Talent Connection Blog

We are nearly 2 decades into the 21st century. The newest generation in the workforce was raised with a smartphone in hand. If your recruitment strategies don’t include and focus on mobile and online recruiting, it may be time for an update. With all these technological updates, today’s job seekers have different expectations and often use their mobile device or the web to look for: Instant updates about new jobs Immediate feedback for their job applications Recruiting videos to watch Engaging, interactive content from employers Online platforms allow for plenty of creative recruiting tactics. Tech-friendly recruiting strategies give way to

The most difficult part of the employee lifecycle is the hiring part—no wonder it is also the most flawed for many organizations. It is important to keep employees and future employees comfortable and engaged. This theory seems a little contradictory, considering the first encounter you have with a potential employee is a particularly stressful and uncomfortable situation: the interview. The fact is there are ways to effectively interview—and therefore effectively hire—minus all the stress and discomfort. Check out these interview strategies for effective hiring, courtesy of Monster.com. Being prepared in advance is a necessity. Having questions in mind (or written

If you’re not careful, it can be almost too easy to set off a red flag or two during your job interview. There are questions and answers that should be avoided when attempting to make a good impression on employers. Keep reading to improve the quality of your interview skills with these interview question and answer don’ts. First, the question don’ts: “What does your organization do?” This is one of the most nightmarish questions for an employer to hear. It implies that the candidate is not prepared for the interview, nor willing to research the company before coming to the

In these days of outstanding talent, it pays to know your people better than they know themselves in order to help them develop the career of their dreams. If this statement calls to you, it may be that you have a desire for—or maybe already a career in—talent management consulting. The Hayes Group International defines talent management consulting as “a holistic process built around three primary service areas: talent identification, talent development, and assessment of current talent and effective talent planning processes.” Talexes specializes in talent management on all of these service areas. Hayes even specifies that the talent identification

To begin, let’s answer the question of this article’s title with a definition from Johns Hopkins University: “Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives.” Talent management consists of several key management processes that form together, forming somewhat of a cycle. Let’s begin the cycle at obtaining talent. The three categories in this section are workforce planning, recruiting, and onboarding. Workforce Planning Johns Hopkins University describes workforce

A global study by IBM revealed that today’s CIO spends on average 55 percent of his or her time on activities that help spur innovation, a process that is highly reliant on the organization’s business model.  Innovation is the key to cultivating organizational development. The folks at Fast Company share three elements that are required for an effective business model, and therefore a more developed organization: a unique central idea that defines who you are, a grasp of future market trends, and profitability from either lower cost base or an offering that cannot be easily copied. Dean Crutchfield of Method,

Managing a variety of generations within the same workplace can be tough without the right tools and tips. A great way to continually develop your organization is to ensure that there is harmony and agreement among all the generations. Bridge the generation gap in your organization with these steps, courtesy of inc.com.   Find someone to be the “voice” that communicates millennials’ desires to the former generations, and vice versa. This person should be trusted with the ability to accurately convey the employees’ wishes and concerns. The chosen individual has the responsibility to routinely check up on the communication lines

Every generation is different; they have different strengths and weaknesses, they need to be managed and mentored differently, and they bring different workforce traits to your organization. Knowing their traits will better help you put them in the right role in your company. The newest addition to the workforce is generation z. Categorized as those born between the mid/late 90s and the 2000s, generation z are, in fact, much different from their predecessors the millennials. They also have some similarities to be aware of. Take a look at these comparisons so you can correctly categorize your young workforce. Generation Z

The sun is out, the sky is blue—that means the kids are out, too. Countless generation z’s have just gotten out of school for the summer, and most are probably looking for jobs. But what do they really want, besides some summer cash? We know at least 6 things that the generation z workforce wants—all just as fulfilling as the paycheck they’ll be getting, too. Although they are just getting used to high school, generation z is looking for stability. Career stability, financial stability, money stability, and job stability. They’re looking for a role that isn’t going to throw any

Although more individuals are joining the workforce every day, there are just as many contributing to turnover numbers. The first step of retaining employees is making sure you’ve hired the right ones. A rapidly emerging trend for this is a shift toward cognitive tests. With this pre-employment screening process, organizations are understanding that personality and cognitive testing combined can predict whether the person can learn the job tasks quickly or think critically—all important aspects of employee retention.  With the average tenure of a 25 to 34-year-old employee at a mere 3 years, finding a successful job fit, and keeping them