HRO Today January/February 2018 - 43

SPECIAL SECTION
the driving forces behind a failure among organizations
to innovate.
While
57.5%
of recruiters feel that passive
candidates are better in quality than
active candidates, nearly 4 in 10
companies are not recruiting them.
however, is that passive candidates rely far more on
their own networking sources-including personal
contacts, LinkedIn network contacts, and direct
referrals-as opposed to published sources. Recruiting
this group means accessing the networks they look to
for information, which is more complex than traditional
job boards or LinkedIn postings.
When being contacted by recruiters, candidates prefer
email messages far above all else, with phone calls
and LinkedIn messages coming in second and third.
While LinkedIn is ranked as the sixth most effective
way to reach passive candidates, it is the most common
method used to contact them. LinkedIn is a very useful
tool, but recruiters may be too reliant on it.
See more: http://www.hrotoday.com/marketintelligence/research/2016-global-candidate-studyresults-best-engage-candidates/
UNDERSTANDING
INNOVATION
What
innovation
concepts are
most relevant
to the talentacquisition
function?
A
recent study
from Alexander
Mann Solutions and HRO Today seeks to answer that
question-and to understand innovation and what are
[43]
In the quest to understand innovation, the research
study discovered that talent acquisition professionals
are facing a challenge that is termed here as " nonnovation. "
This occurs when HR execues initiatives with
the intent to drive new and meaningful change, but
somehow the change does not happen. Innovators
implement change. Non-novators take a detour.
The research also examined different areas of talent
acquisition where innovation comes into play. There
was great interest in several types of metrics and
workforce planning concepts, including predictive
analytics designed to assess a candidate's potential
success; strategic workforce planning; and leveraging
unstructured data.
While interest was high around these strategies,
they were implemented by fewer than 10 percent of
respondents.
Two-thirds (66.7 percent) of respondents report the
best way to evaluate new technologies is by seeing
them in action- and in person. This means attending
in-person user group meetings. In-person user group
meetings or conferences allow participants to actively
engage with potential solution providers and their
existing users.
Candidate engagement techniques associated with
candidate experience was a top area for implementing
innovation. Simplifi ed applications and automated
onboarding were the fi rst and third most frequently
cited techniques in terms of interest among
respondents.
Looking forward, predictive data and analysis was rated
as an innovation area with the greatest potential.
See more: http://www.hrotoday.com/
marketintelligence/research/hr-innovation-look-ahead2017-part-ii/
RECRUITING
DRIVING REVENUE
The impact of
hiring the
right sales
people at the
right time
cannot be
overstated.
Without sales
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HRO Today January/February 2018

Table of Contents for the Digital Edition of HRO Today January/February 2018

HRO Today January/February 2018 - 1
HRO Today January/February 2018 - 2
HRO Today January/February 2018 - 3
HRO Today January/February 2018 - 4
HRO Today January/February 2018 - 5
HRO Today January/February 2018 - 6
HRO Today January/February 2018 - 7
HRO Today January/February 2018 - 8
HRO Today January/February 2018 - 9
HRO Today January/February 2018 - 10
HRO Today January/February 2018 - 11
HRO Today January/February 2018 - 12
HRO Today January/February 2018 - 13
HRO Today January/February 2018 - 14
HRO Today January/February 2018 - 15
HRO Today January/February 2018 - 16
HRO Today January/February 2018 - 17
HRO Today January/February 2018 - 18
HRO Today January/February 2018 - 19
HRO Today January/February 2018 - 20
HRO Today January/February 2018 - 21
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HRO Today January/February 2018 - 24
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