About Christian

Talent Scout, Human Resource Management, Talent Management , Learning & Development, Organisational Development, Change Management, Psychology, Neuropsychology.

Whether you’re new to recruiting or bring years of
experience to the table, you know that the candidate experience is important.
Candidate impressions not only influence whether the candidate decides to take
the job, it can also impact the company’s brand, which in turn can help or hurt
the company’s bottom-line.

In my experience, organizations are always looking for tips
and resources to improve their candidate experience. Sometimes it’s new ideas
they haven’t tried. In other cases, it’s old ideas that they forgot worked.
Here are seven articles that might spark some creative inspiration.

1. Connect and Engage with Job Candidates Using These 5 Recruiting Strategies

strategies can help your business succeed so choosing the right strategy is
important. Here are 5 recruiting strategies to consider.

2. Is It Okay to Contact a Job Candidate Via Their Work Email?

A job
candidate may give recruiters their work email. Is it okay to contact them
there? Several recruiters tell us how to handle candidate work emails.

3. Hiring Managers: 3 Strategies to Recruit and Select the Best Talent for Your Team

hiring process can be overwhelming for many managers. Read this list of 3
strategies to find the right talent and make hiring easier.

4. Recruiting Biases: 10 Common Types

can prevent hiring managers from focusing on the true candidate. Awareness of
biases can help. Here are the 10 most common recruiting biases.

5. Social Media Background Checks: Are They Okay?

media background checks have become a regular part of recruiting. Attorney
Heather Bussing shares her thoughts on using social media this way.

6. Candidate Experience: Engaging Job Seekers During the Silent Period

experience can be improved by engaging job candidates during the silent period
– those periods when they don’t hear from you. Here are some solutions.

7. Onboarding: Take Your Process from Basic to Strategic

is the foundation of employee engagement. Be strategic in your onboarding
process following these 4 trends that engage new hires.

Recruiting teams need to be prepared for a challenging 2020. It’s still a candidate’s market. The good news is that organizations can continue to improve the candidate experience in ways that cost very little. Those activities can make a big difference in attracting the right talent.

Image captured by Sharlyn Lauby while exploring The Margaritaville Resort in Orlando, FL
The post 7 Recruiting Activities That Can Improve the Candidate Experience appeared first on hr bartender.
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Author: hrbartender
Date/time: 28th January 2020, 18:02

Automation Anywhere, a leader in Robotic Process Automation (RPA), today revealed findings on the Most Hated Office Tasks, from its latest global study. In a nation that prides itself with unparalleled efficiency and productivity, it does not come as a surprise that Singapore workers’ most hated tasks are those that they felt were not relevant […]
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Date: 28th January 2020 at 18:02
Author: hrinasia – Nurlita

The brief history of blackball voting  The term blackball has been popularised by the society of Ancient Athens when they used a secret ballot to get rid of a particular candidate who was known to have a bad image in the public’s eyes. Since then, blackballing has been used widely by a member of clubs, […]
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Date: 28th January 2020 at 15:02
Author: hrinasia – Renny

At the end of December 2019, public health officials from China informed the WHO that there is a new unknown virus causing pneumonia-like illness in the city of Wuhan. The new virus is then identified as coronavirus and since then has spread quickly through and outside of Wuhan.  With death tolls climbed to 106 to […]
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Date: 28th January 2020 at 15:01
Author: hrinasia – Renny

Posted by Tiffany McDowell, Ami Louise Rich, India Mullady, Kate Hipwell, Dany Rifkin, and Sonia Singh on January 21, 2020. If you’ve ever found yourself navigating a major acquisition or divestiture, you know there is a long road of unknowns – a winding path of critical decisions that rarely feel like they’re made based on complete, quality data. This only becomes more apparent when thinking about the organization – how it’s structured and led, how to retain and engage key employees, and how work will get done in the short and the long term.

