Executives say they feel constant pressure to evolve their organizations. Chief human resources officers (CHROs) have one of the most crucial roles in this ongoing thrust toward rapid transformation: they must find, develop and keep the right talent to overcome organizational inertia and keep the company moving forward. The IBM Institute for Business Value interviewed […]
Global organizations by necessity have large career sites. What they shouldn’t have is an unnavigable maze that frustrates job seekers.
“We’re going to need 400 hires of varying skills and experience to be trained and ready to deploy in six months to run our new plant location in southern California—and by the way, we have never operated in this market, so company recognition may be a challenge.”
High bounce rates on career sites and applicant tracking systems is a well-known problem. Numerous studies have shown that the majority of job seekers who begin an application online don’t complete it.
Many factors contribute to the strength of your employment brand, ranging from overall market brand awareness to the candidate experience during the application process.
In our previous blog about passive candidates, we discussed how you can attract applicants who are primarily motivated by personal factors such as salary, cutting a career path and working for a “dream company.”
In the first blog of this series, we discussed that most employees — even the ones who appear satisfied in their current jobs — are open to the idea of changing jobs if the right opportunity comes along.
In the “Reaching Passive Candidates” blog series, we’re examining how talent acquisition professionals can use candidate motivators and elements of employment branding as a method of triggering a passive candidate’s interest in a job.