Hub You - Business

Violation of Employee Privacy
In spite of the fact that workers monitoring systems do not directly contravene the law, they add to creating a unreceptive work environment, that is offensive both from ethical and legal standpoints. There is Privacy Act that includes primary law related to members of staff privacy rights. This law forbids third parties to receive disclosing or accessing information personal exchange of ideas, to any outer parties without previous consent from the recipient or author. The two major exceptions to the law are that employer has the privilege to monitor workers’ conversation under the circumstances if they take place during the everyday business hours and adding the indirect permission on the side of employees. By themselves, issues do arise in situations when a worker has not been informed beforehand about possible footage.This law gives virtually unrestricted rights to employers; though, with the increasing number of legal events against employers’ disobedience of employee privacy rights, the necessity for a change has been approved. To be more exact, legislation proposes to limit employers in electronic monitoring staff and applies to analysis, reporting, storage and collection of information connected with employees either partially or as whole by wire, radio, photo-optical, photo-electronic, or electromagnetic system. Under this statement, employers have to use notification techniques to inform their employees about the forthcoming monitoring, detail which private data would be collected and in which way it will be used. Employer also don’t a right to monitor rest room, dressing room, and locker room facilities. Employers would be charged for each abuse for $10.000 as a minimum.Even though the Act about privacy has not been accepted yet, the requirement for legal adjustments that protect workers’ privacy privileges has been acknowledged. Going even further, the growing number of officially permitted actions initiated by staff seeking defense from state judges also proves that there is a noticeable need to keep a tight rein on employer monitor

key components of the HR strategy

• Identifying talent acquisition and retention issues

Designing and Implementing a Talent Acquisition Strategy

• What is an Employer of Choice?

• Demystifying the generational implications on recruitment

• Reviewing the base elements of a talent acquisition strategy

• Utilizing talent acquisition tools and templates

• Identifying considerations when implementing a talent acquisition strategy

• Learning from best practices

• Analyzing performance metrics (business impacts, financial considerations, etc.)

• What is meant by Strategic Talent Acquisition

• How HR strategy, policies, and practices support and facilitate corporate strategy

• Key design elements required in an HR talent acquisition strategy

• Practical application of a talent acquisition strategy

• Knowledge of emerging trends and best practices in attraction and retention of talent

Talent Acquisition – As A Strategy

Historically organizations have not treated the recruitment process as one of strategic importance, but latterly many are now waking up to the reality that the world has changed dramatically. No more can the organization pick and choose between several great candidates for one position. Several changes in our connected world have tipped the scales in favor of the highly talented individual looking for a new opportunity.

Firstly, of course, there is the Internet. Never before in the history of humankind, has there been such an enabling technology. Candidates can now advertise their desire to change jobs within minutes of making the decision and receive enquires about their talents within hours.

Potentially, it is feasible that a high quality employee of yours, having received the final 'straw which broke the camels back' (bad appraisal, inappropriate negative response from boss, extra workload stress etc.) can post their CV/Resume up on a particular jobs board at midday today, receive three interested requests for contact with third party recruiters or headhunters within hours, be interviewed for an outstanding role (at one of your competitors) tomorrow, receive an offer in writing the following day and resign that afternoon (within 2 days). Scary, isn't it? But if the Internet has enabled this process for candidates, it has also brought significant advantages for organizations.

Direct access to the candidate market

Now organizations can go direct to the candidate market, thereby cutting the time it takes to find the right people, whilst dramatically reducing their recruitment costs. However, simply posting up jobs on various jobs boards is not the answer.

