As the landscape of recruiting changes, different methods are needed to reach talent, and social media is a key channel. However, many HR and recruiting professionals are not equipped with the expertise to create a social media recruiting strategy.
In a series of easy to follow chapters and manageable steps, Social Media Recruitment covers the essentials from the beginning to the end of the process, including: how to implement a social media strategy; the crossover between HR, recruiting and marketing; measuring ROI; HR policies and procedures needed; big data and HR; using technology in recruiting, such as video interviewing; social media as an internal collaboration and communication tool across companies; how social media will impact recruiting and HR in the future.
In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today’s rapidly evolving workplace. The world of work has changed dramatically, says Lawler. Organizations now operate in a global environment. New technologies continue to disrupt how, when, and where work is done and should be managed.
The workforce is becoming more diverse. Sustainability has joined profitability as a key business goal. All of this has dramatically accelerated the pace of change, making recruiting the best talent—not simply filling positions—an overriding concern.
But too many organizations still use a job-based, bureaucratic talent management approach that doesn’t take into account how the world has changed. Indeed, a recent study showed that from 1995 to 2016, there was no significant change in the way HR spends its time.
The 5 Languages of Appreciation in the Workplace, explains in detail the key reasons why persons in the workforce may feel under-valued and consider getting another job. Wanting an increase in income was not the number one reason for many staff members dissatisfaction but there are other factors which may have been overlooked by managers or supervisors.
It clearly highlights the different ways companies and managers reward their staff without being able translates the feeling of appreciation to their staff.The book lists the benefits to be derived by the companies when they clearly understand and implement these tools. Some of the benefits are lower staff turnover, fewer funds required for advertising new vacancies and time required for new staff to learn their functions to become an effective team member.
Faced with new responsibilities, and in need of quick, dependable guidance, novice managers can’t afford to learn by trial and error. The First-Time Manager is the answer, dispensing the bottom-line wisdom they need to succeed. A true management classic, the book covers essential topics such as hiring and firing, leadership, motivation, managing time, dealing with superiors, and much more.
Written in an inviting and accessible style, the revised sixth edition includes new material on increasing employee engagement, encouraging innovation and initiative, helping team members optimize their talents, improving outcomes, and distinguishing oneself as a leader. Packed with immediately usable insight on everything from building a team environment to conducting performance appraisals, The First-Time Manager remains the ultimate guide for anyone starting his or her career in management.
A practical guide to answering critical business questions, Sprint is a book for teams of any size, from small startups to Fortune 100s, from teachers to nonprofits. It’s for anyone with a big opportunity, problem, or idea who needs to get answers today. Designer Jake Knapp created the five-day process at Google, where sprints were used on everything from Google Search to Google X. He joined Braden Kowitz and John Zeratsky at Google Ventures, and together they have completed more than a hundred sprints with companies in mobile, e-commerce, healthcare, finance, and more.
In The 2020 Workplace, human resources experts Jeanne C. Meister and Karie Willyerd offer a practical game plan companies can use to attract and keep these employees, and, in doing so, transform their organizations; achieve compelling business results, such as increased innovation and improved customer service; and compete more effectively in the global marketplace. Based on key findings from two surveys of global professionals, as well as case studies from organizations such as Deloitte, Cisco, Bell Canada, JetBlue, Nokia, and NASA, this book shows how the social technologies that are used outside the company in marketing to connect with customers can be adapted for use inside the company to connect with employees. Meister and Willyerd bolster their thought-provoking research with real-world examples of these practices in action, including a YouTube new-hire orientation contest, the use of Twitter for sourcing job candidates, and a video game for new hires. With 20 predictions for the 2020 workplace and a glossary for those who have never texted, posted to Facebook, or Tweeted, this book is a must-listen guide to what companies should do – and are already doing – to create tomorrow’s workplace of choice
Discover skills to resolve touchy, controversial, and complex issues at work and at home, now available in this follow-up to the internationally popular Crucial Conversations.
Behind the problems that routinely plague organizations and families, you’ll find individuals who are either unwilling or unable to deal with failed promises. Others have broken rules, missed deadlines, failed to live up to commitments, or just plain behaved badly, and nobody steps up to the issue. Or they do, but do a lousy job and create a whole new set of problems. Accountability suffers and new problems spring up.
Crucial Confrontations teaches skills drawn from 10,000 hours of real-life observations to increase confidence in facing issues like:
An employee speaks to you in an insulting tone that crosses the line between sarcasm and insubordination. Now what?
Your boss just committed you to a deadline you know you can’t meet, and not-so-subtly hinted he doesn’t want to hear complaints about it.
Your son walks through the door sporting colorful new body art that raises your blood pressure by 40 points. Speak now, pay later.
An accountant wonders how to step up to a client who is violating the law. Can you spell unemployment?
Family members fret over how to tell granddad that he should no longer drive his car. This is going to get ugly.
A nurse worries about what to say to an abusive physician. She quickly remembers “how things work around here” and decides not to say anything.
In today’s VUCA world (volatile, uncertain, complex and ambiguous), employers have to put in place adaptable strategies to not only attract the right caliber of new talent, but more importantly, to retain the organization’s most precious assets, its people. As a result, becoming an “employer of choice” has become the latest buzz in the HR world with more and more global organizations establishing a full-fledged Employee Value Proposition functions to promote and enhance employer branding externally and employee satisfaction internally.
Unlike many books which preach theories but lack directions on how to take action, Tim Baker shares a wealth of knowledge and tips on attracting and retaining talent. This is one of a number of books published by Palgrave Pocket Consultants offering organizations guidance on how best to deal with different business issues. ‘Attracting and Retaining Talent’ provides a ‘roadmap’ on how to get rid of the traditional thinking of “a salary increase will fix everything” and replaces it with “addressing the needs of the modern employee”. The book delves deeper into how to make your employee feel valued, happy and engaged so that they go above and beyond the call of duty resulting in increased productivity and consequently a higher performing organization. Happy employee leads to happy employer!
While other departments in an organization deal with profits, sales growth, and strategic planning, Human Resources (HR) is responsible for employee well-being, engagement, and staff motivation. Even though it may not be immediately obvious, the management of these duties often requires a great deal of measurement and technical skill. Predictive HR Analytics provides a clear and accessible framework to understanding and learning to work with HR analytics at an advanced level, using examples of particular predictive models, such as diversity analysis, predicting turnover, evaluating interventions, and predicting performance.
When dealing with metrics, management information, and analytics, HR practitioners rarely use any advanced statistical techniques or go beyond describing the characteristics of the workforce. Authors Martin Edwards and Kirsten Edwards explain the business applications of HR predictive models; the ethics and limitations of HR analytics; how to carry out an analysis; predict turnover, performance, recruiting, and selection outcomes; and monitor the impact of interventions.