Is recruitment taking up too much management time?
Why is this a problem?
In today’s fast paced society, our time is valuable. Which is why we’re not surprised by large companies being advocates for the automated video interview. For an automated interview, a candidate logs onto a portal and is given a series of questions to answer. They’re given a practise round and then a set time to answer each question. We saw on our LinkedIn network, a candidate had a video interview and lost his words, he panicked so much that he just didn’t move until the time was up. That way, the company would have thought the system had frozen. You have to hand it to him for his quick thinking!
We have all been on the receiving end of a phone call from a recruiter pushing a role in finance, when your CV clearly states that you’re in marketing.
We all know that the health and social care industry is one that struggles to retain staff and that this subsequently impacts care providers being able to offer the continuous, quality provision of care clients deserve. It’s an industry that like it or not, the chances are that one day it is going to play a part in each of our lives; either directly or indirectly.
As an HR or Recruitment professional, the future of your staff growth and retention is one of the main areas that you develop and nurture. Our investment in people is key to creating an effective team and delivering an excellent service to our customers.
So just how well is your recruitment function performing? It's a question that no doubts gets asked in one way or another by every agency or recruitment process outsourcing provider that speaks to your business. And it's an important question. Recruitment is often the part of the HR function that gets ignored, or at best, is allowed to just 'tick along'.
Every recruitment campaign has its own variants and circumstances, but as a rule of thumb, anything over 45 days for a 'standard' recruitment cycle is too long. For more specialist and executive hires, the timeline should be around the 90 day mark.
Improving in-house or internal recruitment has massive benefits, whether you’ve got a huge team or individual hiring managers doing their own thing. In this blog, we look at how to improve your in-house recruitment capabilities, irrespective of your size, scale and market sector.
Following on from our recent blog about the healthcare recruitment crisis, it’s clear that not only is there a shortfall in supply, there’s also a shortfall in funding. While we don’t have a magic bullet to increase funding, we can offer some solace in one area, which is getting the cost of acquiring talent down within healthcare recruitment.
Every generation over the past century has seen their pay increase compared to their predecessor; i.e. at the same age the average employee has earned more than their parents’ generation did for the same role. This has been caused by a steady increase in salaries above the rate of inflation. But now for the first time, this isn’t happening.
This week’s Panorama investigation on the Care sector focussed primarily on auxiliary care, but lessons can be learned and applied across the healthcare sector generally.
When it comes to healthcare professionals, we all know there’s a shortfall in supply versus demand, and this was highlighted in a BBC News report from 23rd March 2017.
Third-year university students graduate at a high level of academia; when they
How much does recruitment cost? Most HR and recruitment professionals will talk to you about agency fees, advertising costs and the salaries of in-house recruiters. But is that the true cost of recruitment?
Getting the best out of LinkedIn is a mystery to many. It’s generally viewed as something to focus on when you start looking for a new job, and most people only put the most basic of details on their profile and then forget about it.
Meet someone who works in recruitment at a dinner party, on the train, or waiting in line at the supermarket and the odds are that they will describe themselves as a headhunter. But headhunting, or executive search, is actually a very specific skill and subset of the recruitment industry.
In the seven years since Quarsh was founded, we have questioned, discussed and designed every model of recruitment you could imagine. From an SME with 10 staff, to a Medium Size organisation hiring anywhere between 50-500 people a year, we have been able to help the HR Director, CEO or COO implement a process that works for them financially and to future-proof their business not just for the calendar year, but for the foreseeable and sometimes unpredictable long term.
Talent pipelining or talent warehousing are phrases that are commonly used by people in recruitment and HR. That's because it’s impossible to plan for the future without knowing whether the talent you need is actually out there.
Ask yourself the following questions; do you look for great people to join your business, or do great people look for you? Are the people within your business genuinely as engaged and productive as they could be, or have they mentally checked out of the building? According to research compiled by Rolepoint, companies with a defined employer brand dominate 60% of the labour market, with notably improved recruitment and retention rates. Can you consider yourself to be a part of that statistic?
With a new year comes a new wave of employment openings and initiatives, ensure the procedures and components of your in-house recruitment team are up to scratch with this guide which covers some of the major points that you can address.