hires.
Artificial Intelligence can also be an employee instructor of sorts. The technology can host, verify and track training and development. AI learning offers a self-driven approach at the employee’s level and on their timetable. With 24/7 mobile access, not only can employees learn at their own speed, but employers can monitor that progress. AI can also determine the best course of study for individual employees. As the worker progresses through the training, AI can customize and adjust in real time based on the employee’s performance.
In short, these technologies are here to stay. And they are going to grow in both complexity and necessity. Employees are and will continue to demand HR and their respective companies provide them with the tools to successfully execute their daily responsibilities. And employees aren’t the only ones making the demands. Senior leaders and executives are also calling for the use of these technologies to pursue and meet the goals of the business. While it’s been said before it is worth saying again: those companies who don’t implement these technologies face the possibility of being left behind and thus hindering the company’s ability to grow and compete.
The workers behind the movement ‘Google Walkout For Real Change’ claimed the company has not only failed to meet their demands – it has also started retaliating against leaders of the movement.
In November 2018, some 20,000 Google employees participated in demonstrations pressuring senior management to improve its handling of harassment and misconduct cases and to address inequalities between tenured and contract workers in terms of pay and growth opportunities.
“We issued a clear, articulate, and actionable set of demands. Google has had six months to meet these demands: in that time, they’ve partially met only one of them,” the employees said.
“We call for a transparent, open investigation of HR and its abysmal handling of employee complaints related to working conditions, discrimination, harassment and retaliation,” the group added.
“Google’s HR department is broken. Over and over again it prioritizes the company and the reputation of abusers and harassers over their victims. The collateral damage is all around us. Time is up. We need third party investigators.”
May 15 session will evaluate participants’ readiness for digital transformation
Second ISG-led roundtable discussion on May 16 to cover maintaining corporate culture through mergers and acquisitions
STAMFORD, Conn., May 10, 2019 /PRNewswire/ — Information Services Group (ISG) (Nasdaq: III), a leading global technology research and advisory firm, will lead a May 15 interactive workshop at the HR Shared Services & Outsourcing Summit (SSON) that will explore participants’ current level of digital readiness and determine next steps for choosing and implementing next-gen HR systems.
Julie Fernandez, partner, and Kelly Will, principal consultant, ISG HR Technology, will lead the workshop “Implementing the Next Generation of HRSS: What Does HR for a Digital Workforce Look Like?” on Wednesday, May 15, at 1 p.m., at the Palmer House in Chicago. The one-hour, forty-five-minute session will bring to life the ISG HR Tech Readiness Study, which assesses enterprise digital readiness across the four stages of the ISG HR Tech Capability Model.
“HR teams need well-defined objectives for supporting their company and workforce as they ‘go digital,’ but the process of initiating a digital transformation often leaves HR professionals with more questions than answers,” Fernandez said. “Our interactive workshop will show participants how to assess their current level of digital maturity, define their enterprise needs, evaluate the technology options—from cloud-based systems to employee experience suites, chatbots, robotic process automation (RPA), and virtual agents—and make a checklist of post-digital considerations.”
ISG recently published its 2019 Industry Trends in HR Technology and Service Delivery report, which explores the state of HR technology and services today and provides guidance to address the challenges and opportunities organizations face as they move through each phase of HR tech capability toward digital transformation. The report found 20 percent of enterprises rely on cloud-based or hybrid solutions for their human resources systems today, a number that is expected to double by 2020.
“Organizations are making significant investments in advanced technology to address complex HR challenges, but they are missing opportunities to optimize processes and failing to prioritize change management to ensure adoption,” Fernandez said. “While many enterprises are improving capability and gathering better data, they are unsure how to translate the data into measurable business value. Our workshop at the HRSSO conference will give participants a preview of where their enterprise stands today and what initiatives they should explore for maximum benefit.”
The 2019 Industry Trends in HR Technology and Service Delivery report is an analysis of data derived from surveys of 271 companies on their HR technology and service delivery environment. The companies represent a cross-section of industries operating in key geographic regions around the world and range in size from 1,000 employees to more than 20,000 employees. The report is available free of charge by visiting this webpage.