Best Practice Process

Instea

When You Care the Least - You Do The Best
Let’s say you’re on a sales call.And in the back of your mind, you don’t care. Which is not to say you’re apathetic. It’s just that you’re relaxed. With yourself. With your product. With your prospect. So, you “don’t care” insofar as you’re not negatively affected by the thought of failure.If I don’t make the sale, no biggie, you think. You do the best you can, be yourself, and if you close the deal, great. If not, it’s cool. Onto the next prospect!So, what often happens?That’s right. You make the sale.Because when you care the least, you do the best.Now let’s say you walk into a bar.And in the back of your mind, you don’t care.Which is not to say you’re being cold. You’re just looking to have a good time, laugh, hang out with your friends; maybe throw back a few pints of Guinness. You’re not actively looking for a date. But if someone cute DOES approach you, that would be great.If I don’t get her number, no biggie, you think. You act friendly, be yourself, and if you secure the digits, great. If not, it’s cool. Plenty other fish in the sea!So, what often happens?That’s right. You meet someone.Because when you care the least, you do the best.Lastly, let’s say you attend an industry-wide conference.And in the back of your mind, you don’t care.Which is not to say you’re slacking off. After all, your goals are to learn, network with fellow professionals, even have a little fun at the after hours parties. NOT to pound the pavement while dishing out 100’s of business cards trying gain new customers. But approaching that conference with a prepared, positive, (yet peaceful) attitude.If I find myself a new customer, awesome! You say. If not, that’s ok too. There’s plenty other benefits of attending the event.So, what often happens?That’s right. You attract “lucky” people and situations.Because when you care the least, you do the best.“Alr

Introduction

Last week, I was in Rajasthan (One of the largest state in India), traveling from Jaipur to Jodhpur to Udaipur to Bikaner to Kota. It was not a fun trip but I was adding few more head counts on the roll of the company I am working with. I was in Rajasthan for 8 days, 1800+ people walked-in for interviews; 750 actually interviewed and we extended the offer to 107 people. Whether you refer to it as a ‘talent war’, skill shortage, or ‘employment seller’s market’, it’s threatening the competitive position of many corporations, and the situation is worsening. Over the next 10 years, the demand for talented people will far exceed the availability of skilled workers – at all levels, and in all industries. Before proceeding further, lets have a look at the following figures:

 It is estimated that at least 1/3 of business failures are due to poor hiring decisions and inability to attract and retain the right talent.
 The average cost of replacing a manager or professional is 1.5 to 3 times salary.
 The cost of working around an under-performer can run as high as six figures
 The cost of consistently failing to attract and retain good talent – including declining productivity, morale, culture and reputation - is inestimable.
 Each vacant position costs your organization Rs. 60,000 on average. For some management positions, it can easily run into six figures.

Notwithstanding the economic situation of a country which may affect the job market for a time being, many ‘A-players’ who have not had significant opportunities for growth and advancement change jobs, and the fundamental shortage becomes apparent – especially for those companies who have not developed a reputation as ‘employer-of-choice’, and who have not developed the capabilities and infrastructure to compete effectively to acquire and retain scarce talent resources.

Getting the best talent, and keeping the talent you have is becoming intensely competitive. Most corporate officers say that the biggest constraint to pursuing growth opportunities is talent.

Few businesses have adequate talent acquisition, retention and development capabilities -
 Acquiring A-players is a both art and science. People who primarily make hiring decisions ‘from the gut’ are rarely consistently successful.
 Employer brand identity is increasingly important to compete for talented people who have numerous options. Rebuilding a damaged employer brand often takes years.
 New technology such as Internet sourcing has not reduced cycle times nor increased effectiveness
 Handing-off to a third party vendor is a transaction, not a process. Organizations that consistently attract players develop an employer-of-choice brand identity, deep capabilities in talent acquisition, retention and development, and the process & infrastructure to support them.

Understanding Talent Acquisition

So what exactly do we mean by the term Talent Acquisition? Well, just as Customer Acquisition describes the overall strategic process around identifying market sectors, targeting client prospects, running direct marketing campaigns, selling and receiving the order (i.e. acquiring a new customer), so Talent Acquisition involves all the sub-processes around finding, attracting and engaging highly talented individuals into your organization.

Origin of the “Concept” of Talent Acquisition

Let's take a closer look at the way traditional recruitment is re-emerging as a broader 'talent acquisition' concept - An approach that is becoming more and more critical in the 'War for Talent'. Just exactly how does this differ from 'plain vanilla' recruitment? Well, in a considerable number of ways.

First and foremost, 'talent acquisition' forms a part of a much broader strategic approach in the corporate quest to gain and sustain a competitive advantage in today's marketplace. Other aspects include talent development, retention and transition, these are primarily inward facing, whilst the former is outward looking.

