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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