Talent Acquisition and Management
Using Emerging Technologies and Analytics to Create and Maintain a High-Performance Workforce
(Sprache: Englisch)
Talent Acquisition and Management: Using Emerging Technologies and Analytics to Create and Maintain a High-Performance Workforce explains how to use the latest tools to hire, manage, and retain the top talent in your industry. The book, for companies of all...
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Klappentext zu „Talent Acquisition and Management “
Talent Acquisition and Management: Using Emerging Technologies and Analytics to Create and Maintain a High-Performance Workforce explains how to use the latest tools to hire, manage, and retain the top talent in your industry. The book, for companies of all sizes in all industries, also explains emerging human resources best practices and processes, and how to implement the technologies that enable them all. Using case studies from practitioners, Talent Acquisition and Management will cover the entire employee lifecycle, from recruitment to talent management to all core human resource processes everything HR managers and senior executives should know to maximize the performance of the workforce and retain talent for the long term.HR expert Kevin Grossman, author of Tech Job Hunt Handbook , shares his expertise about new software that goes beyond payroll and core HR systems and helps you analyze, automate, and continually reconfigure powerful HR processes. He explains how to evolve beyond expensive, IT-dependent, legacy on-premise software, data repositories, and spreadsheet records by implementing software-as-a-service and cloud-based systems that allow for robust data management and predictive analytics. As you ll learn, recruiting and talent management software today, coupled with mobile and social functionality, compliance and diversity reporting, and predictive analytics, can help you identify the best candidates, hire them, and retain them. It can also help you pinpoint staffing and training needs now and in the future.
But it doesn t end there. As most managers are now aware, individuals are loyal to the work they do first, then the teams they work with, and then the organizations they work for. As a result, it s increasingly important to ensure employees feel valuable in the work they do and on their own terms. This book shows how to employ continuous performance review and training that emphasizes knowledge development, skills acquisition, and
... mehr
recognition to keep emotional engagement high and employees feeling worthwhile.
In short, Talent Acquisition and Management: Using Emerging Technologies and Analytics to Create and Maintain a High-Performance Workforce will give line managers and HR executives insights and the technical edge to better align their talent strategy with business goals to improve employment branding, retention, revenue growth, and profitability.
In short, Talent Acquisition and Management: Using Emerging Technologies and Analytics to Create and Maintain a High-Performance Workforce will give line managers and HR executives insights and the technical edge to better align their talent strategy with business goals to improve employment branding, retention, revenue growth, and profitability.
... weniger
Talent Acquisition and Management: Using Emerging Technologies and Analytics to Create and Maintain a High-Performance Workforce explains how to use the latest tools to hire, manage, and retain the top talent in your industry. The book, for companies of all sizes in all industries, also explains emerging human resources best practices and processes, and how to implement the technologies that enable them all. Using case studies from practitioners, Talent Acquisition and Management will cover the entire employee lifecycle, from recruitment to talent management to all core human resource processes-everything HR managers and senior executives should know to maximize the performance of the workforce and retain talent for the long term.
HR expert Kevin Grossman, author of Tech Job Hunt Handbook, shares his expertise about new software that goes beyond payroll and core HR systems and helps you analyze, automate, and continually reconfigure powerful HR processes. He explains how to evolve beyond expensive, IT-dependent, legacy on-premise software, data repositories, and spreadsheet records by implementing software-as-a-service and cloud-based systems that allow for robust data management and predictive analytics. As you'll learn, recruiting and talent management software today, coupled with mobile and social functionality, compliance and diversity reporting, and predictive analytics, can help you identify the best candidates, hire them, and retain them. It can also help you pinpoint staffing and training needs now and in the future.
But it doesn't end there. As most managers are now aware, individuals are loyal to the work they do first, then the teams they work with, and then the organizations they work for. As a result, it's increasingly important to ensure employees feel valuable in the work they do-and on their own terms. This book shows how to employ continuous performance review and training that emphasizes knowledge development, skills acquisition, and recognition to keep emotional engagement high and employees feeling worthwhile.
In short, Talent Acquisition and Management: Using Emerging Technologies and Analytics to Create and Maintain a High-Performance Workforce will give line managers and HR executives insights and the technical edge to better align their talent strategy with business goals to improve employment branding, retention, revenue growth, and profitability.
