Finding the right talent is critical for transforming companies and building comprehensive talent acquisition plans. This document summarizes a roundtable discussion between HR leaders on trends and practices in talent acquisition. Key topics discussed include the need for blended talent strategies using social media and employer branding; assessing candidates using recruitment technology and analytics; ensuring sourcing mixes are optimized between channels like referrals, job boards, and search firms; and the consumerization of talent technology through mobile and modular apps. The discussion also addressed skills gaps, demographic shifts, and using data to gain insights on the future talent landscape.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
Final file booming startups to watch out for (compressed)CIO Look Magazine
Gayathri Arumugam is the Chief Operating Officer of TalentSurabhi, an Indian startup focused on talent acquisition and recruitment. She has over 15 years of experience in recruitment, especially within the clinical research sector. She founded TalentSurabhi in 2020 to address the growing demand for talent within industries like clinical research, pharmaceuticals, and IT. During the COVID-19 pandemic, TalentSurabhi adapted by moving interviews online and helping candidates prepare for virtual interviews, allowing hiring to continue smoothly. Gayathri's vision is for TalentSurabhi to become one of the top recruitment firms in India serving various industries.
Talent developers face competing demands in developing learning opportunities for a diverse, multi-generational workforce. They must balance training employees for today's skills while also preparing them for future skills needs in a changing work environment. A 2018 workplace learning report found that the top priority for talent development programs is training soft skills to help workers adapt to automation. While talent developers focus on current training needs, executives want them to do more to identify future skill gaps. The rise of online and digital learning solutions allows talent developers to better meet varied employee learning preferences. However, talent developers must still address challenges like getting employees to make time for learning and increasing manager involvement in learning programs.
Careers360 is an education counseling company established in 2009 that provides various counseling products and online courses to help students prepare for entrance exams. It sees around 15 million monthly visitors and has recently partnered with Google and Facebook. The presentation summarizes Careers360's industry and company overview, product range, job description for an intern role, data analysis of leads and sales, SWOT analysis, and suggestions for improvements.
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
This document discusses the emerging focus on talent systems in HR and provides 10 predictions for 2014. It notes that in 2014, companies will face challenges in skills shortages, leadership gaps, and workforce retention. To address these challenges, the document advocates moving beyond standalone HR programs to an integrated "corporate talent system" where all talent management elements work together. The 10 predictions for 2014 focus on trends like global skills needs, integrated capability development, performance management redesign, and the growth of HR technology.
In this edition of The 10 Most Inspiring CEOs to Watch, we have enlisted CEOs who are setting an inspirational standard for other aspiring entrepreneurs with their unique leadership.
Info Edge (India) Limited is an Indian internet company founded in 1995 that owns and operates various online businesses including Naukri.com, Jeevansathi.com, 99acres.com, and Shiksha.com. Shiksha.com is an education classifieds marketplace that connects education seekers with providers. It has 25,000 institutes listed across India and abroad and receives 3.5 million monthly page views. The sales department of Shiksha.com's Chennai office is headed by a Senior Zonal Manager and focuses on achieving sales targets through marketing on television and online channels.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
Final file booming startups to watch out for (compressed)CIO Look Magazine
Gayathri Arumugam is the Chief Operating Officer of TalentSurabhi, an Indian startup focused on talent acquisition and recruitment. She has over 15 years of experience in recruitment, especially within the clinical research sector. She founded TalentSurabhi in 2020 to address the growing demand for talent within industries like clinical research, pharmaceuticals, and IT. During the COVID-19 pandemic, TalentSurabhi adapted by moving interviews online and helping candidates prepare for virtual interviews, allowing hiring to continue smoothly. Gayathri's vision is for TalentSurabhi to become one of the top recruitment firms in India serving various industries.
Talent developers face competing demands in developing learning opportunities for a diverse, multi-generational workforce. They must balance training employees for today's skills while also preparing them for future skills needs in a changing work environment. A 2018 workplace learning report found that the top priority for talent development programs is training soft skills to help workers adapt to automation. While talent developers focus on current training needs, executives want them to do more to identify future skill gaps. The rise of online and digital learning solutions allows talent developers to better meet varied employee learning preferences. However, talent developers must still address challenges like getting employees to make time for learning and increasing manager involvement in learning programs.
Careers360 is an education counseling company established in 2009 that provides various counseling products and online courses to help students prepare for entrance exams. It sees around 15 million monthly visitors and has recently partnered with Google and Facebook. The presentation summarizes Careers360's industry and company overview, product range, job description for an intern role, data analysis of leads and sales, SWOT analysis, and suggestions for improvements.