The core concept of talent acquisition is to get away from the 'fill in the box' thinking to one that is more pro-active and much closer to building the skill sets required to achieve business success. Traditionally, a recruitment need occurs when an individual either leaves or is promoted to another function. That's when panic can set in, especially if no suitable internal solution is found, a situation that is becoming known as - "under the bus syndrome". Strong relationship building or networking skills are important here. The key to success in talent acquisition is the unique way that you are able to tap into the 'top performers' who are not really looking for another job. They never read the traditional job ads or go to the job boards on the Internet.

Encouraging your own 'star' players to identify other outside top performers is an extremely powerful tool that is being used more and more. Corporations are offering a wide range of rewards in order to get these names and then act on them.

Once the talent has been identified, the next stage is to start building on-going relationships and look for that all elusive 'trigger point' in someone's career that would get them to change jobs. This can be a number of things but it is often a negative experience or an outstanding opportunity. Gathering intelligence from their 'friends' and from previous market research will help in uncovering exactly what excites top players.

Educating line managers that talent acquisition must also be an every day duty is also a success criterion. Most managers, rightly so, look at hiring only when there is a 'box' vacant on a purely transactional basis. Today's top talent has a very short shelf life; therefore you must have a sense of urgency in bringing them aboard, a job opening or no job opening. This tactic is considered very risky by some managers, but at the end of the day not making an offer the day a 'top' performer comes to the job market, you will most certainly loose them. Usually bringing in top management (CEO, CFO, COO, etc.) in the relationship building process helps considerably in influencing the 'star' performer.

Money is of course essential in the talent acquisition quest, but it's not the only element. Many corporations are using traditional job classification and job grading systems in order to remain competitive in the 'cash compensation' side. Being able to mould an opportunity and make it exciting will also attract top performers, the notion of "a la carte" job descriptions is becoming more and more adopted as a way of finding the "hot button", and excite people enough to make the move. Benefits and perks are at the fore here with long-term incentives such as stock options, being widely used. The work/life concept will also have an impact, a lot of corporations talk about this element but not many have fully embraced it. Others look at it from an investment banker perspective and view potential 'top performers' as they would any targeted acquisition, some people are even thinking of attributing P/E ratio values to top talent. Just think for one moment at that analogy, the talent marketplace becomes the equivalent of the NASDAQ or DowJones and the attractiveness of top talent will vary according to their performance relative to peers and the value added they can bring. Perhaps in the future you will see talent 'indexes' being used.

That will prove to be more and more essential in giving corporations a leading edge and competitive advantage over others. If you have it you will be one of the survivors, if not then a 'market correction' may be soon be coming your way.

What is difference between “Recruitment” and “Talent Acquisition”?

One of the most frequently asked questions is “What’s the difference between ‘Recruiting’ and ‘Strategic Talent Acquisition’?”

The easy part of the answer is to define “recruiting”. It is nothing more than filling open positions. It is an entirely tactical event.

The more complex part of the answer is the definition of “Strategic Talent Acquisition”.

Strategic Talent Acquisition takes a long-term view of not only filling positions today, but also using the candidates that come out of a recruiting campaign as a means to fill similar positions in the future.

These future positions may be identifiable today by looking at the succession management plan, or by analyzing the history of attrition for certain positions. This makes it easy to predict that specific openings will occur at a pre-determined period in time.

In the most enlightened cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future.

Taking the long term strategic approach to talent acquisition has a huge impact on how an approach is made to a candidate. If the approach is purely tactical in nature, all we ask of the prospective candidate is “are you qualified and interested?”

However, if the approach is more strategic in nature, the intent of the call is to go much further, and the conversation becomes more relationship building. The candidate has an opportunity to explain his/her future career aspirations, and the recruiter gathers enough information to determine if there is a potential fit in the client organization. If during a strategic recruiting call the candidate declares that they are both qualified and interested, then the tactical nature of the call has been automatically fulfilled. If, however, the candidate lacks sufficient experience, or the timing for a career move is not propitious, then they become candidates for the future, and all the recruiter has to do is keep in touch until either they become available, or a position with the client organization opens up.

Most of the money spent on Strategic Talent Acquisition would have been spent in a tactical recruiting mandate anyway. The only additional cost is in collecting data on high-potential candidates and then keeping in touch with them until hire is made. The additional cost becomes insignificant compared to the value of hiring top competitive talent over time.