HR expert Kevin Grossman, author of Tech Job Hunt Handbook, shares his expertise about new software that goes beyond payroll and core HR systems and helps you analyze, automate, and continually reconfigure powerful HR processes. He explains how to evolve beyond expensive, IT-dependent, legacy on-premise software, data repositories, and spreadsheet records by implementing software-as-a-service and cloud-based systems that allow for robust data management and predictive analytics. As you'll learn, recruiting and talent management software today, coupled with mobile and social functionality, compliance and diversity reporting, and predictive analytics, can help you identify the best candidates, hire them, and retain them. It can also help you pinpoint staffing and training needs now and in the future.
But it doesn't end there. As most managers are now aware, individuals are loyal to the work they do first, then the teams they work with, and then the organizations they work for. As a result, it's increasingly important to ensure employees feel valuable in the work they do-and on their own terms. This book shows how to employ continuous performance review and training that emphasizes knowledge development, skills acquisition, and recognition to keep emotional engagement high and employees feeling worthwhile.
In short, Talent Acquisition and Management: Using Emerging Technologies and Analytics to Create and Maintain a High-Performance Workforce will give line managers and HR executives insights and the technical edge to better align their talent strategy with business goals to improve employment branding, retention, revenue growth, and profitability.
Inhaltsverzeichnis zu „Talent Acquisition and Management “
Section 1: Sourcing and RecruitingChapter 1: Talented Communities Part 1
Chapter Goal: Sourcing the right talent is more competitive than ever, so developing and utilizing open "social" talent communities that give organizations the ability to recruit from permanent and contract ecosystems for full-time and part-time positions is critical. This chapter shows how to set up and/or participate in communities.
Chapter 2: A Fitting Culture
Chapter Goal: Recruiting and hiring for hard skills isn't enough to ensure the right people get hired. Assessing "cultural fit" to attract, screen, and hire employees with the ultimate highest 'quality of hire' goal will become more prevalent in the years to come. Here's how to do it-and why.
Chapter 3: The Power of Video Part 1
Chapter Goal: Travel costs and painful scheduling logistics are enough to wreak havoc on interviewing activities. Incorporating live and recorded video interviewing is a cost-effective way to screen employees of all flavors. This chapter covers video options and how to conduct interviews tailored specifically for them.
Chapter 4: Really Getting to Know You
Chapter Goal: Standard interviewing techniques aren't enough to assess your candidates. Implementing scenario-based interviews, assessments, and gaming help you really get to know whom you should be hiring. Here are the latest best practices to understand your candidates and identify their most useful characteristics.
Chapter 5: Analytics Part 1
Chapter Goal: With computing power more readily available, using data and predictive analytics for sourcing and recruiting will continue to increase and help your competitive advantage. This chapter describes in detail the capabilities of analytics and how to put their power to use to identify the best candidates and bring them on board.
... mehr
Chapter 6: The Candidate Experience
Chapter Goal: All your recruiting efforts ultimately affect business performance, so elevating your candidates' experience improves employer brand and future hiring opportunities. This chapter covers best practices to encourage your top recruits to join up-or feel good about you even if they don't.
Section 2: Talent Management
Chapter 7: Continuous Reviews
Chapter Goal: While many HR executives agree that the annual performance review isn't sufficient, not much has changed. Progressive companies engage in continuous performance review management that emphasizes ongoing development and growth. This chapter explains the options available and how to implement them.
Chapter 8: Talented Communities Part 2
Chapter Goal: Emotional connection affects engagement affects retention. Creating internal communities that emphasize talent engagement, collaboration, and continuous, informal learning will become more prevalent in the next decade. Talent communities aren't just for recruiting-they are also for keeping your people engaged, developed, and motivated. This chapter covers the systems and software and policies you'll need to enable teamwork across time zones and access to training and answers.
Chapter 9: The Power of Video Part 2
Chapter Goal: Video is a powerful medium that delivers quality learning content in a compact, portable, and emotive way, more so than even the written word. Traditional learning content gets a utilization boost with video. This chapter continues the first chapter on video systems and shows how to use them to keep employee skills polished and growing.
Chapter 10: The Skills Gap Reality
Chapter Goal: Even if your company has increased its training budget, talent expectations versus labor force realities are still an issue. Improving employee/leadership training, development and continuous learning to reduce the hard/soft skills gap will be the future trends. There is a reason that this is the third chapter in a row to cover training. Today's top skills are tomorrow's table stakes. This chapter shows what training will be required and how to best deliver it.