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
This document discusses the emerging focus on talent systems in HR and provides 10 predictions for 2014. It notes that in 2014, companies will face challenges in skills shortages, leadership gaps, and workforce retention. To address these challenges, the document advocates moving beyond standalone HR programs to an integrated "corporate talent system" where all talent management elements work together. The 10 predictions for 2014 focus on trends like global skills needs, integrated capability development, performance management redesign, and the growth of HR technology.
In this edition of The 10 Most Inspiring CEOs to Watch, we have enlisted CEOs who are setting an inspirational standard for other aspiring entrepreneurs with their unique leadership.
Info Edge (India) Limited is an Indian internet company founded in 1995 that owns and operates various online businesses including Naukri.com, Jeevansathi.com, 99acres.com, and Shiksha.com. Shiksha.com is an education classifieds marketplace that connects education seekers with providers. It has 25,000 institutes listed across India and abroad and receives 3.5 million monthly page views. The sales department of Shiksha.com's Chennai office is headed by a Senior Zonal Manager and focuses on achieving sales targets through marketing on television and online channels.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Directi On Campus- Engineering PresentationDirecti Group
Directi is a technology company founded in 1998 that has since grown significantly. It now has over 700 employees, offices worldwide, and provides a variety of internet products and services used by millions globally. The company culture emphasizes working with smart people on impactful projects, an open environment, flexibility, and work-life balance. They aim to recruit the best talent from top engineering schools in India.
This document discusses how digital media can be used for acquiring talent. It summarizes that employer branding, referrals, and recruiting through digital media will be the top recruiting trends in India. Social media has become a major way for companies to engage both active and passive candidates. The document outlines some key statistics on social media usage in India and how it is becoming an important tool for employer branding and recruiting. It also discusses challenges in managing large amounts of online information and the need for sophisticated data interpretation to identify the right talent pools.
Directi On Campus- Engineering PresentationDirecti Group
Directi is a technology company founded in 1998 that now has over 700 employees. It has offices in several countries and customers in over 200 countries. Directi offers internships and full-time positions in software engineering. Interns work on live projects and gain real-world experience working with smart colleagues on challenging problems with global impact. Directi provides benefits like flexible hours, team activities, and a productive work environment.
The recruitment industry in India has grown significantly in recent years and is expected to continue growing. It was worth Rs. 2000 crores in 2010 and has grown at a 21% compound annual rate to an estimated Rs. 22,800 crores in size currently. Demand for staffing is high across many sectors like banking, insurance, IT and others. While opportunities exist, the industry also faces challenges like low operating margins, availability of talent, and developing new business models for continued growth.
Most prominent institutes of management studies in india2021Merry D'souza
The Knowledge Review covered "Most Prominent Institute of Management Studies in India, August_2021, "Across the Globe, here our education magazine TKR flash about Institute of Management Studies in India
Hanmer MSL Executive Report on an event held jointly with the Indo-French Chamber of Commerce Industry in October, sharing insights on Why You Need Employer Branding
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
Careers360 summer intership report by anuj gupta ( Jaipuria Institute of Mana...Anuj Gupta
This document is a summer internship project report submitted by Anuj Gupta to the Jaipuria Institute of Management about their internship at Careers360. Careers360 is an education company that provides career counseling and crash courses. During the internship, Anuj's responsibilities included counseling students, entering feedback into a CRM system, providing daily conversion reports, and justifying conversion metrics. The report analyzes Careers360's products, competitors, organizational structure and the lead distribution system used to prioritize counseling of different types of leads.
Learn how India’s largest private sector conglomerate, Reliance Industries, partnered with LinkedIn, to bring world class learning resources to thousands of employees across multiple businesses.
Read more such inspiring Indian talent stories at lnkd.in/ltsindia
The document discusses the strategic human resource management practices of Bharat Forge Ltd that have helped it become a global leader in the automotive forging industry. It outlines Bharat Forge's growth from a small plant in Pune to the largest forging company in the world through strategic investments in technology and skilled workforce. It highlights the leadership of Dr. Baba Kalyani and initiatives like apprentice training, leadership development programs, and emphasis on talent retention that have supported its business strategy. The case study examines how strategic HRM has provided a competitive advantage and facilitated Bharat Forge's transformation.
