Study: Millennials are wrongly tagged as job hoppers | HR Dive. Dive Brief: Millennials aren’t the job hoppers they’re thought to be, reports Bloomberg. A Metlife study titled, Millennial Report, found that 75% of the workforce’s older millennials plan to stay with their companies for at least 12 months, and 64% of younger millennials plan to stay for the same amount of time.
These results show Millennials may be more committed to their employers than previously thought.The study also found that Millennials were interested in financial information and more reliant on their companies for financial advice than the generations before them. Also, young workers were credited with innovative changes to their benefits packages. Companies with large numbers of Millennials adjust their salary and plan offerings based on what young employees say they want. Metlife’s study also found that Millennials value benefits tied to their social values. For example, family leave, not just maternity leave, is a benefit that appeals to their sense of justice. Dive Insight: Institutionalizing Hiring Excellence to Achieve Mission Outcomes - US Gov. Le recrutement prédictif : une méthode controversée. Par Rogena Cajuste - Focus RH. Aux Etats-Unis, 27 % des employeurs indiquent que le coût d’une seule erreur de recrutement est d’environ 50 000 dollars.
Au-delà d’un coût financier, un mauvais recrutement engage également des coûts temporels considérables (du temps pour publier les annonces sur les jobboards, quoique minimisé par une nouvelle fonctionnalité dans les SIRH permettant le multiposting, du temps pour rencontrer les candidats...). Face à ces dépenses, les entreprises ne manquent pas d’imagination afin de réduire les risques d’échec de recrutement. Une méthode connaît actuellement un réel essor au sein des services RH : le recrutement prédictif. Qu’est-ce que le recrutement prédictif ? Avant de définir ce terme, il est nécessaire d’aborder deux notions afférentes à ce concept. Cette pratique n’est possible que si l’entreprise dispose au préalable d’une base de données enrichie, et donc exploitable, dans son SIRH.
Limiter les discriminations Gare à l'effet de clonage... A propos de l'auteur. IZA World of Labor - Anonymous job applications and hiring discrimination. Motivation Discrimination is not only unfair and potentially costly to the individuals who experience it, but also results in large economic costs for society. While discrimination exists in many markets around the world, labor market discrimination receives the most attention. A key barrier is access to jobs. Strikingly different callback rates following initial job applications have been documented for applicants from minority or other disadvantaged groups, such as immigrants and women. But what if the characteristics identifying minority group status were unknown to recruiters?
Anonymous job applications Anonymous (or blind) job applications do not include any information about an applicant’s status as a member of a minority or other disadvantaged group in the written application documents that recruiters use in deciding whom to invite for a job interview. Discussion of pros and cons The hiring process and discrimination Empirical evidence and key findings Randomized (field) experiments. Are you guilty of the ‘naturalness bias’?
Given the choice between a hard worker or one that is perceived to be naturally talented, a recent study found that hiring managers would more likely go for the latter. “Through a series of studies, researchers discovered that hiring managers show a strong bias for people whom they believe have natural talent,” reported psychology instructor Amy Morin at Forbes. “Interestingly, most of the participants didn’t recognize this bias. They thought they preferred hard-working strivers over those with natural gifts.” “[T]here exists the belief that certain achievements cannot be explained solely by perseverance and hard work—that natural talent plays a role, and some ‘have it’ and others ‘do not,’” wrote lead study author Chia-Jung Tsay, assistant professor at the University College London’s (UCL) School of Management. According to a report by the Association of Psychological Science (APS), Tsay conducted three different studies to reach her conclusions.
Related stories: Are robots taking over your job? Innovative and entrepreneurship education to increase employability skills. Transform magazine: 2016 Employer Brand Management conference - Conferences. London, Employer Brand Management conference 2016 Employer Brand Management starts with the brand. Investing in a good employer brand means investing in a good reputation. That’s as important in regards to the internal audience, as it is to the external. Employer brand management starts with the brand. Investing in a good employer brand means investing in a good reputation. That’s as important in regards to the internal audience, as it is to the external. The Employer Brand Management conference audience is made up of those working in internal communications, HR, brand and corporate communications teams.
Topics covered in this year's programme include: Visas, talent attraction and BrexitAfter the deal is done – post M&A employer brand managementFast reactions – EBM and crisis commsThe new CEOCase studies If you’re interested in attending or speaking at the event, please email Michelle Kibble For sponsorship opportunities, please contact Andrew Thomas - email@example.com London. HR news, jobs & blogs | Human resources jobs, news & events - People Management. Engaging Public Employees for a High-Performing Civil Service. How can governments reduce workforce costs while ensuring civil servants remain engaged and productive? This report addresses this question, using evidence from the 2014 OECD Survey on Managing Budgeting Constraints: Implications for HRM and Employment in Central Public Administration. The results clearly illustrate the complex challenges facing civil services, such as how to reduce size and cost while still attracting and retaining high-calibre professional talent.
The first part of this report shows that the pressure on central public administrations to reduce costs has required many OECD countries to make cuts that have likely resulted in negative impacts on the workforce regarding trust, motivation and commitment. Overall, 67% of countries surveyed have implemented a pay freeze since 2008. HR directors spend 28 days on recruitment process | C-Suite. HR Directors in the UK spend 27.59 days on average recruiting for open positions within their organisationThe challenge to find qualified candidates (59%) and the increase in the number of CVs per job opening (52%) are the main reasons the hiring process is longer than it was three years agoHR Directors risk losing out on qualified candidates to other opportunities because of the length of the recruitment process New research from Robert Half UK reveals that human resources (HR) directors are spending a month (27.59 days) on average recruiting for open positions within their organisation.
