04 Feb 2019
Reinventing talent acquisition
The roles of a talent team have become even more critical to the success of a company in this digital era, especially with the rise of AI. To continue to grow in this function, talent acquisition professionals all must learn to harness technology to develop domain expertise, deepen candidate relationships, and be trusted advisors for the business.
By using Artificial Intelligence IBM has improved the end-to-end process of their talent lifecycle, from attracting candidates and onboarding new hires, to retaining and growing their talent. Here’s what they did:
- Upskill the HR-function because today recruiting teams are focused on driving business values and outcomes, rather than acting as an administrative function to fill open requisitions.
- From requisition-based sourcing to horizontally sourcing in order to build ready-now talent pipelines: skills are no longer ‘reserved’ for specific business units.
- Introducing agile lite in HR in order to start working in agile talent teams which increases speed and delivers solutions faster.
- Creating a recruiting-first culture to support continuous hiring: this means treating every candidate like a customer and empowering every employee to become a talent ambassador.
- Trust based-hiring to create candidate pooling and optimize talent pipelines instead of fighting over the same talent pool without taking the needs of candidates into consideration.
- Proactively sourcing to increase passive hiring keeping the talent pipeline buzzing.
- Cognitively assisting candidates to engage new prospects instead of just matching based on the skillset
- Personalized offers to enhance the candidate experience empowering the candidate to customize their benefits package.
- Interview with cognitive to help hiring managers and candidates better prepare for interviews to reduce unconscious bias that hiring managers might display when interviewing.
Want to learn more > dig in via this link: https://www.ibm.com/smarter-workforce/9-ways-to-reinvent-recruiting
Retraining as the new recruiting (?)
As more industries become digitized - The World Economic Forum predicts that by 2020 (less than one year!) over five million jobs in manufacturing and customer service will disappear and the need for technical talent only becomes more exacerbated.
In this increasingly competitive market for talent, tech companies are leading a new type of labor innovation: retraining as the new recruiting.
Rather than pouring more money into the recruiting battle, progressive tech companies are now testing new strategies for developing the technical talent they need. According to this article (https://techcrunch.com/2017/06/13/tech-shows-every-industry-how-retraining-is-the-new-recruiting/?guccounter=1),the best recruiting pipeline for solutions engineers was not yet another job board, but the customer support team: enabling employees from the customer support team to retrain as engineers allowed them to fill open technical roles faster and to retain the institutional and product knowledge their best-performing employees had already developed. By creating an internal pathway for filling technical roles, other teams could ease the recruiting bottleneck and scale their teams faster.
Tech companies are also pioneering new training programs to develop emerging skills. Instead of just going out into the recruiting market and trying so desperately to hire the ideal candidate, who in many cases does not even exist, they committed to educating and upskilling workers and managed to differentiate themselves in the recruiting process. In the meanwhile progressive companies are beginning to use retraining as a dynamic tool for developing a modern workforce.
Upskilling as the New Talent Pipeline
At its core, upskilling is just a new perspective on training.
Internally, companies can provide employees with access to programs that help them acquire skills that are lacking in their teams. This allows businesses to close skill gaps with trusted workers who show the proper amount of potential.
Externally, companies can partner with local schools to promote the development of in-demand schools or connect skilled students with opportunities at leading companies. The intention is to mold the next generation of workers to meet the needs of today’s business world while helping them land jobs with area organizations.
Now, upskilling is not the same as reskilling: Reskilling enables individuals to gain new knowledge or skills to perform new jobs or enter new professions.
By creating an internal training approach, companies can also create a culture of long-term development. This can help with retention goals as many employees appreciate the business offering the opportunity. Further, it can assist with recruitment efforts as many job seekers will be attracted to an environment that promotes professional development.
External efforts can also give organization’s access to top talent. Students who haven’t officially joined the labor force often bring up-to-date skill sets and are eager to find their first job in their new field. Experienced professionals may also appreciate the opportunity, especially if they are looking to expand their horizons in their current specialty or explore a new one.
It is key that upskilling is viewed as an investment.
While there is a financial cost associated with the approach, the goal is to reap the dividends of a workforce that possess the competencies you need to further your objectives.
Read the entire article via this link: https://www.career-options.com/2018/05/23/upskilling-and-the-new-talent-pipeline/
The reskilling (r)evolution
Smart upskilling does not merely focus on the role-specific expertise of individuals but instead, it gives equal weight to soft skills such as language and communication skills.
When employees have the soft skills needed to communicate well with each other, they may be deployed into many different positions internationally.
But translating reskilling into viable and desirable jobs will also require new thinking around workforce planning.
As redeploying workers across jobs could become the norm, there will also be a need for agile social protection and insurance mechanisms that avoid destabilising income while prioritising rapid workforce re-integration. Thinking beyond current roles will also be essential. This is best viewed within the context of lifelong learning, where smart upskilling is a continuous process.
In the long run, boosting individuals’ mobility and employability will be key to the success of the organisation.
If you want to learn more, be sure to read this report ‘insight report towards a reskilling revolution, a future of jobs for all, January 2018’, World Economic Forum In collaboration with The Boston Consulting Group. Find out more: https://www.weforum.org/reports/towards-a-reskilling-revolution
Upskilling as the new normal - what can you do as a professional
Of course, it’s not just up to organizations to make sure their workforce adopts a mindset of lifelong learning and constant reskilling. It’s just as much the responsibility of professionals themselves. Here are 7 key ways to take charge of your own development to stay employable:
- Ask for stretch opportunities at work
- Stay ‘plugged in’ by following industry leaders and progressive thinkers on SoMe a
- Join an industry or professional association
- Find relevant courses outside of the workplace
- Learn at work by peer-to-peer learning for instance
- Career mapping to help you develop a plan for your career
- Employer supported external study
Read the full article here: https://www.hays.net.nz/upskilling/upskilling-always-is-the-new-normal-1951627
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