Every type of business now employs tech talent. The challenge for employers is not only finding enough candidates, but also winning out over the competition who is recruiting from the same, limited pool. Hear from Indeed Economist Mariano Mamertino as he reveals key insights on the tech job market across Europe and how tech talent searches for jobs today. Mariano will share new research from the Indeed Hiring Lab, a global research institute committed to advancing the knowledge of human resource and talent management professionals worldwide.
More people find jobs on Indeed than anywhere else. Indeed is the #1 job site in the world and allows job seekers to search millions of jobs on the web or mobile in over 50 countries and 28 languages. 180 million people each month search for jobs, post resumes and research companies on Indeed, and Indeed is the #1 source of external hires for thousands of companies. (sources: SilkRoad & iCIMS).
For more information about how Indeed can help you hire, visit:
United Kingdom - indeed.co.uk/hire
Germany - de.indeed.com/recruiting
Netherlands - indeed.nl/personeel
France - indeed.fr/recrutement
Ireland - ie.indeed.com/hire
Steve Boese - Digital Transformation and the Future of TalentH3 HR Advisors, Inc.
This document discusses how digital transformation and disruptive technologies are impacting talent and the future of work. It notes that traditional models of finding, developing, and retaining talent are being disrupted as technologies like mobile, social media, analytics and artificial intelligence change expectations. The presentation recommends that organizations adapt to these changes by finding talent through mobile and social platforms, developing talent through peer learning and continuous learning, and retaining talent by focusing on relationships, flexibility and personalization over traditional retention strategies. Organizations must reduce barriers and create differentiated experiences to attract and engage talent in this new environment.
This document discusses the disruptive impact of technological innovation on jobs and the future of work. It argues that while disruptions often create new opportunities, they can also displace existing jobs and require retraining of workers. The document calls for partnerships between industry, academia and government to help reskill and upskill workers for emerging jobs through initiatives like TechHire. It emphasizes the need for entrepreneurship to drive job growth, and highlights how startups have historically created most net new jobs. The future will require lifelong learning to adapt to changing job demands.
Jobstreet Talent Wars II - Riding The Recovery WaveKenny Ong
Jobstreet HR Networking Event
KL, 22nd July 2010
Jobstreet Talent Wars II - Riding The Recovery Wave
1. Post-recession and the staff retention implications
2. Talent Wars in the New Economy
3. Aligning Staff Retention strategies with your company’s Business Model
4. Optimizing Compensation & Benefits to match Staff retention Strategies
5. Developing a Talent Management system
6. Retaining ‘Swing’ employees and non-conventional strategies to Staff Retention
7. Motivating & Engaging Employees vs. Retention
8. Addressing the Talent Scarcity problems
Future of talent management drivers and trendsTaleo Research
The next generation of talent management practices and solutions will be impacted by three major factors:
economic evolution
demographic changes
technology advancements
These factors are dramatically influencing the way people work, the way companies are organized, and the way talent is managed. This paper is the first of a two part series that will explore the changes needed in current business and talent management processes and technology to effectively deliver business value five to ten years from now. This first paper articulates and frames the key drivers of change. The second paper explores the resulting impacts to talent management processes and technologies.
LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...LinkedIn Talent Solutions
Join LinkedIn’s Global Head of Talent Acquisition and Director, Talent Acquisition: Global Sales & International to hear how they are using LinkedIn’s own solutions to identify, segment, engage, and convert target talent pools.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
The document discusses trends and challenges in recruiting for 2020. It notes that the population is growing older and more urban, with the median age rising to 31.5 years by 2020. Different generations now coexist in the workplace, with each generation having distinct characteristics and values shaped by formative world events and technology. Recruiters must understand generational differences to attract, engage, and retain talent. The meaning of work and skills is also shifting, from job titles and tasks to roles, capabilities, and results. Flexibility and work-life balance are increasingly important values.
Dan Medlin is a talent acquisition manager with 24 years of experience in human resources and recruiting. He has expertise in strategic talent acquisition, global recruiting, applicant tracking systems, and employer branding. Some key aspects of his proposed strategic talent acquisition re-engineering include conducting a recruiting system assessment, developing a defined recruitment business process, integrating a best-in-class applicant tracking system, building the company brand, and initiating a broad candidate sourcing strategy.
