A recent study conducted by ResumeBuilder.com sheds light on the prevalent issue of dishonesty in the hiring process. The survey, which gathered responses from over a thousand hiring managers, revealed that 36% of these professionals acknowledge engaging in deceptive practices when recruiting candidates.
About half of workers are not fully engaged in their jobs, according to a study conducted by Gallup. This means they are only doing the minimum required to get by – not good for employers. This drop in employee engagement has happened two years in a row. But why?
iHire has published a new research report uncovering job seekers’ preferences when searching for work. The What Candidates Want: 2023 Job Seeker Report details the results of iHire’s survey of a Qualtrics panel comprising 600 working professionals in all industries across the United States.
Applicant Tracking Systems (ATS) have become increasingly popular among recruiters as a means of streamlining the hiring process. An ATS is a software application that enables employers to manage their recruitment activities, including posting job openings, screening resumes, and communicating with candidates.
In a world where the labor participation shortage is not going away, employers are looking for real ways to drive productivity, performance, retention of talent, and new strategies for attracting incoming generations. Just paying employees more is not driving major improvements and may not be financially sustainable over time. What else can be done?
Have you seen the commercial of the car that uses Artificial Intelligence (AI) that keeps running over a 3-4-foot crash dummy sitting in the middle of the street? That AI system is in production and on cars right now and it shows how far AI needs to go to drive your car safely.
Artificial Intelligence or AI is becoming more common in a variety of HR practices, especially on the recruitment side of HR. At the same time, it is being bandied about by a variety of government organizations as being a hinderance to applicants and employees.
Have you ever looked at a job posting online and wondered why there is a never-ending laundry list of job duties, required experience, and a plethora of other skill requirements attached to the position? Well, the answer is the job posting is serving to screen out candidates rather than screening them in because the job posting is only looking for experience rather than ability.
Many companies think talent acquisition is something new – a term that corporate America devised in order to replace recruiting with something more sophisticated sounding. But, in fact, it is not new at all. When properly put into practice, talent acquisition and recruiting are completely different.
Finding talent is a lot like fishing. You may look around at people fishing near you and wonder why they are being successful, and you are not. Well, the reason is simple. You need to be in the right place at the right time, and you need to be using the right bait.
An organization’s onboarding process is one of the most significant factors in determining not only the effectiveness of new employees in their role, but also their overall engagement and satisfaction with the company.
With three out of four hiring managers saying they have made a bad hire, coupled with 40% of the workforce seeking new opportunities, the current scenario of finding replacements for your company’s attrition is the perfect set-up for a tidal wave of potential bad hires.
When a company assesses new talent, they look at hard skills, soft skills, work experience, reasons for making particular career moves, cultural fit, and a plethora of other criteria before making a hiring decision.
Not long ago, job titles were relatively generic. If you sold something, you were a sales representative or an account representative. If you answered phones, you were a receptionist. Everyone knew what the title implied regarding job duties and the type of experience required to perform the position at a high level. However, in today’s business community things are changing – especially how it applies to title use in the talent acquisition process.
After a hiatus due to the COVID pandemic, internship programs are back and present an opportunity to select and develop future talent. According to ASE’s 2022 Salaries for Co-Op Students and Recent College Graduates Survey, 88% of the 105 respondents maintain a formal internship program.
We have all heard of The Great Resignation and now The Great Regret, but have you given thought to what those movements are really saying about our workforce? Workers' values and expectations of their employers have changed. Period. Whether they are still planning on leaving your organization or may boomerang back, workers are ultimately prioritizing what is important to them rather than accepting inflexible cultures.
Employers of all types are facing unprecedented employee retention challenges. With the recently released Employee Turnover Survey, we now have some concrete data to show just how significant these challenges were in 2021.
2.5 million people retired during the pandemic and experts estimate that of those,1.5 million would not have retired had it not been for the pandemic. Were you ready for these resignations? To compete in today’s marketplace, you need to build your leadership bench, invest in attracting top talent, and develop a culture of succession.
New sources of talent and changes in skills required to get work done are needed to address ongoing labor market challenges, according to an increasing number of employers in WTW’s recently released Reimagining Work and Rewards Survey.
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