Introduction
in the last week, I was in Rajasthan (one of the largest state in India), travel from Jaipur to Jodhpur to Udaipur to Bikaner to Kota. It's not a fun trip, but I did not add a little more charges and face-to-face roll of the company I work with. I was in Rajasthan for 8 days, 1800+ people walked in interviews. 750 interviewed in fact, we extend the offer to 107 people. If you refer to it as "war for talent", lack of skills, or "seller employment market and, it threatens the competitiveness of many companies the situation, and the situation is getting worse. Over the next 10 years, the demand for talented far beyond the availability of skilled workers - the all levels and in all industries. before going further, lets take a look at the following numbers:
It is estimated that 1/3 at least business failures are the result of decisions of poor recruitment and the inability to attract and retain suitably qualified.
the average cost of replacing a manager or professional 1.5 to 3 times the salary.
cost of working around and under performance can run up to six figures
cost of failure consistently to attract and retain talent the good - including low productivity, morale, culture, and reputation - is priceless.
each vacancy your organization rupees costs .000 average. for some administrative positions, it can easily run to six figures.
Although the economic situation of the country and that may affect the period of the present labor market, many of the "A- players who did not have significant opportunities for growth and change, offering job opportunities, basic and lack becomes clear - especially for those companies which did not develop a reputation as an "employer of choice between", which is the capacity and the infrastructure has not developed to compete effectively to get and retain scarce talent resources.
to get the best talent, and to maintain the talent you have to do is to become intensely competitive. Says
Most corporate employees that the biggest obstacle to pursue growth opportunities is a talent.
a small number of companies have sufficient capacity to attract talent, retain and develop -
players get is both art and science. People who make appointment decisions in the first place "from the gut" rarely successful always.
brand identity owners are increasingly important to compete for talented people who have many choices. Rebuild damaged brand employer often takes years.
new technology such as the Internet sources did not reduce cycle times and increase the effectiveness of
handing-off to a third party vendor is a treatment, not a process. Organizations that consistently attract players to develop the brand identity of the employer of choice and capabilities in attracting talent, retention, development, and process and infrastructure to support them.
understand the talent to acquire
So what exactly do we mean by the term acquire talent?
Well, just as it describes the acquisition of customers a comprehensive strategy on the identification of sectors of the market process, and target customer opportunities and managing direct marketing and sales campaigns and receiving the order (ie to get a new customer), so it involves a talent acquisition of all sub-processes about the facts, attracting and engaging talented individuals in your organization.
origin "concept" of talent acquisition of
Let's take a closer look at the traditional recruitment method of re-emerging as "the acquisition of talent" broader concept approach - which has become more and more important in the 'war for talent " . just exactly how this is different from the "normal vanilla 'employment? Well, in a large number of ways.
first and foremost, "the acquisition of talent" is part of a much wider in the quest for the companies to obtain and maintain a competitive edge in today's market a strategic approach. Other aspects include the development of talent and keep them moving, and these are primarily facing inward, while the former looks to the outside.
The core concept of talent acquisition is a move away from the "fill the box 'thinking about the one that is more active and much closer to building the skills necessary to succeed in the business world. Traditionally, talked needed employment when an individual either leaves or promoted to another job . that's when panic can set in, especially if it does not reach an internal solution appropriately, a situation that has become known as - "under the bus syndrome" is strong. building relationships or networks important skills here. the key to success in acquiring talent is how unique that I was able to take advantage of the "top performers who are not really looking for another job. They never read the ads traditional jobs or go to job boards on the Internet.
encourage private star players "to determine outside the old masters and other performance is a very powerful tool that is being used more and more. Companies that offer a wide range of rewards from in order to get these names and then act on them.
once have been identified on the talent, the next stage is to start building ongoing relationships and find that all elusive "starting point" in the career person that would get them to change jobs. that there could be a number of things but often have negative or experience a unique opportunity. the intelligence-gathering of the 'Friends' and the previous market research help in revealing exactly what interests the top players.