ICT - The Future of Jobs and the Human Project by Professor Luciano Floridi, ...Markus Laine
Professor Floridi's lecture slides from the FInnish Ministry of Communications and Transports information strategies-seminar held in 14.5.2014 in Dipoli, Espoo, Finland.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Directi On Campus- Engineering PresentationDirecti Group
Directi is a technology company founded in 1998 that has since grown significantly. It now has over 700 employees, offices worldwide, and provides a variety of internet products and services used by millions globally. The company culture emphasizes working with smart people on impactful projects, an open environment, flexibility, and work-life balance. They aim to recruit the best talent from top engineering schools in India.
This document discusses how digital media can be used for acquiring talent. It summarizes that employer branding, referrals, and recruiting through digital media will be the top recruiting trends in India. Social media has become a major way for companies to engage both active and passive candidates. The document outlines some key statistics on social media usage in India and how it is becoming an important tool for employer branding and recruiting. It also discusses challenges in managing large amounts of online information and the need for sophisticated data interpretation to identify the right talent pools.
Directi On Campus- Engineering PresentationDirecti Group
Directi is a technology company founded in 1998 that now has over 700 employees. It has offices in several countries and customers in over 200 countries. Directi offers internships and full-time positions in software engineering. Interns work on live projects and gain real-world experience working with smart colleagues on challenging problems with global impact. Directi provides benefits like flexible hours, team activities, and a productive work environment.
The recruitment industry in India has grown significantly in recent years and is expected to continue growing. It was worth Rs. 2000 crores in 2010 and has grown at a 21% compound annual rate to an estimated Rs. 22,800 crores in size currently. Demand for staffing is high across many sectors like banking, insurance, IT and others. While opportunities exist, the industry also faces challenges like low operating margins, availability of talent, and developing new business models for continued growth.
Most prominent institutes of management studies in india2021Merry D'souza
The Knowledge Review covered "Most Prominent Institute of Management Studies in India, August_2021, "Across the Globe, here our education magazine TKR flash about Institute of Management Studies in India
Hanmer MSL Executive Report on an event held jointly with the Indo-French Chamber of Commerce Industry in October, sharing insights on Why You Need Employer Branding
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
Careers360 summer intership report by anuj gupta ( Jaipuria Institute of Mana...Anuj Gupta
This document is a summer internship project report submitted by Anuj Gupta to the Jaipuria Institute of Management about their internship at Careers360. Careers360 is an education company that provides career counseling and crash courses. During the internship, Anuj's responsibilities included counseling students, entering feedback into a CRM system, providing daily conversion reports, and justifying conversion metrics. The report analyzes Careers360's products, competitors, organizational structure and the lead distribution system used to prioritize counseling of different types of leads.
Learn how India’s largest private sector conglomerate, Reliance Industries, partnered with LinkedIn, to bring world class learning resources to thousands of employees across multiple businesses.
Read more such inspiring Indian talent stories at lnkd.in/ltsindia
The document discusses the strategic human resource management practices of Bharat Forge Ltd that have helped it become a global leader in the automotive forging industry. It outlines Bharat Forge's growth from a small plant in Pune to the largest forging company in the world through strategic investments in technology and skilled workforce. It highlights the leadership of Dr. Baba Kalyani and initiatives like apprentice training, leadership development programs, and emphasis on talent retention that have supported its business strategy. The case study examines how strategic HRM has provided a competitive advantage and facilitated Bharat Forge's transformation.
Every type of business now employs tech talent. The challenge for employers is not only finding enough candidates, but also winning out over the competition who is recruiting from the same, limited pool. Hear from Indeed Economist Mariano Mamertino as he reveals key insights on the tech job market across Europe and how tech talent searches for jobs today. Mariano will share new research from the Indeed Hiring Lab, a global research institute committed to advancing the knowledge of human resource and talent management professionals worldwide.
More people find jobs on Indeed than anywhere else. Indeed is the #1 job site in the world and allows job seekers to search millions of jobs on the web or mobile in over 50 countries and 28 languages. 180 million people each month search for jobs, post resumes and research companies on Indeed, and Indeed is the #1 source of external hires for thousands of companies. (sources: SilkRoad & iCIMS).
For more information about how Indeed can help you hire, visit:
United Kingdom - indeed.co.uk/hire
Germany - de.indeed.com/recruiting
Netherlands - indeed.nl/personeel
France - indeed.fr/recrutement
Ireland - ie.indeed.com/hire
Steve Boese - Digital Transformation and the Future of TalentH3 HR Advisors, Inc.
