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How Do You Track Quality of Hire?

Benchmarking Study to Assess
Quality of Hire Measurements
Used Worldwide

Hiring quality people is critical for a competitive advantage. U.S. employers alone spend more than $124 billion each year on recruiting according to Bersin. But our preliminary research shows at least 40% of companies don’t track quality of hire, leaving us to wonder how DO they know how best to spend their recruiting funds?

The HRO Today Institute and Hudson RPO have teamed up to conduct a global benchmarking survey of quality of hire measurement practices with a particular focus on what measures are being used for what job types, who’s doing the measuring, how the results are being used and – most important – the impacts of those efforts. We invite you to participate in the survey to receive the final report: quality-of-hire-2013.questionpro.com

Survey closes mid February 2013.

Learn how Hudson RPO can help you track quality of hire at your company.  Contact us today.

 
 
 

Sourcing Top Supply Chain Talent in 2013

Supply Chain Talent
It’s important to generate interest
and build a pipeline of talented
supply chain individuals prior
 to your company’s hiring needs

It is good to know that the state of the U.S. economy is slowly recovering, but what exactly is the condition of unemployment in the supply chain management industry? Well, believe it or not – it is low. The concern within the industry is not little opportunity in the job market, but being able to find the best, top-tier talent out there to fill the positions and roles needed. The exceedingly high majority of those individuals are already locked-in, employed and excelling in their careers. So when a position becomes available within a given company, it can be a struggle to land the right person, as most often, they are not looking for that “next opportunity.”

So then the question becomes –what can a company do to find the most talented people in this increasingly competitive market?

It is easy to identify bullets on a job description, but Hiring and HR Managers need to take further steps to ensure they are placing the exceptionally best individual into their organization. Nowadays, employers are increasingly looking for those with a diverse, but strong skill set. According to many supply chain professionals, some of the qualities desired include:

  • A robust analytically-minded individual, having the ability to break things down, analyze trends, and numbers. Being keen in multiple programs, systems and proficient in Excel are skills, moving forward, that should not be an added-value, but a necessity.
  • Being adaptable. Able to handle change and react quickly to things in an ever changing and fast society.
  • Leadership. Those that are confident in themselves, their abilities, as well as their teams.
  • Working well in a team. Being able to constructively work well with others, where especially in supply chain and operations, the diversity of those on a team can vary.
  • Communication. The aptitude to effectively articulate ideas, plans and solutions are a key to success.
  • Project management. To independently direct and manage a given project.
  • Solutions-based thinking. A ‘take action’ problem-solver, and also a creative mindset to process improvements.

In addition, instead of being reactive to your supply chain talent acquisition, be proactive. As companies face such instances as retirement and promotion, developing a plan of action and building a talent pipeline for when these situations occur is highly crucial. Understanding skills needed, but also the demand of business in their market.

An article written by Rob Handfield states that “We need to be thinking about not only ‘what new positions we need to recruit for,’ but also ‘what positions will we need to be recruiting for given our current growth trajectory, and different levels of attribution that are bound to occur.” Also essential, is being able to move a candidate quickly throughout the interview process. The market is highly competitive, so move efficiently and do not draw the interview process out.

Generating the interest of talented supply chain, operations, procurement, logistics and distribution individuals begin with developing strong relationships. Look within your organization first using referrals. Your own workforce can be a talent pool in its own right. Utilizing social media, postings, name generation, targeted marketing/email campaigns, holding events and cultivating relationships with local organizations, schools and universities are all effective methods of sourcing talent. Finding out what institutions offer strong programs and are conducting research in the areas that the company is looking can lead to an untapped mine of ‘up-and-coming’ talent.

Lastly, it is imperative to keep a companies’ current employee base fully engaged, challenged and appreciated. Continue to strive in the training and development of the already highly competent, sought-after talent within the organization. When it’s all said and done, no one knows what will be most effective to a company’s supply chain, then those that keep it functioning at its best.

Learn how Hudson RPO can help you source the top supply chain talent.  Contact us today.

 
 
 

Using Assessment Centers for Talent Pipelining

Building a strong, “ready” talent
pipeline will help save time,
increase performance
and development of high potentials

We’ve been building talent pipelines for clients since we started our RPO business 14 years ago and a lot of what now passes for pipelining is little more than name generation. This article is about the other end of the spectrum – creating a “ready” pool of candidates, and by “ready” I mean they actually want the job and have been assessed as having the ability to do it.

Probably the best example I’ve seen of this was with one of our leading healthcare clients. Our client wanted a pipeline of great sales and leadership talent and they identified key talent as individuals with both leadership capability and mobility. They knew they could invest in these people and that they would get the return because they can move them wherever the business need is at any particular time.

Through a comprehensive MBA campus and non-campus based sourcing campaign we started off with a large pool of “names.” After resume and phone screening we identified the top 10% who then met with hiring managers. Another 30% were dropped off as a result of those interviews and the remaining candidates were invited to an assessment center where they participated in a range of exercises and activities including: business case analysis, presentation exercise, interview, group exercise and a social event where they could be observed in a less formal setting.

45% of the candidates were offered roles immediately, 30% pipelined for the future and 25% were considered not suitable. As vacancies arose, the 30% of pipelined candidates were offered and accepted roles. Rather than commencing a recruitment process when these new vacancies arose, and waiting 3 months before a candidate could start, time-to-start on these positions was around 2-3 weeks. The level of pre-qualification, on both the employer and employee side, meant there was very little work to be done once an opportunity arose.

Most critically, based on their initial performance reviews, this new group of key talent was already outperforming their peers.

So when does pipelining through assessment centers make sense?

  • Significant volume of roles in the same category
  • Quality is a priority
  • Need to reduce time-to-fill on critical hires

How you can innovate from here:

  • Use last year’s hires as assessors for the next intake; saving manager’s time and providing a developmental opportunity to your high potentials
  • Put some of your travel budget into smart video assessments which increase the reach of the program and ultimately lower costs

Learn how Hudson RPO can help with your talent pipeline.  Contact us today.

 
 
 

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Hudson is a global talent solutions company. We help transform the workplace and unleash the full potential of organizations and individuals. Our expert team and proprietary tools provide you with unique insights and services that help you maximize your success. Across 20 countries, we deliver a range of recruitment, talent management and recruitment process outsourcing solutions to get you and your business where you want to be.