Talent Relationship Management: Competitive Recruiting Strategies in Times of Talent Shortage (Management for Professionals)
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In times of growing talent shortage, companies have to find new ways to fill their strategic positions from the outside. This book presents useful and competitive solutions for hiring talented and motivated employees. The author presents four concrete fields of action to achieve this and provides the reader with definitions of strategically relevant key and bottleneck functions. The book emphasizes the fact that employers must sell relevant functions just like they would as part of an employer branding strategy. Employers are moving towards active sourcing strategies beyond job ads and headhunting. They must maintain and manage relations with promising talent once they have been identified. Finally, employers must ensure a positive candidate experience. This book serves as a handy reference for HR managers and talent recruiters.
because not all proof is suitable for every target group. The above pathway from the EVP to the target-group-specific message is illustrated in Fig. 5.6. Another fictitious example may help explain the different levels shown in Fig. 5.6. In one key function, work/life balance is established as being the central EVP. Work/life balance is thus viewed as an employer characteristic which is realistically and authentically provided in this function, which appears relevant to the target group, and
standard recruitment costs. Depending on the company’s size and the complexity of the employee referral programme, the use of suitable technology may also boost the success of the programme. This technology should be able to do two things: On the one hand, it should make it easier for the employee to make recommendations, ideally based on visible, advertised positions. On the other, it should continuously show the current status of the process to the recommender as a workflow. Corporate
actually relevant in order to end up successfully. I am merely trying to provide a comprehensive overview here. I know of companies where, apart from the information which already exists (the left side of Fig. 7.4), candidate retention documentation is reduced to a simple Excel spreadsheet, coupled with a log of previous activities in a Word file. At this point, it is once again worth mentioning that the time and effort associated with candidate retention and documentation should only be spent on
and Masters programmes can interact with one another and BMW. Bachelor degree students also have access to their own platform called “SpeedUp”. The Fraunhofer Society operates a similar portal known as “myTalent” for school students interested in mathematics, IT, science and engineering. The portal has already recorded well over 1,000 active young users since its launch. 106 7 Candidate Retention Fig. 7.6 Sample screenshot of Accenture’s talent community (Source. Intraworlds) These sorts of
Management for Professionals, DOI 10.1007/978-3-642-54557-3_9, # Springer-Verlag Berlin Heidelberg 2014 127 128 9 Framework Conditions limited extent, because they would not be supported by the management. This section is thus explicitly aimed at these HR professionals. They don’t have to accept their fate. Instead, I believe it is the HR department which is responsible for highlighting the need for TRM and fighting for good ideas. Other functions, such as marketing, sales, logistics or