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Hiring Reimagined

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Hiring Reimagined

ALL OF THAT IS POSSIBLE. BUT IT’S ONLY POSSIBLE ASSUMING YOU HAVE:

An organic, unified platform designed and built from the ground up to deliver just those outcomes

Proven best practices in place for the entire process

This e-book explains why all of that’s true and

offers specific steps you can take to start

moving down that path.

Remember when recruiting and hiring lived in one HR box and talent assessment and performance management lived in another? Maybe that’s still your day-to-day reality.

Maybe that’s why it still takes too long to hire and

onboard people. Or why you’re not getting the

information you need to make better hires in the

first place.

Maybe it explains why you feel you lack insight

into the performance of your hires once they’re

actually on the job, and as a result, don’t have

a clear picture of whether their performance

aligns with the company’s strategic goals. Maybe

having HR and talent assessment operating on

two separate tracks explains why you’re facing

any of those limitations while also struggling to

reduce risk and meet myriad and increasing

compliance challenges.

It doesn’t have to be that way.

Imagine tying it all together. Imagine identifying

the top performers in your organization and

applying that insight to your recruiting process

within the same talent management platform.

The results would be easier, more effective

recruiting, smoother onboarding, and a faster

path to greater performance.

617.938.3801 | www.clearcompany.com

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2

Hiring Reimagined — 2

The Good, the Bad, and the Ugly News

Why is measuring, predicting, and hiring for talent success so

difficult — when getting it wrong is so measurably expensive

and demoralizing?

The answers can be as complex and complicated as you’d like to make them. Explanations lie along

the entire spectrum of the talent management life cycle, from a candidate’s first interaction with your

career portal to the final performance assessment of a disenchanted A Player.

1 O’Boyle, Ernest Jr. and Herman Agunis, “The Best and the Rest: Revisiting the Norm of Normality of Individual Performance,” Personnel Psychology, 2012.

2 Willyerd, Karie, “What High Performers Want at Work,” Harvard Business Review, Nov. 18, 2014. https://hbr.org/2014/11/what-high-performers-want-at-work

400% 1in 5 50%THE GOOD NEWS: THE BAD NEWS: THE UGLY NEWS:

MORE PRODUCTIVE WILL LEAVE IN 6 MONTHS FAILURE RATE

617.938.3801 | www.clearcompany.com

High-performing

employees — your

team’s A Players —

have the competencies

and experience to

be 400 percent more

productive than your

average players.1

1 in 5 high performers are

likely to leave in the next

six months (versus 1 in 4

employees overall who are

likely to leave in the near

term), and less than half of

all A Players are satisfied

with their jobs.2

Hiring managers have

only a 50 percent success

rate when it comes to

hiring and retaining top

talent, according to a

range of studies.

Hiring Reimagined — 3

617.938.3801 | www.clearcompany.com

Volumes of academic research have been

conducted and tomes of professional articles

and opinions have been written to try to explain the

reasons organizations so routinely fail to identify:

What makes their current top performers click

A method for hiring and retaining more of them

THE ANSWER REALLY CAN BE QUITE SIMPLE:

Until now, the technology that could support

proven best practices in HR was not available.

Best practices — supported by the software to

implement them — pave the pathway to the

enhanced development of talent success by linking

talent assessment and performance management

to recruiting, hiring, and onboarding.

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Hiring Reimagined — 4

Failing to Integrate, HR Has Failed to Connect the Dots of Talent Success

When HR technology is siloed — either by being totally separated

or poorly integrated — it’s impossible to connect the dots that

allow you to learn what motivates your A Players and then

systematically apply that insight to recruiting and hiring processes.

It’s not a problem based

on company size. It can

affect companies with less

than 2,000 employees just

as it can organizations with

10,000 or more workers

worldwide. And the effect

can be dramatic.

RECENT RESEARCH BY ERNST & YOUNG FOUND THAT:

• Companies with highly integrated talent

management programs average 6 percent

higher return on equity than companies

reporting low integration

• Companies with strong alignment between

their talent management programs and their

business strategy average 3 percent higher

return on equity than companies that report

a lack of alignment.3

617.938.3801 | www.clearcompany.com

3 Ernst & Young, “Talent Management Study: Market Insights and Trends 2015.” http://www.ey.com/Publication/vwLUAssets/ey-talent-management-study-market-insights-and-trends-2015/$FILE/ey-talent-management-study-market-insights-and-trends-2015.pdf

Hiring Reimagined — 5

26%

92%

40%

144%

87%

156%

HIGHERMEDIAN REVENUE

PER EMPLOYEE

GREATERABILITY TO “RESPOND TO CHANGING ECONOMIC

CONDITIONS”

LOWERTURNOVER AMONGHIGH PERFORMERS

GREATERABILITY TO

“PLAN FOR FUTURE WORKFORCE NEEDS”

GREATERABILITY TO

“HIRE THE BEST PEOPLE”

GREATERABILITY TO

“DEVELOP THE BEST LEADERS”

Research by Bersin by Deloitte found that companies that have successfully implemented strategy-driven talent management practices saw these results, compared with companies lacking a

strategy-driven practice.

