recruiting and retaining talent

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Published By: Skillsoft     Published Date: Apr 23, 2015
This paper outlines why businesses should be investing in management and leadership development, rather than looking to recruit externally. From effective communication to problem solving and decision making, it explains the ‘seven deadly skills’ all leaders should possess, and outlines how Skillsoft can help you develop them.
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skills required of the perfect leader, required skills of a leader, recruiting and retaining talent
    
Skillsoft
Published By: Oracle HCM Cloud     Published Date: Jun 07, 2016
The retail market is growing, presenting employees with more opportunities to find jobs that provide training, development and career progression-something today’s workforce demands. With improvement in the retail sector comes increased pressure to win the war for talent. This three-step checklist will help you identify your talent management strengths and weaknesses so you can recruit and retain the best people.
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Oracle HCM Cloud
Published By: Oracle HCM Cloud     Published Date: Aug 02, 2016
Healthcare payers need to think cost effectively to accomplish the goals of recruiting and retaining top talent, providing excellent patient care and consolidating healthcare with partners. Updating talent acquisition tactics and technologies doesn't have to be expensive. Find out how Best-in-Class companies recruit, hire, on board, and retain employees.
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Oracle HCM Cloud
Published By: Engage2Excel     Published Date: Feb 11, 2019
The war for talent is a term that was coined by Steven Hankin of McKinsey & Company in 1997 to refer to an increasingly competitive landscape for recruiting and retaining talent. Today, this “war” has escalated to new heights, commanding the attention of CEOs across all industries. According to research recently published by McKinsey, more than three-quarters of Fortune 500 CEOs do not believe their companies are effective at attracting highly talented people. Of those CEOs who do consider their companies successful at attracting top talent, only 7% believe they are effective in retaining them. In today’s hyperconnected labor market, recruitment and retention are not separate problems; they are two sides of the same coin. Companies that have adopted integrated strategies for recruitment and retention have a significant competitive advantage. But according to McKinsey’s data, this group represents only a small fraction of the Fortune 500. The rest of the HR universe is under tremendous
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Engage2Excel
Published By: Engage2Excel     Published Date: Apr 29, 2019
The war for talent is a term that was coined by Steven Hankin of McKinsey & Company in 1997 to refer to an increasingly competitive landscape for recruiting and retaining talent. Today, this “war” has escalated to new heights, commanding the attention of CEOs across all industries. According to research recently published by McKinsey, more than three-quarters of Fortune 500 CEOs do not believe their companies are effective at attracting highly talented people. Of those CEOs who do consider their companies successful at attracting top talent, only 7% believe they are effective in retaining them. In today’s hyperconnected labor market, recruitment and retention are not separate problems; they are two sides of the same coin. Companies that have adopted integrated strategies for recruitment and retention have a significant competitive advantage. But according to McKinsey’s data, this group represents only a small fraction of the Fortune 500. The rest of the HR universe is under tremendous
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Engage2Excel
Published By: Rosetta Stone     Published Date: Apr 03, 2018
For many companies, language barriers increase as business globalization becomes the norm rather than the exception. Perhaps a call center agent cannot handle customer contact in an unfamiliar language. Or a manager travels to a face-toface meeting only to sit across a conference table from clients wanting to speak in their own native language. Even within your organization, teams across global geographies must collaborate to achieve collective goals, but language barriers often stand in their way. Meanwhile, HR leaders are tasked with recruiting and retaining top talent and L&D managers must align programs with business goals. Each of these scenarios and areas of responsibility have something in common: A clear need for company-sponsored training to develop employees’ language proficiency so they can engage successfully with colleagues and customers anywhere. Thousands of learners were surveyed about the impact of language training with Rosetta Stone® business solutions.1 Results show
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Rosetta Stone
Published By: Oracle HCM Cloud     Published Date: May 25, 2017
"Successful talent acquisition today puts candidates front and center. To accomplish the goals of recruiting and retaining top talent, providing excellent patient care, and consolidating healthcare with partners, payers need to think cost effectively. Updating talent acquisition tactics and technologies doesn't have to be expensive, though. Take note of how Best-in-Class companies recruit, hire, onboard, and retain employees. Learn more."
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Oracle HCM Cloud
Published By: PeopleMatter     Published Date: Dec 17, 2012
Download our free webinar to learn how leading service-industry brands are using social media to recruit top talent.
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social media, recruiting, mobile=social employees, workforce management
    
PeopleMatter
Published By: Oracle     Published Date: Nov 27, 2013
Global business has affected no group more than Human Resources (HR). Recruiting, hiring, developing, and retaining global workers is more complicated in a global economy adding another layer complexity, and without doing those things effectively, companies simply can’t grow. Therefore there’s more pressure than ever on HR leaders to develop and execute new workforce and talent strategies. Unfortunately, many HR organizations are simultaneously juggling these demands with a set of legacy technologies that are not up to the task because they don’t address the increasingly complex nature of HR’s role in the business.
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human capital, human resources, recruiting, hiring, development, global, technology, business
    
Oracle
Published By: DocuSign     Published Date: Jul 12, 2019
If you’re in charge of your company’s recruiting and onboarding, you know that attracting and retaining top talent is more difficult than ever. This is no surprise: Job seekers have an abundant choice of employers. According to the U.S. Bureau of Labor Statistics, today there are fewer unemployed Americans (6.2 million)1 than there are available jobs (7.6 million).2 In order to attract top talent, companies need modern, sophisticated—and digital— recruiting and onboarding processes. Millennials, who now make up the majority of the workforce, and Gen Z are digital natives who expect their work environments to reflect a hyper-connected world.3 In a Microsoft survey, 93 percent of millennials said that the latest technology was important to them when choosing an employer.4 However, despite the increasing need for digitization in recruiting and onboarding, many companies still have highly manual processes and legacy systems of agreement. Consequently, HR staff slogs through hours using ana
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DocuSign
Published By: DocuSign     Published Date: Jul 12, 2019
As you know, HR plays a critical role in recruiting, hiring, training, and retaining the lifeblood of your business: people. But despite HR’s strategic role, it has traditionally lagged behind other departments in terms of adopting user-friendly, employee-focused technology investments. Legacy tools and reams of paper are still often used to prepare, sign, act upon, and manage the overwhelming document load, from recruitment and onboarding to performance management and off-boarding.1 The combination of outdated processes and additional paperwork limits HR staff’s ability to do their most important job: hire and support employees. That’s changing as HR turns to the cloud to digitize the agreement process. According to a 2018 PwC survey of HR executives, 75 percent of respondents said that they’ve moved at least one HR process to the cloud, while 40 percent have core systems (talent and acquisition management and HR information systems, for example) in the cloud.2 And those efforts are
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DocuSign
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