In recent years, the world of recruiting and candidate sourcing has been redefined. With more candidates in the market, it has become increasingly difficult to find the right candidate for the right position. In addition, the impact of social media on recruiting means needing a well thought out social media strategy and having the tools and resources for acting on that strategy.
Written by industry experts, the Best Practices in Recruiting and Candidate Sourcing white paper provides new insight and in-depth commentary focused on sourcing and landing top talent for your organization.
Topics include:
- The three crucial tactics every recruiter should know to be scalable, effective, and efficient in an ever-changing, connected world.
- How pre-employment assessments incorporated into talent acquisition processes can help your organization realize the financial benefits that go along with enhanced employee effectiveness, efficiency, and work quality.
- The questions to ask as you explore the use of social media in your sourcing of talent and how to ensure you've aligned your social strategy with both short and long term organizational drivers and specific organizational goals.
- How technology can help attract better candidates, streamline the hiring process, incorporate social and mobile technologies to support those processes, and always know how your hiring decisions have impacted your business' bottom-line.
Download our Best Practices in Recruiting and Candidate Sourcing white paper today! It's FREE; all you have to do is register.
Best Practices in Recruiting and Candidate Sourcing
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Daily Q&A
Connecting Rewards to Performance
I am currently trying to revamp our organization's performance management process to a more formal one that is aligned with company strategy and goals. I am basically starting from scratch with job descriptions, new evaluations and performance measures. My question is, how do I get the executives to see the importance of the connection between rewards and performance? Currently, they do not want to commit to traditional merit increases that would be tied to the performance review, but would rather provide a cost-of-living increase and then provide a bonus at the end of the year. The issue is that when they did this last year, people were very disgruntled with the fact that they didn’t get raises and I was frustrated because the reward that was received wasn’t tied to any performance measurement—it was truly discretionary.
——I Hate Discretion, director of human resources, construction, Rockville, Maryland
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