The recruitment process can be broken down into six key stages, all of which take more than four days, on average to complete when using their own in-house resources to manage. Screening CVs of job applicants (5.19 days) and interviewing applicants (4.77 days) are the most time intensive aspects, while candidate skills testing (4.18 days) takes the least amount of time. Untitled. 9 Things Recruiters Can Do to Create a Truly Memorable Candidate Experience.
Posted by Siofra Pratt 83% of professionals say a negative interview experience can change their mind about a role. In other words, the way they’re treated has a lasting impression on the way they view the company. Which is why, in today’s blog, we’re looking at 9 things your company can do to create a better candidate experience in your organisation using examples from companies known for theirs: 1. Communicate with every applicant. Everyone deserves to be treated with respect, regardless of whether they’re right for the job or not. “We contact absolutely every person who applies to Philz,” says Philz Coffee’s Chief People Officer, Carolyn Frey. 2. If all 3 sections of a choir (soprano, alto and tenor) were all singing from a different hymn sheet, it wouldn’t make for a very pleasant concert now would it? 3. The interviewing process isn’t just about your company determining whether this candidate is a good fit. 4. 5.
Think about it this way. 1. 2. 3. Tell Me More 6. 7. 8. 9. Share. Today's Recruiter Must Think Like a Marketer. Abstract: A recent Human Capital Institute report found that 69% of respondents are having difficulty filling critical positions and only 20% agree that they have a strong talent pipeline for critical roles. Competition is fierce and the power has clearly shifted from employers to the candidate. Today’s job candidates expect to be treated like consumers, and the most successful marketing teams know that consumers are increasingly suspicious of brands.
These marketing teams implement strategies to foster trust and loyalty among their target audience. Just like marketers, recruiters must have the ability to not only attract but engage candidates as well, and they are tasked with fostering that same trust and loyalty among the candidates they hire as well as the ones they don’t. It’s not enough to just leverage the latest tools and implement trend-setting processes in the recruiting department.
Recruiters must also live the employer brand every day. Can the Millennial generation rescue government? Leveraging digital natives in your transformation efforts. Hiring millennials in a digital age, Banking News. Q How has your attitude about hiring talent changed in recent years as a result of the tech developments in the finance industry? A We have seen a great deal of changes taking place in banking, particularly on the retail side of the business. Customers do everything through their mobile phone or laptop, from cardless cash withdrawals, instant issuance of credit cards, paying for purchases to buying unit trusts online. I find that the millennials of today possess most of the qualities that the banking industry needs to continue to stay relevant to customers. At UOB, millennials make up almost half of our workforce and our millennial customer base is growing by double digits every year.
Here's what UOB is looking for in the next five years: •Creativity : In addition to technology, we are also looking for those who can think creatively about new ways in which the bank can add value to our customers' needs such as in the areas of travel and dining. Internal Social Media: the rise of ESNs, social advocacy and social recruitment | Digital. Social media is a well-established tactic in every external marketing strategy, but the power of internal social media is rarely realised. The launch – and subsequent press coverage – of Facebook’s ‘Workplace’ platform in October is changing this. Facebook has made its Enterprise Social Networks (ESNs) more accessible and intuitive than ever before. From organisational collaboration, knowledge sharing, and efficiency there are myriad reasons why businesses should be adding an ESN to their internal comms toolbox. Here are three things for organisations to consider: Enterprise Social Networks (ESNs) need buy-in Facebook’s Workplace is just one option, which we’re monitoring with interest.
But, the technology choice is redundant if buy-in across all levels of the business is absent. Why? This is still new ground for many, and it’s important that businesses launch and use ESNs with the same care, planning and focus that they would their external social media platforms. Blind recruitment: A small step forward, but how do we make the leap? The CBI’s recent call for the removal of names on CVs is one example of ongoing attempts to combat prejudice in the world of recruitment. A number of big name employers, including BBC, NHS and Virgin Money have jumped on the bandwagon too by incorporating so called ‘blind recruitment’ into their hiring process. But, while there is certainly a lot of evidence to suggest that it is harder for people with a ‘non-white’ sounding name to secure an interview, I’m not convinced that the removal of the name from a CV provides the solution.
The reality is that if any of the HR people have an ounce of bias in them, unintentional or not, that bias is likely to show through at some point in the process, leading to decreasing probability through each stage of the person in question being successful. As Jon Williams, global leader of people and organisation at PWC recently correctly observed: The emphasis on education So what is the answer? Looking beyond CVs. I can haz applicants: An analysis of police recruitment and mar. What do we mean by 'HR analytics'? Peter Reilly, November 28, 2016 The language around HR analytics is getting confused. We need to get things straight before we move forward The business community is not always careful in its use of language; often more concerned with fad and fashion than carefully crafted policies.
‘Talent’ is the worst recent example, as it can mean anything from the whole workforce to a select group of high potentials. The worry is that ‘HR analytics’ will go the same way. At conferences it seems data management, reporting, and basic statistics as well as what might be described as genuine HR analytics (HRA) are all included under the same heading. In a review of HRA theory and practice we discovered that when researchers defined ‘analytics’ they focused on prediction and making connections between HR activities (and/or workforce data) and business outcomes. Predictive HR analytics can then deal with the wicked business challenges; externally driven ones such as: Or internally driven problems such as: Attracting Good People into the Public Service.