617.938.3801 | www.clearcompany.com

Hiring Reimagined — 6

BUILD A PROCESS

LEARN AND IMPROVE IT

MEASURE THE OUTCOME

617.938.3801 | www.clearcompany.com

In every case when parts of the

talent management continuum are

not integrated, different pieces are

speaking different languages. Usually

it’s because they’re being provided by

different vendors.

Often it’s because, even in a supposedly

integrated system, some of the various pieces are

in reality provided by a third party or other outside

technology company.

Either way, the result is that you’re unable

to use your talent management pieces to

measure outcomes, learn, and improve upon

that knowledge, and build a process to take

advantage of what you’ve learned — and do that

at each step of the talent management life cycle.

Whether it’s in your applicant tracking system (ATS)

or your onboarding software, in your performance

management solution or your talent assessment

system, you’re operating at a handicap if your

technology is not integrated at the very core level.

Hiring Reimagined — 7

617.938.3801 | www.clearcompany.com

The Power of an Organic, Unified Platform

An organic platform that’s designed and built

from the ground up to deliver unified talent

management is the only answer to a fragmented

or poorly integrated system for the various pieces

of the talent management life cycle.

A unified platform delivers the only

way to have a talent management

process that’s fully automated, keenly

intuitive, and completely paperless, at

every step.

To put a finer point on it, a platform that’s SaaS-

based (delivered as Software-as-a-Service) and

has been created solely for the purpose of unified

talent management will transform the way you

recruit, retain, engage, and manage not only your

A Players, but everyone in the organization.

A UNIFIED SOLUTION HAS THE POTENTIAL TO

TRANSFORM THE WAY YOU:

Source

Screen

Hire

Onboard

Align

Retain

Review

Engage

Hiring Reimagined — 8

The result over time is seamless talent

management — hiring and retaining more

A Players by being able to identify the

characteristics and drivers of your top

performers, and applying that knowledge

to improve each step of the talent

management journey.

You gain transparency and

collaboration that allow recruiters,

hiring managers, onboarding

coordinators, and performance

administrators to benefit from

shared data.

A truly integrated solution also has the

advantage of letting you build your talent

management platform one step at a time and

scale up as your needs grow.

CLEARCOMPANY, FOR EXAMPLE, OFFERS AN ENTIRE INTEGRATED SUITE OR STAND-ALONE MODULES FOR:

Applicant Tracking

Paperless Onboarding

Performance Management

Goal Alignment

Also, with a truly unified platform, you can start

transforming your entire talent management

practice from any solution within the platform

— and have the confidence of knowing that

every separate solution used will work seamlessly,

efficiently, and effectively with the others. There

is no third-party software plugged in under the

hood while the vendor is selling the entire car as

being built from parts only on its assembly line.

And there won’t be any need to shop for plug-ins,

marketplace apps, or ancillary software later.

617.938.3801 | www.clearcompany.com

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Hiring Reimagined — 9

The Power of Best Practices

One other compelling argument for a unified talent management

system is that it enables HR to uniformly, consistently, and

seamlessly apply best practices throughout the talent life cycle —

and at any stage of total talent management maturity.

HERE’S WHAT THAT MEANS FOR YOU

A unified talent management system that’s driven by best practices sets up any HR leader to be

forward-thinking and proactive. It doesn’t matter if you’re just starting to automate the most obvious

parts of your talent management practice — your ATS and onboarding programs, for example — or you’re

an advanced practitioner who’s ready to apply strategic goal alignment and performance assessment to

recruiting standards.

For example, ClearCompany approaches the transformation of talent

management in three stages: automate, improve, and optimize.

Because its technology is designed and built as a unified system from the inside out, ClearCompany built in

tools and processes to help HR implement talent management best practices. The result is that any user is

able to implement best practices. They can leverage them as they gradually heighten the maturity of their

talent management practice, and for any product in the platform.