educate executives that talent acquisition must be the duty of every day is also a criterion for success. most of the managers, and rightly so, consider hiring only when there is a 'square' vacant on the basis of purely transactional. best talent today has a very short shelf life. so be you have a sense of urgency in bringing them on board, and the job opening or any vacancy. This tactic is very risky by some managers, but end up not making an offer for one day, "senior" performance comes to the job market, you will certainly lose them. Usually arriving in senior management (CEO, CFO, COO, etc.) in the process of building a relationship of great help in influencing the 'star' performance.
money is a basic course in seeking to acquire talent, but it's not the only element. Many companies use the traditional job classification and job grading systems to remain competitive in the side, "cash compensation". To be able to mold a chance to make it exciting and also attracts top artists, the concept of "a la carte" job description became more and more adopted a way to find the "hot button", and excite people enough to make a move. Benefits and privileges are in the lead here with long-term incentives such as stock options, used on a large scale. The concept of work / life also have an effect, and a lot of talk about this component companies but not many have embraced fully. Others look at it from the perspective of investment banking and display potential top performers' because it is a target gain, and some people even think of values P / E ratio for the best talent ratios. Just think of a single moment in that analogy, it becomes a talent market is equivalent to the NASDAQ or DowJones and the attractiveness of the best talent will vary according to their performance relative to their peers the added value they can bring. Perhaps in the future you will see the presence of talent "" used indicators.
This is proving to be more and more important in giving companies a leading role and competitive advantage over others. If you will be one of the survivors, if not then the "market correction may soon be coming your way.
What is the difference between" employment "and" talent acquisition "?
one of the the most common questions is "what is the difference between
'recruitment' and 'strategic talent to gain?"
the easy part of the answer is the definition of "recruiting." it's nothing more than fill open positions. it's a tactical happened exactly .
more complicated than the answer is part of the definition of "talent strategic acquisition."
strategic talent takes to acquire a long-term vision, not only fill the jobs today, but also with the candidates coming out of a recruitment drive as a way to fill similar positions in the future.
this may be the future positions identified today by looking at the succession management plan, or by analyzing the history of attrition for certain positions. this makes it easy to predict that certain openings will occur in a specified period in advance in a timely manner.
in most cases enlightened strategic talent buy, clients will recruit today for positions that were not even exist today, but are expected to become available in the future.
taking a strategic approach in the long term to attract talent to have a big impact on the way in which the approach to the candidate. If the tactical approach pure in nature, all we ask of the prospective candidate is, "Are you a qualified and interested?"
However, if the approach is more strategic in nature, and purpose of the call is to go much further, and becomes more modern building relationships. The candidate has a chance to explain his / her future career aspirations, and recruiter collects enough information to determine whether there is a potential fit in the client organization. If during a call recruitment strategy for the candidate declares that both are qualified and interested, then the tactical nature of the appeal may be achieved automatically. If, however, the candidate lacks sufficient experience, or the timing of the move profession is not favorable, then they become candidates for the future, and all the recruiter to do is stay in touch until either to become available, or stand with open client organization up.
Most of the money spent on the acquisition of strategic talent has been spent in the state of tactical recruiting anyway. The only additional cost is the data on the high-potential candidates to collect and then stay in touch with them until they are renting. Additional cost becomes negligible compared with the value of hiring the best talent competitive with the passage of time.
strategic talent allows us to gain access to a range of competitive talent that otherwise would have missed, or worse, ignored.
it is clear that the business case for the acquisition of talent is much more convincing than just paying for positions on strategically. What we do is add a small incremental effort, in exchange for a potentially huge reward.
the importance of talent to acquire
o understand the demographics of the working (current and future)
o determine the economic issues that affect organizational sustainability
o the organizational and cultural issues to identify affect talent acquisition
o knowledge of industry trends and emerging issues
link between the human resources strategy and organizational strategy
Q organizational strategy to understand
Q translation and organizational strategy in strategy HR
o review the basic components of the human resources strategy
o determine attract talent and retention issues
design and implementation of the strategy and the acquisition of talent
Q what is your favorite work?