This document discusses how digital transformation and disruptive technologies are impacting talent and the future of work. It notes that traditional models of finding, developing, and retaining talent are being disrupted as technologies like mobile, social media, analytics and artificial intelligence change expectations. The presentation recommends that organizations adapt to these changes by finding talent through mobile and social platforms, developing talent through peer learning and continuous learning, and retaining talent by focusing on relationships, flexibility and personalization over traditional retention strategies. Organizations must reduce barriers and create differentiated experiences to attract and engage talent in this new environment.
This document discusses the disruptive impact of technological innovation on jobs and the future of work. It argues that while disruptions often create new opportunities, they can also displace existing jobs and require retraining of workers. The document calls for partnerships between industry, academia and government to help reskill and upskill workers for emerging jobs through initiatives like TechHire. It emphasizes the need for entrepreneurship to drive job growth, and highlights how startups have historically created most net new jobs. The future will require lifelong learning to adapt to changing job demands.
Jobstreet Talent Wars II - Riding The Recovery WaveKenny Ong
Jobstreet HR Networking Event
KL, 22nd July 2010
Jobstreet Talent Wars II - Riding The Recovery Wave
1. Post-recession and the staff retention implications
2. Talent Wars in the New Economy
3. Aligning Staff Retention strategies with your company’s Business Model
4. Optimizing Compensation & Benefits to match Staff retention Strategies
5. Developing a Talent Management system
6. Retaining ‘Swing’ employees and non-conventional strategies to Staff Retention
7. Motivating & Engaging Employees vs. Retention
8. Addressing the Talent Scarcity problems
Future of talent management drivers and trendsTaleo Research
The next generation of talent management practices and solutions will be impacted by three major factors:
economic evolution
demographic changes
technology advancements
These factors are dramatically influencing the way people work, the way companies are organized, and the way talent is managed. This paper is the first of a two part series that will explore the changes needed in current business and talent management processes and technology to effectively deliver business value five to ten years from now. This first paper articulates and frames the key drivers of change. The second paper explores the resulting impacts to talent management processes and technologies.
LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...LinkedIn Talent Solutions
Join LinkedIn’s Global Head of Talent Acquisition and Director, Talent Acquisition: Global Sales & International to hear how they are using LinkedIn’s own solutions to identify, segment, engage, and convert target talent pools.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
The document discusses trends and challenges in recruiting for 2020. It notes that the population is growing older and more urban, with the median age rising to 31.5 years by 2020. Different generations now coexist in the workplace, with each generation having distinct characteristics and values shaped by formative world events and technology. Recruiters must understand generational differences to attract, engage, and retain talent. The meaning of work and skills is also shifting, from job titles and tasks to roles, capabilities, and results. Flexibility and work-life balance are increasingly important values.
Dan Medlin is a talent acquisition manager with 24 years of experience in human resources and recruiting. He has expertise in strategic talent acquisition, global recruiting, applicant tracking systems, and employer branding. Some key aspects of his proposed strategic talent acquisition re-engineering include conducting a recruiting system assessment, developing a defined recruitment business process, integrating a best-in-class applicant tracking system, building the company brand, and initiating a broad candidate sourcing strategy.
ICT - The Future of Jobs and the Human Project by Professor Luciano Floridi, ...Markus Laine
Professor Floridi's lecture slides from the FInnish Ministry of Communications and Transports information strategies-seminar held in 14.5.2014 in Dipoli, Espoo, Finland.
The Future of Jobs Employment, Skills and Workforce Strategy for the Fourth...Samuel Chalom
This document is a report from the World Economic Forum titled "The Future of Jobs" which examines the impact of emerging technologies on employment, skills, and workforce strategy. It finds that while overall job growth is expected across most industries, skills instability is high across all job categories. This is creating major recruitment challenges and talent shortages for businesses. To prevent increased inequality and unemployment, reskilling and upskilling of today's workers will be critical for both businesses and individuals. Governments will need to create an enabling environment to support these efforts through collaboration between industries, sectors, and improved data and planning metrics.
AI and Robotics are already here. Are we ready to embrace the reality of its impact on the future of jobs and the Workplace? What are the jobs that are likely to become redundant?
Talent42 Keynote: The Current and Future State of Talent SourcingGlen Cathey
This is the presentation from my closing keynote at the June 2013 Talent42 technical recruiting conference in Seattle, modified to be fully understood from the slides alone. I address the current state of talent sourcing as well as paint a clear picture of what I see to be the future of sourcing talent, including tools and technologies, as well as how sourcing will evolve into a truly strategic function serving as human capital data analysts working in conjunction with data scientists. You will also get a glimpse of "big data" sourcing tools including Dice's Open Web, TalentBin, Entelo and Gild.