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Enter Adaptable Organization Network Analysis (AONA), an  approach to network analysis, which provides insight into the “white space” of an organization, how information flows and how work really gets done day-to-day. AONA uses data science and social network theory to identify informal communities, knowledge brokers, problem solvers, and influencers in a group of employees. The data can be collected via a tailored survey or using available metadata (e.g. anonymized collaboration patterns in email data).
Throughout the deal cycle, AONA can be leveraged to minimize deal risk, enhance the future organization’s effectiveness, and help ensure the right people are in the right roles to facilitate organizational change.
When designing the operating model of newly combined or soon-to-be separated organizations, AONA insights can prove beneficial in understanding where there are natural integration synergies and where separating teams would have an amplified impact.
AONA can help leaders understand how communities operate – collaborate closely or infrequently?
Figure 1: Illustrative Network map showing where collaboration exists in the organization
Are knowledge and decisions brokered in the same way across merging business units? Is one organization highly siloed and hierarchical while the other appears flat and collaborative? Are there critical team members whose absence would fundamentally hinder work getting done?
Selecting future state leadership teams and conducting retention planning can also be accelerated by network analysis.
Figure 2: Illustrative graph showing individuals who are top decision makers and information brokers in the network are indicated by yellow dots
Selecting future state leadership teams and conducting retention planning can also be accelerated by network analysis. AONA helps to identify which individuals are serving as critical connection points in their organizations, making key decisions, enabling cross-functional collaboration and wielding disproportionate significance within their teams and environments (see Figure 2 for an example). These important individuals aren’t typically executives; there may be influential individuals embedded deep in the organization who should be considered in retention planning.
AONA can also support leaders with the post-close transition. Conducting a network analysis once the organization is operating in its interim state can expose collaboration patterns and diagnose areas where the operating model is not functioning as designed. This input can support subsequent action planning in an effort to close the gap between the interim and target state, and track the effectiveness of those interventions.
Figure 3: Illustrative Network Map of Influencers (indicated by blue dots), individuals with the collective ability to reach the entire network
Throughout the integration or stabilization of the new organization(s), AONA can help take the guesswork out of identifying the most influential people in the new network to propel communication, culture, and change management efforts (see Figure 3 for an example). At any level, effective change agents are those with a large reach through the organization and ability to touch a significant population either directly or indirectly through their own networks.
Figure 4: Illustrative Network map identifying individuals aligned to a mission
The “New Normal” Arrives
The big bang of  the Day 1 organization may be behind you, but the work of future-proofing does not end there. Re-evaluate your organization with AONA and see how things are really coming together. Were the expected results of the deal achieved? Were planned synergies captured? Are employees from different legacy companies actually working together? Are individuals organized around delivering a mission? Value realization and workforce optimization can take years, and network analysis can inform those efforts on an ongoing basis to make sure that opportunities are not lost due to lack of visibility.
Whether you are in the pre-close planning or deal optimization phase, or somewhere in between, AONA can provide data-driven insights to help increase your team’s confidence in decisions made throughout a deal.

Tiffany McDowell is a principal who leads Deloitte Consulting LLP’s Organization Strategies market offering, with a focus on delivering operating model, organization design, talent strategies,
and global change management solutions for large-scale transformations.
Ami Louise Rich is a principal in the Merger, Acquisition, and Restructuring practice of Deloitte Consulting LLP with experience across human capital including strategic change, workforce transition, organization design, and training development and delivery.
India Mulladyis a senior manager in Deloitte Consulting LLP’s Human Capital practice, with a focus on organization strategies and helping clients design and create more adaptable organizations.
Kate Hipwellis a senior manager in Deloitte Consulting LLP’s Mergers, Acquisitions, and Restructuring practice, with a focus on human capital issues in M&A, including organization design, change management and culture integration.
Dany Rifkin is a senior consultant in Deloitte Consulting LLP’s Human Capital practice, with a focus on workforce strategy and adaptable organization design in both M&A and non-M&A environments.
Sonia Singh is a senior consultant in Deloitte Consulting LLP’s Human Capital practice, with a focus on operating model and organization design transformations.

We gratefully acknowledge Kirsten Fiss for her contributions to this piece.
The post Upping your mergers and acquisitions game with network analysis appeared first on Capital H Blog.
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Author: hrtimesblog
Date/time: 28th January 2020, 00:02