o Demystifying impacts generations to recruit
o review of the basic elements of strategic talent acquisition
o take advantage of the talent acquisition and templates tools
o determine considerations when implementing attract talent strategy
o learning from best practices
o analyze performance metrics (commercial influences financial considerations, etc.)
o what is meant by strategic talent acquisition of
o how human resource policies and strategy and practices to support and facilitate the company's strategy
Q key design required elements in the human resource talent acquisition strategy
o practical application for attracting talent strategy
o know the trends and emerging best practices in attracting and retaining talent
talent buying - a strategy
historically organizations hiring process was not treated as one of strategic importance, but many newly waking up now up to the fact that the world has changed dramatically. No more the organization can pick and choose among several candidates for the position of a large one. And it was nominated several changes in the connected world we have the scales in favor of a talented individual looking for a new opportunity.
First, of course, there's the Internet. Never before in human history, there was no such favorable technology. Candidates can now announce their desire to change jobs within minutes of decision-making and receiving inquiries about their talents in a matter of hours.
likely, it is possible that the employee quality you, after I got the "straw that broke the camel's back 'final (Score bad, negative response is decent employer, stress the additional workload, etc.) can publish their CV / resume up on the board and certain jobs in the middle of the day today, receiving three interested requests to communicate with recruits from a third party or recruitment companies in a matter of hours, to be interviewed for the role of privileged (at) tomorrow and one of your competitors, I received an offer in writing the next day and resignation that afternoon (within 2 days). scary, is not it?
but if the Internet has enabled this process to candidates, led also significant advantages to organizations .
direct access to the market a candidate
now organizations can go directly to the market a candidate, thus reducing the time it takes to find the right people, while reduced dramatically recruitment costs.
Yet so, simply publish jobs in many councils and jobs is not the solution.
best practices
instead, based on all the research we have compiled over the past 18 months, we believe that the talent acquisition need to be addressed at the highest levels in all organizations - large or small, public or private. This means that the acquisition of talent needs to fit "hand in hand" with the overall organizational strategy. It needs an appropriate level of resources behind it. It must be monitored and reported in all meetings of the Board and that it needs to involve many people within the organization who attribute to them the importance that the organization requires.
But do not despair, and given the right focus, we can help ensure that the organization becomes the employer of choice in this brave new world.
the reality of the demographics of the day may raise the issue to attract and retain talent to become a source of concern critical leadership, and has received considerable attention. Given the expected labor market and demographic trends, enterprise policies to attract talent can become the main differences and a source of competitive advantage. It revealed the changing market dominant "one size fits all" HR practices are no longer effective. Organizations should develop specific strategies for people most important that align directly with business strategy and supporting its class. While the individual approach to the needs of each institution customizable, and each approach to the critical success factors key. This course focuses on issues and challenges facing organizations in attracting and retaining key talent. While participants presented to emerging employment trends in the industry, this course will also provide participants with a selection of tools and best practices from which to draw because they have their own strategy to win the war for talent design.
References
interaction with my friends who are in employment ... from all over the world
input from the research team of 07/09 Management Consulting.
Other books are indicated:
1. Talent Management brochure: Creating Organizational Excellence through the identification, development and promotion of best of your people (Hardcover)
by a lance. Berger, Dorothy Berger
2. Excellence Employment: A Guide from the inside top talent to sources. Jeff plaster, Sarah Perrin
3. Ask the headhunter: reinventing the interview to win the job. Nicholas Corcodilos, Nicholas Cordilos
4. hire the best: Director evidence of the effectiveness of Martin interview gate
5. hiring workers better knowledge, by the technicians and nerds
6. Secrets and Science of hiring Technical people by Johanna Rothman
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