Managing, Sales, Marketing and Finance Directors talk to HRDs about :
- lost revenue opportunities from giving indifferent service to rejected job applicants,
- cost of low conversion rates of jobs & careers page visitor numbers to actual applicants, and
- damage to the product and employer brand of not making the acquisition of talent their greatest asset.
Request the notes of this Direct Resourcing Strategists meeting on Customer Loyalty and the Candidate Experience …
Interims, temps, associates, contractors, freelancers, self-employed, free agents – whatever you want to call them, they are all employed on a contract for and not of employment. Employing them instead of permanent staff has big implications for financial risk and for brand. I gathered a group of senior executives to discuss these implications. Request the notes and I will send them to you
Senior inhouse recruitment managers discuss barriers within the existing process to ensure opportunities are fully accessible, sourcing and managing third party providers, advertising and sourcing diverse talent, countering unconscious bias and developing a good diversity etiquette, and engaging the wider business on the importance of diversity. Simply fill in your details, and I’ll send you this article.
HR and Talent Acquisition Directors discuss the implications of not knowing their true Cost To Recruit (CTR), the difficulties in measuring and reporting on it, and how they have formulated various versions of it to make efficient resource allocation and forward-looking decisions. [I will manually send you this article]
A fascinating discussion runs the whole gamut of emotions and rationales. What do you think of their thoughts? Request this article (it will not be sent to you automatically) and let me know.
HRDs from SMEs and small Corporates reveal their failures and successes in attracting candidates. Find out why they view hard-to-fill jobs as having value for their employers, why they build talent pools and candidate pipelines based on the profiles of their HiPer staff, why advertising is filling less than half their vacancies, and why recruitment agencies still have a vital role to play in winning the war for talent, by requesting this article (it will not be sent to you automatically) now -
There was alot of talk last year of Recruitment turning a profit rather than being a cost, so this year I brought together a number of Directors of Talent Acquisition and HR Directors in the Direct Resourcing Think Tank who had initiated some very commercial changes to make their Recruitment Departments profitable. Simply fill out the form below to find out more …
What is the impact of Talent on differentiating the market leader from an also-ran? And how can the Talent agenda benefit your career?
To help answer these questions, I have co-founded two discrete round tables.
The first is the Talent Think Tank, where HRDs and Directors of Talent talk aligning talent strategy with the Board’s objectives, workforce planning, succession planning, leadership development, performance management, employee engagement, compensation & benefits, and other issues of talent management. HRDs of large employers have hosted a number of what are now called TTTs, the most recent being hosted by the Financial Times’ Global HRD on Talent and the CEO.
The second is the Direct Resourcing Think Tank, popularly known now as the DRTT, which started in December 2008, and now is the UK’s foremost talking shop for Directors of Resourcing and senior HR stakeholders. About 25 round tables are hosted every year by Directors of Resourcing of large employers, discussing topics from the strategies of social media recruiting, through employer branding to managing an inhouse resourcing team.
If you would like to participate in either think tank or simply to know which topics are upcoming in the next few months, please contact me on firstname.lastname@example.org or 07530 416 943