Which talent acquisition strategies actually save most time, what ones cut the most cost? Here’s aggregated data across 571 employers who are members of Direct Resourcing Strategists on the ten most successful strategies to save time and cut costs. Simply request the report on time saving and cost cutting strategies and I’ll send it to you
HR executives tell me confidentially what their top 3 talent acquisition priorities are for 2014/201524/05/2014
HR in 571 organisations told me between January and April 2014 what is important to them in recruitment for the coming 2014/5 fiscal year. Most responses came from organisations employing 150-500 staff, and HR job titles were either HRD or Head of HR. Request the notes and I will send them to you.
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]
Argh – Pee – Oh! Senior HR executives voice their reactions to outsourcing their recruitment function20/04/2013
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 …