Strategic Talent Acquisition allows us access to a pool of competitive talent that would otherwise have been missed or even worse, ignored.

Clearly the business case for acquiring talent strategically is far more compelling than simply paying to fill positions today. What we are doing is adding a small incremental effort, in exchange for a huge potential reward.

Importance of Talent Acquisition

• Understanding workforce demographics (current and future)

• Identifying economic issues impacting organizational sustainability

• Identifying organizational and cultural issues impacting talent acquisition

• Knowledge of industry trends and emerging issues

Linking Organizational Strategy to HR Strategy

• Understanding the organizational strategy

• Translating the organizational strategy into a HR strategy

• Reviewing key components of the HR strategy

• Identifying talent acquisition and retention issues

Designing and Implementing a Talent Acquisition Strategy

• What is an Employer of Choice?

• Demystifying the generational implications on recruitment

• Reviewing the base elements of a talent acquisition strategy

• Utilizing talent acquisition tools and templates

• Identifying considerations when implementing a talent acquisition strategy

• Learning from best practices

• Analyzing performance metrics (business impacts, financial considerations, etc.)

• What is meant by Strategic Talent Acquisition

• How HR strategy, policies, and practices support and facilitate corporate strategy

• Key design elements required in an HR talent acquisition strategy

• Practical application of a talent acquisition strategy

• Knowledge of emerging trends and best practices in attraction and retention of talent

Talent Acquisition – As A Strategy

Direct access to the candidate market

Best Practice Process

Instead

Fired, Laid Off, Unemployed Or About To Lose Your Job
The words that strike fear in all working people --fired, terminated, laid off, let go, restructured, dismissed, downsized, rightsized --translate into only one thing: You're back in the job market and beating the street for new employment opportunities.Don't panic or spend too much time feeling sorry for yourself. Getting right back into the job market when losing your job is hard to deal with. The best thing you can do (even if you received a severance package) is look at the firing as a chance for a better opportunity. Getting fired is no longer considered a negative on your resume. It's part of today's job arena.TIP: For every $10,000 of salary, add a month to the job search to find employment.How do you deal with being fired or downsized in terms of your resume and job-hunting? How do you get you in shape to find an even better job than the one you just lost? Decide on a career path or make a change if necessary. If you loved your last position and the industry you worked in, then move to the next point. However, if you weren't happy, now is the time to think about or implement a career change.What kind of transferable skills did you acquire from your previous employment?For example, if you worked in a customer service capacity, and now want to get into sales, you have valuable sales and people skills -- transferable skills from one position to another. If you're not sure what you want to do, you should do some self-assessment. You can find great career assessment tests on the Web.TIP: Consider a career coach to determine these skills.Tweak that resume:Ideally, you've been keeping your resume current, but if you have not now is the time to take a hard look at it. The first thing you need to decide is whether to include the job from which you were terminated on your resume. In most cases, you should include it -- unless you only worked there a short period of time (less than three months). Show an end date from your previous job. Focus on your accomplishments and achievements.

n employer-of-choice brand identity, deep capabilities in talent acquisition, retention and development, and the process & infrastructure to support them.

Understanding Talent Acquisition

Origin of the “Concept” of Talent Acquisition

What is difference between “Recruitment” and “Talent Acquisition”?

One of the most frequently asked questions is “What’s the difference between ‘Recruiting’ and ‘Strategic Talent Acquisition’?”

The easy part of the answer is to define “recruiting”. It is nothing more than filling open positions. It is an entirely tactical event.

The more complex part of the answer is the definition of “Strategic Talent Acquisition”.

In the most enlightened cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future.

Strategic Talent Acquisition allows us access to a pool of competitive talent that would otherwise have been missed or even worse, ignored.

Importance of Talent Acquisition

• Understanding workforce demographics (current and future)

• Identifying economic issues impacting organizational sustainability

• Identifying organizational and cultural issues impacting talent acquisition

• Knowledge of industry trends and emerging issues

Linking Organizational Strategy to HR Strategy

• Understanding the organizational strategy

• Translating the organizational strategy into a HR strategy

• Reviewing key components of the HR strategy

• Identifying talent acquisition and retention issues

Designing and Implementing a Talent Acquisition Strategy

• What is an Employer of Choice?

