Archive

Archive for July, 2010

Educate Your Hiring Managers

Wednesday, July 28th, 2010

Hiring managers need an education, and it’s your job to deliver it. The ebbs and flows of the talent market – along with the economy as a whole – don’t always have what you would consider to be a predictable impact on their expectations. In today’s market, in fact, hiring managers look to high rates of unemployment and a relatively small number of open reqs and draw, what for them, is the obvious conclusion: it’s pretty easy to hire right now.

Unless you’re in the corporate recruiting field, this is an understandable line of thought. There aren’t many positions, and there are a lot of people jockeying for them. This must mean that a company has its choice of candidates and that hiring managers can expect that those you bring in for interviews will be the best of the best.

If only it were that easy …

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How Effective Is Your Talent Strategy?

Monday, July 26th, 2010

From time to time, it’s a good idea to benchmark talent management and see how your organization is doing. Even if you’ve invested aggressively in performance improvement, you might not be keeping pace with the rest of the market. Simply doing better isn’t enough: you need to make sure you’re doing better than everyone else.

Benchmarking often gets set aside when the corporate agenda is full, a tendency that finds its way to the recruiting department. Instead of trying to gauge your competitive performance by feel, take the time for real insights of the sort available only from a rigorous process. There’s no substitute for truly knowing what’s happening in your market, and in an increasingly challenging marketplace, market research and competitive intelligence are more important than ever.

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Gain a Competitive Edge through Compliance

Wednesday, July 21st, 2010

Yes, you read that correctly. It is possible to turn compliance into a competitive advantage. In fact, the notion that it isn’t possible is what can propel your company ahead of its peers.

To most organizations, regulatory compliance is pure cost. You don’t have a choice but to comply, and you seek to spend as little as possible in the process of doing so. The pressure to keep the price tag low, however, could cost you a significant return on your compliance investment.

Rather than treat HR compliance as unique, approach it as you would any other organizational development project. Of course, implement the measures necessary to satisfy the relevant regulatory bodies … but don’t stop there! Think about how you could use these new processes and controls to streamline your organization and improve service delivery to your hiring managers. Do this, and you could use your compliance investment to cut operating costs instead of increasing them. You might have to commit a bit more up front, but the payoff will be worth it.

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