Smart hiring
Passing on hard copies of a potential candidate’s resume might soon become a thing of the past with the increasing adoption of recruitment software. Such tools help to automate the hiring process so that companies can process resumes more quickly and efficiently. “Keyword scanning, job history validation, competency checks, among other techniques, can ensure a high quality pool where there is a high volume of candidates,” Wilkins says.
At Qantas for example, an increased availability of candidate and process information to managers reduced recruitment approval time by 5%. It also decreased the time between a hiring decision and a hiring offer by 3%, shares Wilkins. At Vodafone, staff turnover fell by 7–8%, largely due to increased visibility of internal job openings and an increased ability to recruit internally through greater process and talent awareness.
Often the hiring managers provide recruiters with what they think is an ideal candidate profile, but in reality this doesn’t reflect the needs of the organisation, Wilkins says. HR technology prevents this by looking at existing high performers in a given role and models the criteria for a desired candidate profile with relevant competencies, experiences, job history and areas of expertise.
“A lot of companies forget that they actually pay for candidates so why not store, measure, rate and communicate with high potentials?” asks Allanson. Good software will also allow you to build a picture of the competencies a manager needs. “Eventually you will know who, and who not, to send through for an interview,” he adds.
Lastly, HR technology enables organisations to improve the accuracy of hiring by including not just external jobseekers but internal candidates as well. Many companies overlook highly qualified talent that they already have internally, says Wilkins. “Smart companies don’t hire for critical roles, they hire for non-critical roles and then develop their talent for critical roles within the company through clear career paths, ensuring a steady supply of talent for essential functions.”
CHANDRAMALA
PGDM 2nd SEM.
Passing on hard copies of a potential candidate’s resume might soon become a thing of the past with the increasing adoption of recruitment software. Such tools help to automate the hiring process so that companies can process resumes more quickly and efficiently. “Keyword scanning, job history validation, competency checks, among other techniques, can ensure a high quality pool where there is a high volume of candidates,” Wilkins says.
At Qantas for example, an increased availability of candidate and process information to managers reduced recruitment approval time by 5%. It also decreased the time between a hiring decision and a hiring offer by 3%, shares Wilkins. At Vodafone, staff turnover fell by 7–8%, largely due to increased visibility of internal job openings and an increased ability to recruit internally through greater process and talent awareness.
Often the hiring managers provide recruiters with what they think is an ideal candidate profile, but in reality this doesn’t reflect the needs of the organisation, Wilkins says. HR technology prevents this by looking at existing high performers in a given role and models the criteria for a desired candidate profile with relevant competencies, experiences, job history and areas of expertise.
“A lot of companies forget that they actually pay for candidates so why not store, measure, rate and communicate with high potentials?” asks Allanson. Good software will also allow you to build a picture of the competencies a manager needs. “Eventually you will know who, and who not, to send through for an interview,” he adds.
Lastly, HR technology enables organisations to improve the accuracy of hiring by including not just external jobseekers but internal candidates as well. Many companies overlook highly qualified talent that they already have internally, says Wilkins. “Smart companies don’t hire for critical roles, they hire for non-critical roles and then develop their talent for critical roles within the company through clear career paths, ensuring a steady supply of talent for essential functions.”
CHANDRAMALA
PGDM 2nd SEM.
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