• Demystifying the generational implications on recruitment

• Reviewing the base elements of a talent acquisition strategy

• Utilizing talent acquisition tools and templates

• Identifying considerations when implementing a talent acquisition strategy

• Learning from best practices

• Analyzing performance metrics (business impacts, financial considerations, etc.)

• What is meant by Strategic Talent Acquisition

• How HR strategy, policies, and practices support and facilitate corporate strategy

• Key design elements required in an HR talent acquisition strategy

• Practical application of a talent acquisition strategy

• Knowledge of emerging trends and best practices in attraction and retention of talent

Talent Acquisition – As A Strategy

Direct access to the candidate market

Best Practice Process

Instea

Increasing Opportunites for Skilled Migrants
Skilled Independent Migration has become increasingly popular with a number of countries, including the UK, Canada, Australia and New Zealand. Essentially, Skilled Independent Migration allows individuals with strong experience and/or education to migrate to another country with the right to work WITHOUT first needing to find an employer to sponsor a work permit. This gets round the problems faced by people seeing great jobs that they cannot apply for because the employer is unwilling to sponsor their work permit.The purpose of allowing people to enter the country with the right to work already gained is to encourage the entry of people with exactly the skills that the country needs. These visas tend to be more flexible for the individual as they do not tie the person to only one company.United KingdomThe HSMP (Highly Skilled Migrant Programme) is a points based system. Applicants are awarded points for their education, experience and previous earnings and must be awarded a minimum of 65 points to qualify. Applicants who are under 28 will get points for this and find the criteria for other areas easier in terms of lower criteria for points being awarded. MBA students from certain universities around the world are also awarded HSMP purely based on their education. The HSMP Visa allows for an initial one year period, with a further three year extension to be applied for at the end of the first year. This scheme has proved very popular since its creation. You can use an online points calculator to get an idea as to whether you are likely to qualify, such as http://www.skillclear.co.uk/hsmp-highly-skilled-migrant-programme-points-calcultor.aspCanada The Federal Skilled Worker Visa is again a points based system, but rather more complex than the UK version, with additional points being available in a wider range of areas. These can include points for having a relative in Canada, for having a job offer, for French and English language skills and more. This Visa takes a considerable time to be approved presently, but many feel that

s that talent acquisition must also be an every day duty is also a success criterion. Most managers, rightly so, look at hiring only when there is a 'box' vacant on a purely transactional basis. Today's top talent has a very short shelf life; therefore you must have a sense of urgency in bringing them aboard, a job opening or no job opening. This tactic is considered very risky by some managers, but at the end of the day not making an offer the day a 'top' performer comes to the job market, you will most certainly loose them. Usually bringing in top management (CEO, CFO, COO, etc.) in the relationship building process helps considerably in influencing the 'star' performer.

What is difference between “Recruitment” and “Talent Acquisition”?

One of the most frequently asked questions is “What’s the difference between ‘Recruiting’ and ‘Strategic Talent Acquisition’?”

The easy part of the answer is to define “recruiting”. It is nothing more than filling open positions. It is an entirely tactical event.

The more complex part of the answer is the definition of “Strategic Talent Acquisition”.

In the most enlightened cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future.

Strategic Talent Acquisition allows us access to a pool of competitive talent that would otherwise have been missed or even worse, ignored.

Importance of Talent Acquisition

• Understanding workforce demographics (current and future)

• Identifying economic issues impacting organizational sustainability

• Identifying organizational and cultural issues impacting talent acquisition

• Knowledge of industry trends and emerging issues

Linking Organizational Strategy to HR Strategy

• Understanding the organizational strategy

• Translating the organizational strategy into a HR strategy

• Reviewing key components of the HR strategy

• Identifying talent acquisition and retention issues

Designing and Implementing a Talent Acquisition Strategy

• What is an Employer of Choice?

• Demystifying the generational implications on recruitment

• Reviewing the base elements of a talent acquisition strategy

• Utilizing talent acquisition tools and templates

• Identifying considerations when implementing a talent acquisition strategy

• Learning from best practices

• Analyzing performance metrics (business impacts, financial considerations, etc.)

