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Dear Workforce How Do We Develop an Employment Brand?

September 7, 2011
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My employer wants to embark on an employer branding exercise to attract potential employees. How do I go about doing this and what does it entail? —In the Dark, senior manager, human resources, manufacturing, Pahang, Malaysia
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Dear Workforce What's the Secret to Productive yet Cost-Effective Induction of New Employees for a Globally Dispersed Workforc

September 7, 2011
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I have been asked to design an induction program for all new recruits across all our branches (in various states). What makes the most sense: to have all new employees go through induction at our corporate office, or to dispatch someone from our corporate office to travel to the various locations to conduct inductions? New employees frequently join our company, and on varying dates—so how could we devise a cost-effective program?
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Dear Workforce What Are Some Techniques to Hire People Whose Personal Values Best Fit Our Company

September 7, 2011
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How could we ensure that new recruits will fit the culture of our organization? And is this even more important now with the economy in decline?
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DaVita Optimas Award Winner for Competitive Advantage

September 7, 2011
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Faced with a ‘broken’ recruiting function, the dialysis provider overhauls the department to speed hiring and find important management talent.
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Sodexo Optimas Award Winner for Service

September 7, 2011
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The food and facilities giant improves hiring speed and quality by building a “recruitment culture” that makes talent scouts of all of its employees.
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CVS Optimas Award Winner for Partnership

September 7, 2011
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The drugstore chains forges alliances with government agencies and nonprofits that help meet business needs and also serve the communities in which it operates.
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City of Scottsdale Optimas Award Winner for Partnership

September 7, 2011
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The Arizona city tapped expertise from throughout its workforce and allied with outside agencies to create a new fire department in just 18 months. During the recruiting process, Scottsdale tapped the expertise of neighboring communities' police and fire departments.
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Valero Energy Optimas Award Winner for Innovation

September 7, 2011
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In creating one of the first labor supply chains, the oil refining giant has slashed time to fill and cost per hire against a backdrop of explosive growth. In 2002, each hire cost about $12,000. With the labor supply chain in place, the cost per hire dropped to $2,3000 last year.
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Unitedhealth Group Optimas Award Winner for Vision

September 7, 2011
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A two-pronged approach to staffing has enabled the health provider to hire more people at a cheaper rate, paving the way for rapid growth. By streamlining its recruiting team, UnitredHealth saved about $1 million in overhead in the first year alone.
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Deloitte Touche Tohmatsu Optimas Award Winner for Global Outlook

September 7, 2011
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A global recruiting site helps far-flung managers at the professional services company acquire the talent they need--and saves $1.5 million a year. Deloitte's global recruitment site eliminates the redundant efforts of maintaining 35 separate local recruiting Web sites.
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