Companies unable to attend the HRSSO event are invited to take the ISG HR Tech Readiness Study online for an individualized assessment of their digital readiness.
On Thursday, May 16, Fernandez also will lead the interactive roundtable session, “Real World: My Company’s Been Acquired,” at 4 p.m., guiding participants through a discussion of how employees and enterprises can maintain, combine and improve corporate cultures throughout a merger or acquisition.
More information about the HR Shared Services & Outsourcing Summit is available on the event website.
ISG (Information Services Group) (Nasdaq: III) is a leading global technology research and advisory firm. A trusted business partner to more than 700 clients, including more than 70 of the top 100 enterprises in the world, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm specializes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,300 digital-ready professionals operating in more than 20 countries—a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data. For more information, visit www.isg-one.com.
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HR software selection and implementation must be strategic to have a positive impact on businesses. HR leaders can best understand how to choose the right talent management software, meet goals through software adoption, and avoid costly decision-making.
Implementing HR software has become a strategic corporate decision across many industries. These systems can help with both automating tedious talent management tasks, and engaging workers in their day-to-day to move the business forward. Relying on software in this capacity comes with its own challenges, however. The stakes are high with HR technology—payroll, recruiting and succession planning are all mission-critical to business success. If you’re an HR or business leader tasked with implementing HR tech into your organization, it’s important to consider how software could fulfill unmet needs within your company. With all its benefits, however, business software selection and implementation must be strategic to have a positive impact on the business overall. Without the strategy behind selection and integration, leveraging software can have an adverse effect on the organization. How can small businesses avoid the trap of making bad software decisions? Here are three tips to help leaders identify, select and implement software to help their business run—and not create more problems of their own in the process.
When implemented strategically, the software can increase operational efficiencies, streamline business practices and meet corporate goals. For example, HR personnel can spend as much as three-fourths of their time on administrative tasks. Talent management software can automate these tasks, ultimately enabling employees to focus their time and energy on strategy and employee experience—key aspects to remaining competitive in the job market.
It’s important to understand your company’s needs before beginning the software search. Know the mission-critical features the software must have based on the tasks it will be used for, for example automating administrative tasks such as personnel tracking, time and attendance, payroll, and recruiting. If you’re strapped for budget, this will help ensure you get all the features necessary while remaining cost-conscious. Remember that the right software can enable employees to focus on the more strategic aspects of their jobs that will allow them to not only move the business forward but also develop their careers.
Budget-strapped small and mid-sized businesses (SMBs) can’t afford to make costly makes with their HR software. This makes choosing the right software even more critical. In fact, according to a recent talent management software survey, the price has surpassed ease of use as the most influential factor when SMBs choose HR software solutions.
This has major ramifications, as systems become more employee-centric over time. If SMBs choose to cut corners on ease of use to save money, it could end up costing them more in the long-run, as workers struggle to incorporate the software into their day-to-day. For SMBs operating on razor-thin margins, ignoring the potential costs associated with picking the “wrong” software—for example, need to search for and implement new solutions—could be detrimental to the business overall.
Cutting corners on functionality can also be extremely costly. In fact, 62% of businesses in that survey who switched talent management software providers did so due to lack of features.
While the cost of choosing software that isn’t a fit for the organization or lacks the features necessary to meet HR needs could impact meeting business goals such as retaining and gaining new talent, selecting talent management software that fits the needs of your organization can significantly benefit your business. Below are two top tips for choosing the “right” talent management software.
First, consult user reviews. This is also an important step in the buyer’s journey, as reviews provide first-hand accounts of business software use. They provide valuable information and can help you understand various features and available product choices. Through user reviews, SMB peers can help one another uncover the software insights they’re seeking. To navigate those user reviews effectively, consider using a software directory site to identify the “right” software option. A recent study found consulting a software directory site with user reviews can shorten a software purchase cycle by 5.7 months. Using a software directory site also helps buyers “decode” reviews, avoiding common pitfalls like confusion based on lack of common definitions.
