scholarly journals Employee Referrals –The Best Leveraged Talent Acquisition Strategy amid Recession

2013 ◽  
Vol 14 (1) ◽  
pp. 01-10 ◽  
Author(s):  
Bhagavan Behera ◽  
Author(s):  
Ms. Esther Zionia. A ◽  
Dr. Sathyapriya. J

In this ultra-modern world, everything has become modernized. Every sector has been updated including the IT sector, Education sector, and Non-IT sectors as well. Moreover, every employee in these sectors gets updated in their domain areas. However, most of the employees have become top-notch techno-geek and those employees choose the employer to work with. It is indispensable to create an attractive talent acquisition strategy to attract the righteous talented employee to get hired in an organization. There are so many talent acquisition methods like topnotch employer branding, intrapreneurship, in-house recruiting, talent pipeline, etc. This conceptual study intends to uncover the talent acquisition strategy such as inhouse recruiting and talent pipeline. Also, attempts to unearth the truth behind acquiring talent resources through in-house recruiting and talent pipeline. Furthermore, steps to set-up in-house recruiting, reasons to adopt in-house recruiting, possible ways to build a talent pipeline in an organization, and benefits of using talent pipeline in a process of talent acquisition.


Author(s):  
Gopa Das

<div><p><em>It is rightly said that “Change is the only CONSTANT thing in the world”, rightly so human beings or rather HUMAN RESOURCES are continuously evolving with respect to time.  Employees of the organization  are termed as Talent’s and every organization  is having a deep urge to acquire the best of the best talents for their organization .With the emergence of new trends and the introduction of new tools, the talent acquisition process is dynamically  evolving. Talent acquisition has emerged as a key business imperative for organization s for its role in sourcing the right talent to ensure long term growth. It is now a long term strategy for organizations and HR functions for their role in driving the overall success and the profitability of the organization.</em></p><p><em>Through profound literature review, this paper presents information regarding the building of an effective talent acquisition strategy in order to face challenging economic conditions. It mentions the analysis of recruitment trends, marketing strategies and web-based recruitments. It highlights the key challenges involved in Talent Acquisition and also suggests means develop new strategies to keep up with the evolving challenge.</em></p></div>


2018 ◽  
Vol 17 (5) ◽  
pp. 226-233 ◽  
Author(s):  
Gavin Walford-Wright ◽  
William Scott-Jackson

Purpose This paper aims to study the opportunities that have been created through technological advancement in the talent acquisition industry and how this links to strategic HR management (SHRM) and business strategy. It focuses on how an organisation can embrace the world’s leading technology and compose a unique technology stack to overcome its challenges in talent acquisition. Design/methodology/approach This paper opted for a blend of qualitative and quantitative data gathered through interviews, online questionnaires and the literature review of relevant secondary data. The justification of the primary research methodology was to gather valid and reliable data to inform decisions and address the research question. Findings The analysis of the data shows a significant improvement in all the key metrics related to the talent acquisition process after the implementation of “Talent Rising” model. The role of a recruiter and the talent acquisition team has radically changed and has now become an internal strategic partner with aligned interest, an advisor to the organisation. There is an increase in the use of new media/technology to attract candidates and with the increase in millennial candidates entering the workforce, social media will be increasingly important in talent branding and attraction; the digital by default generation is already here. Research limitations/implications The “Talent Rising” model has been specifically created and designed to be used by others: organisations, academics and policy makers. It is a “plug and play” tech stack model which can be used like an a la carte menu dependent on the actual requirements (and investment appetite) for each organisation. Practical implications This paper includes implications for the creation of a people analytics and talent technology framework to reduce cost per hire, reduce time to hire and increase quality of hire. Originality/value This paper fulfils an identified need to study how people analytics and technology can drive talent acquisition strategy.


Author(s):  
N.S. Bieliaieva

The article explores the possibilities and problems of the process of harmonization of the HR audit in the field of international practice, taking into account the specifics of the market environment of Ukraine. The views of different authors on the problem of HR auditing were investigated. The idea was justified that the harmonization of accounting and financial reporting of economic entities is closely linked with the globalization of economic processes and the economy as a whole on a global scale, the processes of informatisation and digitalization of society, the same as for HR processes. During considering the concept of “HR audit” it should not be forgetting about the legislative component — HR audit is aimed, inter alia, at identifying violations with the law for timely management of weaknesses in the policy of the enterprise in the field of labor. Categorization of observations by impact of importance (high-risk, medium-risk, low-risk — categorization) was investigated; examples for high-risk observations (on the example of: workforce planning, service contract modalities) and medium-risk (on the example of: recruitment process governance, alignment of strategy and work plans, HR functional capacity in Country Offices, talent acquisition in Cos, recruitment processes in Cos, employee on-boarding, training and separation, national non-staff salary scales and pay adjustments, staffing and structure review exercises, social security transfers to service contracts, automation, information and data management, oversight of HR functions in Cos) are given in consideration with agreed actions of HRM and auditor. The ratings (satisfactory, partially satisfactory or unsatisfactory) of an HR audit that are part of the system of evaluating the adequacy of company’s audit risk management, control and governance processes were investigated. The point that the human resource auditing is something that many companies do annually, just as they audit their financial information (despite of their field of activity) is overlined in the article. The harmonization of the HR audit in the field of international practice is a process of unification of methods and principles of auditing in the form of standards is observed.


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