O slideshow foi denunciado.
Seu SlideShare está sendo baixado. ×

CTA - 2015 Talent Trends Recap - preview

Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Anúncio
Carregando em…3
×

Confira estes a seguir

1 de 18 Anúncio
Anúncio

Mais Conteúdo rRelacionado

Diapositivos para si (20)

Anúncio

Semelhante a CTA - 2015 Talent Trends Recap - preview (20)

CTA - 2015 Talent Trends Recap - preview

  1. 1. 2015  Talent  TrendsTM   Presented  by:  Joan  Graci   President  and  Owner     Thanks  to  our  sponsor,  The  Buffalo  News!  
  2. 2. Here’s  What  You  Should  Know…   This  is  just  a  preview  of  our  most   coveted  talent  content  yet!       This  HRCI-­‐credit-­‐approved  event  has  already   transformed  the  way  organizaHons  approach  their   human  capital  strategy  for  2015.     To  get  the  en<re  PDF  report,  message  me  :)  
  3. 3. About  Joan   Joan  Graci,  President  and  Owner  of  APA   SoluHons  –  a  direct-­‐hire  employment  and   human  capital  consulHng  firm  –  operates   on  the  philosophy  that  a  company’s   greatest  asset  is  its  people.  In  an  effort  to   bridge  the  gap  between  employers  and   employees  /  job  seekers,  Joan  has  made   it  her  personal  mission  to  be  an  expert   mediator.  For  over  30  years,  she  has   worked  side-­‐by-­‐side  with  growing   organizaHons  to  help  them  idenHfy,   retain,  and  develop  top  talent.  
  4. 4. Presenta<on  Topics:   •  2014  Talent  AcquisiHon  Obstacles   •  The  Employer-­‐Employee  Disconnect   •  Engaging  a  MulH-­‐GeneraHonal  Workforce   •  Must-­‐Know  2015  Talent  AcquisiHon  Trends   •  The  Future  of  Talent  AcquisiHon  
  5. 5. 2014  TALENT  ACQUISITION  OBSTACLES   TALENT  SHORTAGE   CULTURAL  DIFFERENCES   OUTDATED  RECRUITING  METHODS     The  driving  moHvators  for  the  changing  behaviors  of  HR  in  2015  
  6. 6. Talent  Shortage:   Top  10  Hardest  Fields  to  Fill  in  2014   •  Skilled  trades   •  Engineers   •  Technicians   •  Sales  RepresentaHves     •  Sales  Managers   •  AccounHng  /  Financial   Advisors   •  Management   •  IT  Engineers  and   Technical  Support   •  Office  Support   •  Drivers  /  General   Laborors  
  7. 7. The  Staggering  Outcomes   •  54%  of  employers  say  this  has  a  direct  impact  on  their   customers   •  43%  say  the  talent  shortage  is  directly  impacHng   producHvity  and  retenHon   •  47%  of  growing  companies  are  adopHng  non-­‐ tradiHonal  human  capital  strategies   •  25%  are  providing  training  and  development  to  their   exisHng  staff       •  25%  have  invested  in  outside  talent  sourcing  to  recruit   more  untapped  talent  pools  
  8. 8. The  BoTom  Line   •  The  most  common  reason  employers   struggled  to  fill  jobs  is  because  candidates   don’t  have  the  technical  competencies   required.     •  Other  reasons  include  a  shortage  of  available   applicants,  lack  of  experience  or  sod  skills,   and  misaligned  candidate  expectaHons.  
  9. 9. THE  EMPLOYER-­‐EMPLOYEE   DISCONNECT   In  order  to  become  an  “employer  of  choice,”  we  must  first  understand   our  internal  customers  (staff  members  and  recruited  talent)  
  10. 10. Employees  /  Job  Seekers  Think   Differently  
  11. 11. Understand  What  They’re  Thinking   •  There’s  a  gap  within  your  ranks  and  each  day  that  posiHon  goes  unfilled,   you’re  losing  money.     •  We  know  that  you  view  each  candidate  very  logically  –  as  a  possible   soluHon  to  your  problem.  But  do  you  know  how  they  feel  about  the   hiring  process?   NegaHve  /   Damaged   Insecure  /   Fearful   Hesitant  /   Uncertain  