Implementing software can help meet business goals when implemented properly and strategically. Using price as the main driver for selecting business software can lead to larger-cost integration issues, making it key to know your organization’s needs and carefully choose software accordingly. Remember that additional functionality correlates with additional cost, so it’s important to ascertain if you need a wide array of features or if a more basic talent management software will suffice. With that clear understanding of what you need from your talent management software, you’ll be able to narrow your search. Consulting user reviews and a software directory site can help meet those needs.
Following these tips can make user reviews valuable to you and your organization, ultimately helping you choose software that will help move your business forward and meet key goals.
Connecting with top talent is getting harder every day. We look at three corporate recruitment strategies that can help you win the war for talent in 2019.
The unemployment rate dropped to an incredible 3.6 percent last month, the lowest rate since 1969. Corporate recruiters in search of talent know that hiring in a tight labor market is anything but easy and hiring becomes even more challenging for positions that require higher levels of skill. In addition to this, the skills gap across the American workforce is real and growing, especially as the labor market continues to shrink.
Reading this report will help you make a more informed purchase decision when it comes to choosing the right R&O platform, based on the experiences and feedback of your peers.
So how can corporate recruiters respond to a market where talent is increasingly elusive?
Fortunately, there are a few innovative corporate recruitment strategies that can help you land top talent without having to break the bank. But before we dive into the strategies, let’s take a look at what a corporate recruiting strategy means.
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A corporate recruiting strategy can be defined as a formal plan of action that involves finding and hiring the best-fit candidate for an open position from outside or within the organization in a timely and cost-effective manner. A key difference between corporate recruitment and staffing is that corporate recruitment applies to internal recruitment or HR recruitment that is performed within an organization, and the term staffing can be applied to recruitment that is performed internally (inhouse) or outsourced to an agency.
For example, if an organization needs data scientists, the HR team or department within the organization will create a plan to identify, target, and persuade data scientists to come and work for the organization.
Although real corporate recruitment strategies are a tad more elaborate than the three steps listed above, these steps are essential to all recruiting efforts.
So, now that we’ve established the basics, we’ll take a closer look at how some of the leading companies in the world take an innovative approach to hiring top talent. Here are three innovative corporate recruitment strategies for forward-looking organizations:
The launch of the first smartphone, 12 years ago, changed how the world went on the web. From desktops and laptops, people moved to the comfort of their smartphone apps and browsers. Today, smartphone penetration in the U.S. stands at nearly 72 percent, with 73 percent in the 50-64 age group owning at least one smartphone and 94 percent of people under 29 years owning a smartphone. This makes it crucial for corporate recruiters to leverage smartphone and social apps as a recruitment channel to tap into a wider talent pool.
Let’s start at the very beginning of your recruitment campaign. When marketing your jobs to your talent pool, what people are you targeting? Is it millennials, Gen Zers, or baby boomers? If you are hiring early career professionals, then social media is the best place to meet them. And alternatively, if you’re instead hiring for senior roles and targeting baby boomers, programmatic recruitment advertising campaigns will be your best bet. In either case, it is safe to assume that most candidates will respond to your job marketing advertisements from their smartphones. So, it is crucial that you have a mobile-responsive career page, text messaging services, or an app through which candidates can apply for open positions seamlessly through their smartphones. Dedicated mobile recruiting software can help you segment and target your audience based on open positions.
A great example of a brand reaching out to its talent pool through an innovative smartphone strategy is McDonalds’ recent Snapchat campaign. The fast-food chain wanted to attract millennials looking for work in Canada, so, it created a Snapchat recruitment campaign that would allow candidates to apply (or “Snapply”) through the Snapchat app. McDonald’s calls these applications “Snapplications”, that lets candidates upload a 30-second video resume that can be easily shared with the company’s Canadian hiring portal. The campaign launched last month in Canada is not McDonald’s first social outing. The company had launched a similar campaign in the U.S. and Australia, back in 2017. The company that positions itself as the best first employer for Americans, walked the talk when it came to engaging with younger, tech-savvy candidates.