617.938.3801 | www.clearcompany.com

That advantage is multiplied when the company that designed and

built the talent management software also has a full understanding

of and proven history applying talent management best practices.

Hiring Reimagined — 10

All of which raises the question: What are talent management best

practices? Entire books have been written on this topic.

617.938.3801 | www.clearcompany.com

SOURCING ONBOARDING

APPLICANT TRACKING

HERE ARE A FEW EXAMPLES OF BEST PRACTICES AT VARIOUS STAGES OF THE TALENT MANAGEMENT CYCLE

Running overly generic or basic searches is

the second-greatest mistake in sourcing and

recruiting (over-analyzing resumes is No. 1), says

Glen Cathey, a nationally recognized expert in

recruiting trends and publisher of the sourcing

and recruiting blog Boolean Black Belt. A best

practice for conducting more-effective sourcing

and recruiting is to use semantic suggestions and

Boolean searches to get better results faster.

According to Aberdeen Research, 90 percent

of employees make their decision to stay with a

company within the first six months. Automated

onboarding, the report said, can improve

retention, shorten time to productivity, and boost

the company brand. It’s a best practice that

includes automatic deadlines and reminders for

new hires and the HR team, easy collaboration

for review and approval, and tracking of internal

tasks and forms under one roof.

HR industry authority Dr. John Sullivan said in 2013

that predictive analytics were going to be the next

big thing in talent management. He specifically

cited this best practice to “alert or warn decision-

makers about upcoming problems and opportunities

in ... recruiting and retention.” Predictive analytics

can enhance your ATS by using data from your top

performers to evaluate candidates and leverage

correlative data to determine the best questions to

ask during interviews.

Hiring Reimagined — 11

PERFORMANCE

GOAL ALIGNMENT

Tom Keebler of Willis Towers Watson said a few

years ago that the need for “robust talent and

performance management programs and

enabling technologies has never been greater.”

When combined with enabling software, best

practices in performance management include

continuously tracking performance with consistent,

goal-related updates and automatically pulling

continuous updates on goal progress into reviews.

One of the four “fatal flaws” of strategic planning

is failing to link strategic planning to strategic

execution, according to The Harvard Business

Review. Making that vital connection is a best

practice that’s more easily done with technology

that offers accessible, robust reporting tools that

help you visualize everything from misaligned goals

and projects to overall resource allocation, all with

real-time goal updates.

617.938.3801 | www.clearcompany.com

Hiring Reimagined — 12

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617.938.3801 | www.clearcompany.com

Five Steps to Take Now to Move Toward Better Total Talent Management

Start with Your ATS

Consider What Pieces Can Be Readily Automated and Simplified

Go Paperless (a Little Bit, at Least)

Take a Mini-course on How to Build a Goal-focused Organization

Start Creating Greater Transparency and Clarity Around Performance Goals

Regardless of the size of your company or the maturity level of your talent management

system, you can probably benefit from a thorough review of the technology you’re using

to source and recruit. A good checklist, like this one developed by ClearCompany, is an

invaluable go-to buyer’s guide for all of the ATS essentials.

No matter what type of system you have, what software you’re using, or which piece of

your total talent management journey you’d like to improve first, it’s a good idea to first

review the whole practice with an eye toward how it can be automated and simplified.

Remember how you eat an elephant: one small bite at a time.

Onboarding may be the best place to start going paperless. After all, it’s where your new

hires first interact with the organization as an employee. But the idea of digital onboarding

can be a bit daunting. Start with a quick, clear tutorial on what it means to take your

onboarding process paperless.

Implementing a system that aligns goals across any organization seems unachievable

at worst, and complicated at best. But it’s neither pie in the sky nor impossible. Read a

four-part blog series on aligning, setting, and monitoring goals, and some of the most

common reasons goals fail.

Employees are more engaged and performance is higher when people clearly understand

the goals they’re working toward and how they contribute to the company’s bigger picture.

To increase company-wide or organizational transparency, start with a road map for how to

get your company back on track.

Hiring Reimagined — 13

ABOUT CLEARCOMPANY

It sounds so simple: Have more A Players, win more games. The magic — and the science — lies

in how to get there. For more than a decade, ClearCompany has helped companies identify,

hire, and retain thousands of A Players from among millions of applicants. In short, we help our

clients reach the next level of total talent management. How? With one organic, unified platform

designed and built from the ground up for better hiring experiences, seamless onboarding,

company-wide goal alignment, and performance management, all driven by best practices.

617.938.3801 | www.clearcompany.com