LinkedIn India recruiting trends for 2015!LinkedIn India
The document discusses key talent acquisition trends in India for 2015 based on a survey of over 4,000 talent leaders globally including 300 in India. Some of the main trends highlighted include:
- Hiring volumes and budgets are increasing in India indicating positive sentiment among organizations.
- Social recruiting is growing as a source of quality hires, with professional networks like LinkedIn closing the gap with job boards and referrals.
- Employer brands are getting more engaged on professional networks, which are replacing traditional channels like company websites.
- Sourcing skilled talent remains the top priority for recruiting leaders in India and globally. Compensation and competition are the biggest obstacles to attracting talent.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
This document summarizes a roundtable discussion on the future of talent acquisition. Key points discussed include:
- Finding the right talent is critical for business success but is becoming increasingly difficult. Blended talent strategies using tools like social media and analytics are needed.
- Factors like changing demographics, skills gaps, and technology will disrupt traditional sourcing and selection models. Mobile and social media may be game changers.
- The role of talent acquisition professionals is evolving from short-term hiring to long-term talent farming and community building. Data analytics and social media skills will be important.
- Assessing culture fit during hiring is important but challenging. Psychometrics have limitations and new approaches are needed.
The document discusses how the modern workplace is rapidly changing with employees demanding greater flexibility, connectivity and variety from their employers. It also discusses how HR must adapt to rising candidate expectations, new ways of working using social media, and how to leverage big data analytics. However, many employers have failed to keep up with these changes. The document advocates for rethinking how companies attract, engage and manage talent through improved recruitment tools, talent communities, and network recruiting.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities. Competition and compensation were cited as the biggest obstacles for attracting talent. For small companies, recruiting skilled talent and improving quality of hire were higher priorities than for large companies.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities for both small and large companies. Competition and compensation were cited as the biggest obstacles to attracting top talent. With hiring volumes and budgets increasing for the first time in four years, talent leaders will need to scale operations while doing more with less. Emerging technologies are also disrupting recruiting, providing opportunities to find and engage talent in new ways.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries.
Some of the top trends include:
1) Social professional networks continue rising as a top source of quality hires, increasing 73% over the past 4 years.
2) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally.
3) Both small and large companies are focused on recruiting passive talent, or candidates open to new opportunities but not actively job searching. The US and China lead in passive candidate recruiting.
The document summarizes key findings from a 2024 workplace learning report. Some of the main points include:
1) Aligning learning with business goals remains L&D's top focus, while helping employees develop their careers rose to the number 4 priority.
2) The report found that career development, AI skills, and learning are important for employee retention and engagement.
3) Large-scale reskilling programs have had limited success and impact according to the report, with most initiatives still in planning or early stages.
4) The report concludes that dynamic, efficient, and personalized learning tailored to individual career goals may be a better approach for building skills agility.
This document summarizes the key findings of a 2015 global recruiting trends report. It finds that:
1) Hiring volumes and budgets are increasing for the first time in four years, putting pressure on recruiters to scale operations and do more with less.
2) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiters globally. Small companies prioritize these more than large companies.
3) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the top competitive threats globally.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. Three top trends are identified: 1) Social professional networks continue rising as a top source of quality hires. 2) Talent brand promotion grows on social media and online networks. 3) Quality of hire is the most valuable metric for measuring recruiting team performance. Sourcing highly skilled talent and improving quality of hire are the top priorities for both small and large companies. Competition and compensation remain the biggest obstacles to attracting top talent.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
The digital talent gap developing skills for today's digital organizationsRick Bouter
The document discusses the shortage of digital skills in today's workforce. Some key points:
- Over 90% of companies report lacking skills in areas like social media, mobile, analytics, and many feel this is a hurdle to digital transformation.
- However, less than half of companies are investing in developing digital skills, and most training efforts are not aligned with digital strategies.
- Traditional methods like training and recruitment are still relied on most for acquiring digital talent, rather than innovative approaches.
- HR is often not leading digital skills development, with other departments filling that role instead.
So in summary, while the digital skills gap is recognized as significant, many companies are still not adequately addressing it
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Competition and compensation remain the biggest obstacles to attracting top talent.
2) While internet job boards remain the top source of quantity of hires, social networks are becoming increasingly important for sourcing in some countries like Canada, US, Brazil, Spain and Mexico.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiting leaders globally but small companies place more importance on
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Internet job boards remain the top source for quantity of hires.
2) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the biggest competitive threats seen by leaders.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities, though small and large companies differ slightly in their focus areas.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important in 2015.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
Recruiting Trends Global Linkedin - 2015Ajumal Khan
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document provides a summary of key findings from a 2015 global recruiting trends survey of over 4,000 talent acquisition leaders in 31 countries. Some of the main findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is typically measured by new hire performance, retention, and hiring manager satisfaction.
4) Both candidates and companies are increasing their use of mobile for recruiting activities like job searching and optimizing career sites for
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(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐈𝐂𝐓 𝐢𝐧 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧:
Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
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(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 3)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
Lesson Outcomes:
- students will be able to identify and name various types of ornamental plants commonly used in landscaping and decoration, classifying them based on their characteristics such as foliage, flowering, and growth habits. They will understand the ecological, aesthetic, and economic benefits of ornamental plants, including their roles in improving air quality, providing habitats for wildlife, and enhancing the visual appeal of environments. Additionally, students will demonstrate knowledge of the basic requirements for growing ornamental plants, ensuring they can effectively cultivate and maintain these plants in various settings.
Images as attribute values in the Odoo 17Celine George
Product variants may vary in color, size, style, or other features. Adding pictures for each variant helps customers see what they're buying. This gives a better idea of the product, making it simpler for customers to take decision. Including images for product variants on a website improves the shopping experience, makes products more visible, and can boost sales.
2. Table of contents
Foreword
Being Social - It’s impact on Talent
Acquisition
The Five C’s of Talent
The Talent Paradox
Ideal sourcing mix
Talent Fast Forward
Consumerization of Technology
Glimpses from the roundtable
2 l www.Workplace2020.in
3. Foreword
Employers worldwide agree
that
it’s
becoming
increasingly difficult to find
the right talent needed to
fuel organisational growth
and sustainability. Friction
points in supply and demand
and shifting skills sets will
call for a radical rethinking of
how companies source and
deploy talent and work.
The future of workplace is
fast evolving and is getting
impacted
by
multidimensional
changes
including changing work
force demographics, quality
of talent pool, competitive
compensation
structures,
technology enablement and
social media engagement.
Organisation
need
to
develop blended talent
acquisition strategies to
attract
and
hire
top
candidates
—
creating
sourcing plans that include
social media and employer
branding. HR Leaders have
to
find
recruitment
technology not only to reach
candidates but also to assess
and provide analytics on
those candidates.
Finding the right talent is critical for transforming the company, and building comprehensive talent
recruitment plans that unify business goals and talent aspirations.
This session of the Workplace 2020: HR Roundtable series witnessed exchange of thoughts by HR Leaders to
explore, identify and share some key learning’s from Indian businesses with respect to the latest practices
and future trends in talent acquisition.
- Ankur Sethi, Founder & Director
Corporate Shiksha
3 l www.Workplace2020.in
5. The Five C’s of Talent
Capability
Capacity
Risks around the succession into critical roles and retention of critical people and
teams. In other words, will an organisation be able to create and maintain the size
and shape of workforce needed to deliver its business plan?
Compliance
Risks relating to employee behavior, regulations and laws. This category covers
both the need to ensure talent processes comply with local laws and regulations,
as well as whether talent management is seen as a business critical process or an
administrative process simply to ‘be complied with.’
Cost
What is the risk of a workforce becoming unaffordable? What will it cost an
organisation to recruit and retain the people it needs? Will it be able to afford the
overall cost of its workforce?
Connection
The 5 C’s of
Talent
Risks associated with building the skills an organisation needs to compete now
and in the future – the breadth and depth of skills and capabilities present within a
workforce, and how well aligned these are to an organisation’s needs.
What is the risk of an organisation’s top talent becoming disengaged? In addition,
will an organisation’s talent-related processes remain sufficiently integrated? Will
it be able to share talent between units in the way it needs to? Is it able to connect
groups of high potential people together? Are leaders able to create an emotional
connection between high potentials and the business?
Source: KPMG Talent Risk Survey Report
5 l www.Workplace2020.in
7. It Depends: the ideal sourcing mix
Getting the match
Psychological needs
Values
Goals
Abilities
Personality
Age
Person
Environment / Culture
Source: Kristof (1996)
Components
Intrinsic and Extrinsic rewards
Demands of a job or role
Cultural values
Industry
Economy
For all entry level positions, campus is the best and only source we rely on. For
lateral hiring, close to 30% is sourced from employee referrals and 50% from
job portals and social media platforms and around 20% from search firms.
