Much like the men who built the greatest dynasties in NFL history, hiring managers and executive recruiters carry the responsibility of finding the best talent to take their company from good to great, or from great to "blue chip." However, organizations often face the challenge of determining whether a player or new-hire whom they deem "eccentric" will prove to be a strong addition, or ultimately become a "teamwrecker."
In the midst of the Society for Human Resource Management's annual conference in Las Vegas, BLR sat down with Kurt Ronn to talk recruiting. Ronn, president and founder of HRworks, an Atlanta-based national recruitment firm, had much to say about how employers can reach more applicants, more diverse pools of potential employees, and how changes in the Office of Federal Contract Compliance Programs' rules will affect employers and the future of recruiting.
A shift is occurring in the economy, and workers--including HR professionals--must have 6 abilities associated with the right side of the brain if they want to prosper, said author Dan Pink during the Society for Human Resource Management's 59th Annual Conference and Exposition in Las Vegas.
The 75 million Baby Boomers who make up 45 percent of the workforce are now starting to retire. In 2007 that rate is expected to hit 3 million people. And the mass exodus of Boomers from the workforce will only increase over the next 10 years. So the question is: Who will replace these retiring workers?
Employers are looking for a new approach to reach their business goals. The ability to attract, optimize, and retain top talent is a vital component to achieving this objective. In her presentation at this year's WorldatWork annual conference, Sandy Asch, author of Excellence at Work--The Six Keys to Inspire Passion in the Workplace, addressed how employers can transform and reward employee performance and offered six things employers can do to become an employer of choice.
It happens all too often. You meet with a great candidate for that job opening, he nails the interview, and you hire him on the spot, thrilled to have found your man (or woman). But the honeymoon ends abruptly. In a matter of days you realize you have hired someone totally unsuited for the job. Hoping to cut your losses, you allow him (or her) to stay on, vowing not to repeat your mistake. But as months and years go by, you slowly come to realize that your team is sprinkled with vaguely disappointing new hires?and they're taking a toll on productivity and morale.
The initial focus for every company that has diversity as a goal should be
based on these two questions: (1) What does
a diverse workforce mean? (2) Why should our company have a diverse workforce?
In the seventh edition of its quarterly Executive Recruiter Index, executive searcher, recruiter, and leadership developer Korn/Ferry International said that a significant number of organizations may be unprepared for a significant change in leadership.
Job descriptions are all too frequently written like IRS instructions. They
are a list of tasks, requirements, boundaries, and guidelines. Yes, they are
"accurate," but they offer little perspective as to what it means to do a good
job and how to be valuable to the company.
The U.S. Department of Education, in partnership with the U.S. Chamber of Commerce, has released a guidebook to help employers hire people with disabilities.