Fig. 1. McDonald’s Snapplication Campaign in Canada
McDonalds’ Snapplication is a part of its larger mobile-first strategy (McDelivery, Mobile Rewards, Mobile Ordering, MyMcD app, etc.) that aims at keeping the brand fresh and relevant to its employee- and consumer-base.
Goldman Sachs, the major investment bank, also experimented with an advertising campaign on the music streaming app, Spotify, to lure younger candidates to apply for jobs at the bank. The campaign which was launched in both the US and the UK in 2016, directed candidates to the bank’s careers quiz that helped candidates explore roles that were best suited for them. Goldman Sachs had earlier also worked with Snapchat and Vox Media to cast a wider recruiting net and attract younger employees.
What do Steve Jobs, LeBron James, and Michael Jordan all have in common? Each of these celebrities left their jobs and later returned to their former employers under new conditions. Call them boomerang employees or comeback kids, these employees form a talent pool that organizations facing a skills and talent gap cannot ignore.
A study by Kronos found that 76 percent of the professionals surveyed were more accepting of hiring boomerang employees today that in the past and nearly 40 percent of employees said they would consider going back to their former employer. From a recruiter’s perspective, boomerang employees bring solid value to the table, considering it is much cheaper to hire, onboard, and train them than new employees. Moreover, you know your former employees personally, and it is much easier to reach them and establish contact than strangers who respond to your job ads. Returning employees are also a crucial part of the overall work culture – they boost company morale and drive increased loyalty.
When creating your boomerang program, ensure that your target the right employees. After all, you don’t want to be rehiring employees you were glad to see go. Kronos on its careers site, encourages former employees to apply and explore open positions. “Want to come back to Kronos? The door is open,” the company says. “If your ideal career opportunity knocks twice at Kronos, we invite you to answer the door. We openly welcome high-performing former employees to rejoin our workforce.”
Organizations like Kronos realize that there has been a profound shift in the employee-employer relationship. From employers holding the bargaining chip in the relationship – providing employment, and deciding wages, the equation has now changed to employees enjoying more influence in the recruiting process. Even traditionally conservative firms like management consultancies are now open to hiring former employees.
However, for your boomerang recruitment strategy to really takeoff, you need lots of data. Especially exit interviews. Data from exit interviews could prove to be invaluable when re-hiring former employees. If you have an employee exit survey software, collating and analyzing this data can help you understand the key motivators behind an employee’s exit and their subsequent desire to come back. So, before you begin your boomerang campaign, be sure to tap into your exit interview data.
While campus recruitment might not be considered innovative by many, new technology solutions and tools put a whole new spin on-campus recruitment. With nearly 20 million students enrolled in college in 2018, the sheer volume of the talent pool makes campus recruitment a must-have strategy for forward-looking organizations.
By creating career pages designed specifically for recent graduates, to giving students a VR tour around your office from a career fair, HR technology has transformed how employers go about campus recruiting. Companies like Jaguar Land Rover (JLR) and Black Rock have dedicated graduate applications career pages to attract and hire fresh graduates. Adding integrations like AI-chatbots to student career sites can also help deliver a strong branding message to prospective employees. Many recruitment solutions available in the market today also allow recruiters to set up engagement workflows that leverage career sites, email marketing, and text messaging to build and nurture graduate relationships.
A well-planned and executed campus recruitment strategy can go a long way to ensure better recruiting ROI and improve key hiring metrics.
Let’s face it – corporate recruitment has never been as challenging and complicated it is today. If you want to attract and hire top talent at your organization, you need to be creative and take a new, innovative approach to recruitment.
Doing so not only helps build your employer brand but also demonstrates to prospective candidates that you’re an exciting organization to work for, and that you embrace technology and prioritize the candidate experience.
Use these three innovative corporate recruitment strategies to refresh your hiring process and snag top talent before it gets away.
What recruitment innovations have you rolled out in your organization? Let us know on Facebook, Twitter, or LinkedIn. We’re always listening.