Chapter 11: The Power of Positive Retention
Chapter Goal: Rewarding business results is the way to grow the bottom line, so improving rewards and recognition to engage and retain employees should be focused on results as well, not a one-size-fits-all for everyone just because they work there. This chapter covers today's best practices for retaining employees.
Chapter 12: Analytics Part 2
Chapter Goal: Having insight into your workforce headcount and makeup is a competitive advantage, but what really sets companies apart is your ability in using data and predictive analytics for workforce and succession planning, to know what you need in the future and why. Today's corporation morphs as fast as it must to stay competitive. There is no status quo any longer, and the analytics described here will help you stay a couple steps ahead of the pack both in workforce planning and the skills you'll need next week, next year, and next decade.
Section 3: HR Means Business
Chapter 13: On Being Flexible
Chapter Goal: Flexibility is a huge differentiator in the workplace today, and offering flexible employee benefits as well as flexible work schedules and telecommuting for specific job families/industries can help you hire and keep the right talent. This chapter covers best practices in benefits and HR policies and the technologies you'll need to remain a leader.
Chapter 14: The Diversity of Thought
Chapter Goal: Diversity initiatives more than just a compliance strategy. They're a way to ensure quality collaboration that leads to innovation from a variety of cultures and mindsets. This chapter covers the latest thinking in diversity initiatives and how to recruit, retain, and promote while keeping your policies and EEO regulations in mind. It will also cover software designed to keep you compliant.
Chapter 15: A Self-Service World
Chapter Goal: Doing more with less means easy-to-use systems and services. Increasing employee self-service technologies via onsite, virtual, and mobile will only continue to grow. This chapter covers platforms that allow employees to clock in, request time off, change their benefits, and more.
Chapter 16: On Clouding Up
Chapter Goal: Moving from installed base and/or on-premise HR software to subscription-based SaaS cloud-computing software saves companies money not only in annual licensing and maintenance fees, but also empowers HR to take more IT ownership over their system deployments. The chapter covers the state of the art and how you can make the most of your investment in cloud technology.
Chapter 17: HR Metrics Standardization
Chapter Goal: HR metrics standardization has been discussed for years and now SHRM and the American National Standards Institute are trying to make it a reality. This includes agreeing on how to accurately measure "quality of hire" among other industry metrics. This chapter covers the most useful HR metrics and offers strategies for tracking them accurately and using the results to improve employee and company performance.
Chapter 18: The Transparent Holy Grail
Chapter Goal: HR touches every aspect of business today, and aligning transparent talent strategy with business goals to improve employment branding, retention, and revenue growth make up the Holy Grail in its stead. This capstone chapter shows how all the preceding practices and HR policies combine to give the firms that adopt them and implement the right software systems to enable them extraordinary traction in today's slippery markets.
Appendix
Chapter Goal: All your recruiting efforts ultimately affect business performance, so elevating your candidates' experience improves employer brand and future hiring opportunities. This chapter covers best practices to encourage your top recruits to join up-or feel good about you even if they don't.
Section 2: Talent Management
Chapter 7: Continuous Reviews
Chapter Goal: While many HR executives agree that the annual performance review isn't sufficient, not much has changed. Progressive companies engage in continuous performance review management that emphasizes ongoing development and growth. This chapter explains the options available and how to implement them.
Chapter 8: Talented Communities Part 2
Chapter Goal: Emotional connection affects engagement affects retention. Creating internal communities that emphasize talent engagement, collaboration, and continuous, informal learning will become more prevalent in the next decade. Talent communities aren't just for recruiting-they are also for keeping your people engaged, developed, and motivated. This chapter covers the systems and software and policies you'll need to enable teamwork across time zones and access to training and answers.
Chapter 9: The Power of Video Part 2
Chapter Goal: Video is a powerful medium that delivers quality learning content in a compact, portable, and emotive way, more so than even the written word. Traditional learning content gets a utilization boost with video. This chapter continues the first chapter on video systems and shows how to use them to keep employee skills polished and growing.