  12. 12. ENGAGING  A  MULTI-­‐GENERATIONAL   WORKFORCE   DEFINING  YOUR  COMPANY  CULTURE     THE  POWER  OF  ENGAGEMENT     GENERATIONAL  MOTIVATORS       How  do  you  keep  your  staff  happy  and  producHve?  
  13. 13. Engagement  Begins  with  YOU   •  Vision  –  are  your  employees  inspired  to  come  to  work   everyday?  Can  they  communicate  your  vision  effecHvely?   •  Leadership  –  how  oden  are  you  looking  to  improve?   –  Your  employees  are  the  soluHon  to  change;  not  the  problem   •  Transparency  –  are  you  listening  and  making  feedback  part   of  the  employee  process  (from  interviewing,  quarterly   reviews,  and  resignaHon)     Establish  a  culture  code,  which  acts  as  both  a  promise  to  your   staff  and  a  foundaHon  for  operaHng  
  14. 14. What  is  Engagement,  Really?   •  Engaged  workers  are  the  lifeblood  of  every  organizaHon.  They’re   the  workers  who  are  most  likely  to  drive  the  innova<on,  growth   and  revenue  that  their  companies  need  in  order  to  thrive.   •  Engagement  is  strongly  connected  to  business  outcomes  essenHal   to  an  organizaHon’s  financial  success,  including  producHvity,   profitability,  and  customer  saHsfacHon.       •  Employers  have  been  asking  the  wrong  quesHons  in  their  amempt   to  cut  costs  and  increase  efficiency  within  their  organizaHon.   •  Instead  of  asking  how  much  is  each  employee  cosHng  you,  consider   how  much  revenue  your  company  loses  with  each  unfilled   posi<on  and  disengaged  employee.  See  app  –  DATAB  –  on  your   “Employer  Tools”  to  see  real  numbers!  
  15. 15. Why  Engagement  MaTers   •  It  is  a  proven  fact  that  companies  with  engaged  workforces  have  higher  earnings  per   share  and  have  recovered  from  the  recession  at  a  faster  rate.     •  According  to  the  State  of  the  American  Workplace  Report,  70%  of  American  workers   are  “not  engaged”  or  are  “ac<vely  disengaged.”       •  From  49  publicly  traded  companies  analyzed,  the  organizaHons  with  a  criHcal  mass  of   engaged  employees  outperformed  their  compeHHon,  compared  with  those  that  did   not  maximize  their  employees’  potenHal.     •  Companies  with  an  average  of  9.3  engaged  employees  for  every  acHvely  disengaged   employee  in  experienced  147%  higher  EPS  compared  with  their  compeHHon.   •  Those  with  an  average  of  2.6  engaged  employees  for  every  acHvely  disengaged   employee  experienced  2%  lower  EPS  compared  with  their  compeHHon  during  that   same  Hme  period.       AcGve  disengagement  costs  the  U.S.     $450  billion  to  $550  billion  /  year  
  16. 16. Engaging  Different  Genera<ons   For  the  first  Hme  in  history  –  an  era  when  people  are  living   longer  and  looking  to  make  their  mark  on  the  world  sooner  –   4  very  different  genera<ons  make  up  the  workforce.  In  order   to  engage  people  of  varying  ages  and  backgrounds,  it’s   important  to  understand  where  they’re  coming  from,  what   they  value,  and  how  they’re  stereotyped.       •  TradiHonalists   •  Baby  Boomers   •  GeneraHon  X   •  Millennials   Because  millennials  are  projected  to  makeup   75  percent  of  the  workforce  in  less  than  a   decade,  it’s  Gme  to  start  understanding   what  moGvates  them  at  work.  
  17. 17. Top  Mo<vators  for  Workers  Today  
  18. 18. Like  What  You  Read?   Don’t  forget  to  message  me  to  get  the  rest  of   the  presentaHon  –  the  full  scoop  on  how  today’s   top  employers  are  tackling  their  talent  strategies  

×