Talent Acquisition 439
An interview with Andrea Edwards, vice president of marketing and communication at Staffmark
Resumes used to come on paper that had been through a typewriter. Then there were job boards. And now?
In the past 20 years, staffing firms have undergone drastic changes to keep up with technology and the evolving workforce—and it hasn’t been easy. In an interview with Andrea Edwards, vice president of marketing and communication at Staffmark, CareerBuilder asked the secret to client satisfaction (something they have recently been awarded for), how to work for both clients and candidates, and what technology has been crucial to keeping up with the competition.
Will a candidate accept your job offer? Compensation is obviously an important element that makes your job offer attractive. What is perhaps less obvious is that candidates tend to compare the compensation you offer to other reference points. In particular, they may compare it to other people’s compensation or to their own compensation in similar jobs.
Newly published experimental research (Bracha, Gneezy, and Loewenstein, 2015, http://www.jstor.org/stable/full/10.1086/678494) shows that such pay comparisons affect workers’ propensity to take on a job, and offers insights about how to increase your chances of getting the talent you want.
How do we get HR, execs and marketers to be more transparent with their employer branding initiatives? Well, let’s try leaving the branding up to the employees (with a little bit of HR’s direction and marketing’s creativity).
You may have asked unusual questions to assess a candidate's competencies during a job interview, but have you ever asked something illegal? A new CareerBuilder survey shows that the boundaries aren’t clear when it comes to what’s OK to ask versus questions that are off limits from a legal perspective.
Want to streamline your recruitment activities? A pre-hire platform can get the job done — quickly and effectively. See how CareerBuilder1 can impact your business today.
The U.S. workforce has seen a dramatic shift in age since 2001. According to a special report from CareerBuilder, at the turn of the century, 5.2 million jobs were held by workers ages 14-18. By 2014, that number dropped 33% to 3.5 million. Meanwhile, jobs held by workers ages 55 and older have grown by 40%, from 20.6 million to 28.9 million.
With droves of Americans hunting for work and plenty of business owners seeking the right workers, you’d think companies would have an easier time finding talent. However, the problem frequently isn’t lack of talent or lack of initiative, it’s the lack of a solid talent strategy—the game plan for acquiring and keeping the workers that create success.
A good talent strategy is often the difference between companies that lead and companies that lag.
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