• What is meant by Strategic Talent Acquisition

• How HR strategy, policies, and practices support and facilitate corporate strategy

• Key design elements required in an HR talent acquisition strategy

• Practical application of a talent acquisition strategy

• Knowledge of emerging trends and best practices in attraction and retention of talent

Talent Acquisition – As A Strategy

Direct access to the candidate market

Best Practice Process

Instea

A Closer Look At Employee Leasing And PEO Services
Is It Really an Innovative Management Tool?LET’S LOOK AT THE REAL PROFIT PICTURE!In today’s competitive market, only the smart leader sees profit margins climbing. He/she realizes that one of the largest ex-penditures (which must be constantly addressed) is balanced and cost-effective staffing. The successful leader realizes that leasing provides a competitive edge. Employee Leasing is not a totally new concept. It has been tried and proven by some of today’s leaders and most profitable companies. It can help to stabilize your costs and insulate you from unexpected increases, which can send your profit margins tumbling. Our company can manage those risks for you. PML will be your “silent” partner.SO, HOW DOES IT WORK?We work together! You become a client and PML becomes your Professional Employer Organization (PEO). Together, we co-employ all of your staff. We assume responsibility for payroll, worker’s comp, unemployment insurance, medical bene-fits, payroll taxes, and other employer/employee-related issues. You maintain control of staffing (hiring and firing), day-to-day on-site supervision, and the usual operations of business. However, you now have PML’s input and expertise at your disposal.EMPLOYEE LEASING—A PROVEN MANAGEMENT TOOL(Quotes from: 1. Wall Street Journal, 2. USA Today, and 3. Fortune Magazine)1. “THE employer avoids payroll, insurance and tax hassles. The staffers are happier, too, because they get better benefits.”2. “The PEO concept appeals to the small to medium-sized firms who want to be free from bookkeeping chores and labor problems.”3. “Employees are even more enthusiastic than employers about the arrangement.”This is the bottom line; as your PEO, PML will handle all those complex issues that rob you of valuable decision-making time. This lets you do what you do best… manage your business and make a profit. We will become the employer of record through a contractual legal arrangement called employee leasing. PML takes the responsibility for payroll administration,

ns in the future.

In the most enlightened cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future.

Strategic Talent Acquisition allows us access to a pool of competitive talent that would otherwise have been missed or even worse, ignored.

Importance of Talent Acquisition

• Understanding workforce demographics (current and future)

• Identifying economic issues impacting organizational sustainability

• Identifying organizational and cultural issues impacting talent acquisition

• Knowledge of industry trends and emerging issues

Linking Organizational Strategy to HR Strategy

• Understanding the organizational strategy

• Translating the organizational strategy into a HR strategy

• Reviewing key components of the HR strategy

• Identifying talent acquisition and retention issues

Designing and Implementing a Talent Acquisition Strategy

• What is an Employer of Choice?

• Demystifying the generational implications on recruitment

• Reviewing the base elements of a talent acquisition strategy

• Utilizing talent acquisition tools and templates

• Identifying considerations when implementing a talent acquisition strategy

• Learning from best practices

• Analyzing performance metrics (business impacts, financial considerations, etc.)

• What is meant by Strategic Talent Acquisition

• How HR strategy, policies, and practices support and facilitate corporate strategy

• Key design elements required in an HR talent acquisition strategy

• Practical application of a talent acquisition strategy

• Knowledge of emerging trends and best practices in attraction and retention of talent

Talent Acquisition – As A Strategy

Direct access to the candidate market

Best Practice Process

Instea

Your Communication Type - Take A Brief Quiz To See How Other People See You At Work
Do you want to create better relationships at work, take charge of your career, learn a systematic approach to dealing with others, have more fun and become more successful? Then you need to learn how to be a better communicator.Take this brief quiz* to find out how other people see you at work. Read each comment and choose the answer that most closely describes how you act or feel at work. Please choose only one answer for each question. If more than one answer accurately describes you, go with your first instinct.1. When I start something new at work, I:a) Decide on the quickest way to get it doneb) Brainstorm some ideas of how to do itc) Ask someone else for suggestionsd) Make a list of all the things I need to do2. When I have to tell someone bad news, I:a) Tell them b) Tell them to look at the bright side and I point out the positivesc) I worry how the other person will feel about the bad news so I talk it over with someone else to help me prepared) Carefully explain all the reasons so they can understand the logic behind the news3. When I’m working with a group of people, I:a) Keep things on track so there are no delaysb) Suggest ways to keep people interested and enthusiastic c) Make sure that everyone gets included in the information so no one feels left outd) Make sure that procedures are followed so nothing is missed4. When I show someone else how to do a task, I:a) Show them as quickly as possible so I can get back to my work b) I get them excited about the task so they’ll want to do itc) Chat with them so they’re comfortable and them help them to learn the task at their own speedd) Explain the Standard Operating Procedure, and make sure they understand all the steps to do it correctly5. On Monday morning one of the first things I do is:a) Get to work b) Tell people how I spent my weekendc) Ask how