Anadi Sinha
P
resident - Group HRM, UNO Minda
7 l www.Workplace2020.in
9. Consumerization of Technology
• App based products – Shift in technology expectations means the core application tracking system
will emerge as a hub for multiple plug-in play products .
• Recruiting candidate relationship management tools, talent networks, video interviewing, social
collaboration etc. to add depth of functionality
• The Mobile Platform to be a vital part of acquisition strategy
• Expectation to see technology products emerging in this space with functionality that is equally as
robust as in the standard software
An organization must trust its entry gates and be rest assured that if that is
appropriate, the right talent shall definitely fall in place. Background Check of
the job-seeker is a must, their past is a predictor of their future. Talent
acquisition analytics are a key driver here.
Ajay Chowdhury
President and CHRO, SRF Limited
9 l www.Workplace2020.in
10. Being Social - It’s impact on Talent Acquisition
10 l www.Workplace2020.in
11. Being Social - It’s impact on Talent Acquisition
•
“A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be.”
•
- Wayne Gretzky
Source: KPMG Human Resources and Social Media Report
11 l www.Workplace2020.in
13. The Talent Paradox
1. Demographics in India’s favour
How much gets put in the “bucket”: By 2020,
India is set to become the world’s youngest
country with 64 per cent of its population in the
working age group
Source: OECD
Young
Population
2. Soft Skills
Survey of 303 employers by Federation of Indian
Chambers of Commerce and Industry (FICCI) in 2010
found a majority of graduates lacked adequate "soft
skills" to be employed in the industry
Only about one-third employers were satisfied with
the communication ability of their employees and
about 26 per cent with their employees' writing
ability
Data Source: Hindu and India Today
13 l www.Workplace2020.in
Talent Pool
Soft Skills
15. Talent Fast Forward
Demographic Shifts
Technological Advances
In Europe, the median age could rise to
52.3 by 2050.2. In the United States, one
in four workers will be over the age of 55
by 2030
Many middle-skill jobs will begin to come
under threat
over the coming decade. The use of big
data for recruitment can give the whole
picture
Future of
Talent
Landscape
Gobalisation
Between 2000 and 2012, the number
of Fortune 500 companies has
increased in Brazil, India, China and
South Korea, and fallen in UK, France,
Germany, Japan and the United
States.
Societal Pressures
Skills gap can be attributed to the
failure of stakeholders to
coordinate. Collaboration between
education systems, employers,
governments and individuals is
essential
Not everything that can be counted counts and not everything that counts can
be counted. The next big thing in the future of workplace is big data. The
challenge for the HR teams is to build meaningful workforce analytics that build
predictability for the workforce.
Pramod Sadarjoshi
Management Consulting - People & Change, KPMG Advisory Services
Source: Future of Work Research Continuum
15 l www.Workplace2020.in
16. KPMG Talent Risk Report
Talent management is now firmly on
the C-suite’s agenda with organizations
competing for top talent on an
unprecedented scale. Despite the
increasing concern for talent issues,
new research findings from KPMG
International reveal that many
organizations take a narrow approach
to talent management – one that is
steadily weakening their organization’s
competitiveness and agility.
KPMG’s 2013 report on global talentrelated risk (PDF 1.1 MB)
18. Glimpses from the roundtable
Participation by Leaders from following organization (in alphabetical order)
Adrenalin
Arvind Limited
Career Builder
FIIB
KPMG India
Maruti Suzuki
Muthoot Fincorp
OSC Services
Pfizer
SRF Limited
SMC Online
Strategic
Decisions Group
Thomson
Reuters
UNO Minda
19.
20.
21. HR Leaders
Roundtable Series
Workplace 2020 Initiative by Corporate Shiksha
Corporate Shiksha™ – the learning network for Young India is
a next generation platform to nurture and grow the
capability of young and aspiring professionals. It is focused
on helping students and working professionals to get ahead
in their corporate career by facilitating practical &
experiential learning programs with a spirit of volunteerism
and social development.
Workplace 2020 in an initiative by Corporate Shiksha is an
attempt to create an learning platform on Future of
Workplace focused on corporate leaders in India and South
Asia Region. Workplace 2020, HR Leaders Roundtable series
has created a strong consortium of industry leaders to
explore, identify and showcase effective and innovative
people strategies which enable them in becoming future
ready organizations and improve overall people
management practices.
21 l www.Workplace2020.in
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