Chapter 10: The Skills Gap Reality
Chapter Goal: Even if your company has increased its training budget, talent expectations versus labor force realities are still an issue. Improving employee/leadership training, development and continuous learning to reduce the hard/soft skills gap will be the future trends. There is a reason that this is the third chapter in a row to cover training. Today's top skills are tomorrow's table stakes. This chapter shows what training will be required and how to best deliver it.
Chapter 11: The Power of Positive Retention
Chapter Goal: Rewarding business results is the way to grow the bottom line, so improving rewards and recognition to engage and retain employees should be focused on results as well, not a one-size-fits-all for everyone just because they work there. This chapter covers today's best practices for retaining employees.
Chapter 12: Analytics Part 2
Chapter Goal: Having insight into your workforce headcount and makeup is a competitive advantage, but what really sets companies apart is your ability in using data and predictive analytics for workforce and succession planning, to know what you need in the future and why. Today's corporation morphs as fast as it must to stay competitive. There is no status quo any longer, and the analytics described here will help you stay a couple steps ahead of the pack both in workforce planning and the skills you'll need next week, next year, and next decade.
Section 3: HR Means Business
Chapter 13: On Being Flexible
Chapter Goal: Flexibility is a huge differentiator in the workplace today, and offering flexible employee benefits as well as flexible work schedules and telecommuting for specific job families/industries can help you hire and keep the right talent. This chapter covers best practices in benefits and HR policies and the technologies you'll need to remain a leader.
Chapter 14: The Diversity of Thought
Chapter Goal: Diversity initiatives more than just a compliance strategy. They're a way to ensure quality collaboration that leads to innovation from a variety of cultures and mindsets. This chapter covers the latest thinking in diversity initiatives and how to recruit, retain, and promote while keeping your policies and EEO regulations in mind. It will also cover software designed to keep you compliant.
Chapter 15: A Self-Service World
Chapter Goal: Doing more with less means easy-to-use systems and services. Increasing employee self-service technologies via onsite, virtual, and mobile will only continue to grow. This chapter covers platforms that allow employees to clock in, request time off, change their benefits, and more.
Chapter 16: On Clouding Up
Chapter Goal: Moving from installed base and/or on-premise HR software to subscription-based SaaS cloud-computing software saves companies money not only in annual licensing and maintenance fees, but also empowers HR to take more IT ownership over their system deployments. The chapter covers the state of the art and how you can make the most of your investment in cloud technology.
Chapter 17: HR Metrics Standardization
Chapter Goal: HR metrics standardization has been discussed for years and now SHRM and the American National Standards Institute are trying to make it a reality. This includes agreeing on how to accurately measure "quality of hire" among other industry metrics. This chapter covers the most useful HR metrics and offers strategies for tracking them accurately and using the results to improve employee and company performance.
Chapter 18: The Transparent Holy Grail
Chapter Goal: HR touches every aspect of business today, and aligning transparent talent strategy with business goals to improve employment branding, retention, and revenue growth make up the Holy Grail in its stead. This capstone chapter shows how all the preceding practices and HR policies combine to give the firms that adopt them and implement the right software systems to enable them extraordinary traction in today's slippery markets.
Appendix
... weniger
Autoren-Porträt von Kevin Grossman
For the past 25 years, Kevin W. Grossman has held multiple leadership positions in the human resource and recruiting marketplace, B2B and consumer technology marketplace, and higher education. He?s a marketing strategist, HR industry evangelist, online community developer, entrepreneur, analyst, advisor, manager, philanthropist, and writer. Currently, Kevin is the Director of Content Development at Peoplefluent, the leading provider of talent management solutions designed to support the entire workforce. He co-founded the TalentCulture ?World of Work" community that includes the highly popular weekly #TChat Twitter chat and radio show. He?s authored multiple articles on marketing, business development, HR, recruiting, and leadership. His first business book, Tech Job Hunt Handbook, was released in December 2012 from Apress. Kevin?s domain expertise and familiarity with the HR and recruitment marketplace for the past 14 years includes working for and with job search, talent sourcing and acquisition, video interviewing, assessment, background screening, training and development, and talent management firms, helping them to grow and excel.
Bibliographische Angaben
- Autor: Kevin Grossman
- 2015, 275 Seiten, Maße: 22,9 cm, Kartoniert (TB), Englisch
- Verlag: APress
- ISBN-10: 1430264187
- ISBN-13: 9781430264187
Sprache:
Englisch
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