key components of the HR strategy

• Identifying talent acquisition and retention issues

Designing and Implementing a Talent Acquisition Strategy

• What is an Employer of Choice?

• Demystifying the generational implications on recruitment

• Reviewing the base elements of a talent acquisition strategy

• Utilizing talent acquisition tools and templates

• Identifying considerations when implementing a talent acquisition strategy

• Learning from best practices

• Analyzing performance metrics (business impacts, financial considerations, etc.)

• What is meant by Strategic Talent Acquisition

• How HR strategy, policies, and practices support and facilitate corporate strategy

• Key design elements required in an HR talent acquisition strategy

• Practical application of a talent acquisition strategy

• Knowledge of emerging trends and best practices in attraction and retention of talent

Talent Acquisition – As A Strategy

Direct access to the candidate market

Best Practice Process

Instead, based on all the research we have compiled over the last 18 months, we believe that Talent Acquisition needs to be addressed at the most senior levels within all organizations - big or small, public or private. This means that Talent Acquisition needs to fit 'hand in glove' with your overall organizational strategy. It needs to have the appropriate level of resources behind it; it needs to be monitored and reported on at all board meetings and it needs to involve many people within the organization who attribute to it the importance that the organization requires.

But don't despair, given the correct focus we can help ensure that your organization becomes and employer of choice' in this brave new world.

The realities of today’s demographics have elevated the issue of talent attraction and retention to become a critical leadership concern, receiving significant attention. Given the projected labor market and demographic trends, an organization’s approach to talent acquisition can become a key differentiator and source of competitive advantage. The changing market has revealed that prevailing “one size fits all” HR practices are no longer effective. Organizations must develop specific people strategies for their most critical segments that directly align with and support the business strategy. While individual approaches are customized to the needs of each organization, all approaches are based on key critical success factors. This course focuses on the issues and challenges organizations face in attracting and retaining key talent. While introducing participants to emerging recruitment trends in the industry, this course will also provide participants with a selection of tools and best practices from which to draw as they design their own strategy to win the war for talent.

Bibliography

Interaction with my own friends who are into hiring…from across the globe Inputs from the Research Team of 07/09 Management Consultants.

Other books referred are:

1. The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People (Hardcover) by Lance A. Berger, Dorothy R. Berger
2. Recruiting Excellence: An Insider's Guide to Sourcing Top Talent; by Jeff Grout, Sarah Perrin
3. Ask the Headhunter: Reinventing the Interview to Win the Job; by Nicholas Corcodilos, Nicholas Cordilos
4. Hiring the Best: A Manager's Guide to Effective Interviewing by Martin Yate
5. Hiring the Best Knowledge Workers, by Techies & Nerds
6. The Secrets & Science of Hiring Technical People by Johanna Rothman

HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.iadvice.info/article/23438/iadvice-Talent-Acquisition-in-21st-CenturyA-Big-Challenge-Part-I.html">Talent Acquisition in 21st Century-A Big Challenge (Part I)</a>

BB link (for phorums):
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Once you've made the choice to promote your business with engraved or printed keyrings, you have to start looking at keyring materials.

Sometimes, when going on job interviews, you might end up in a situation where you are in a group interview. A group interview is where you are being interviewed along with several other candidates for the job.

Are you an introvert considering self-employment, but the idea of marketing and networking puts you off? Check out these tips on how loners can run successful businesses by using methods that fit the introverted personality.

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Hub You - Talent Acquisition in 21st Century-A Big Challenge (Part I)

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