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  • Talent Management for the 21st Century

    22 Nov 2011 10:32 | JHRS (Administrator)
    Every talent management in use today was developed half a century ago.  It's time for a new model.

    Failures in talent management are an ongoing source of pain for executives in modern organizations. Over the past generation, talent management practices, especially in the United States, have by and large been dysfunctional, leading corporations to lurch from surpluses of talent to shortfalls to surpluses and back again. It’s time for a fundamentally new approach to talent management that takes into account the great uncertainty businesses face today.

    Fortunately, companies already have such a model, one that has been well honed over decades to anticipate and meet demand in uncertain environmentsundefinedsupply chain management. By borrowing lessons from operations and supply chain research, firms can forge a new model of talent management better suited to today’s realities. This report looks at the context in which talent management has evolved over the past few decades and its current state.

    Download this report from The JHRS Knowledgebase under the "Talent & Workforce Management" sub-folder. (Requires Professional Level access.)

  • Leveraging Best Practices in Contract Labor Management

    22 Nov 2011 10:28 | JHRS (Administrator)
    Today’s top-performing companies are moving to a new workforce model that combines a core group of permanent employees with a contingent workforce of temporary employees, independent contractors, and consultants.

    Download this report from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection" sub-folder. (Requires Professional Level access.)

  • What the CEO Needs From Human Resources

    22 Nov 2011 10:25 | JHRS (Administrator)
    The current economic environment has forced chief executive officers (CEOs) to focus almost all of their attention on revenues and profitability. They must be very aware of what competitors are doing--and competitors can be anywhere in the world. And, they need to be aware of changing regulations and tax issues.

    Find out what executives need from human resources (HR) to make well-informed decisions about their workforce.

    Download this report from The JHRS Knowledgebase under the "General HR Management" sub-folder. (Requires Professional Level access.)

  • Recruitment Process Outsourcing: The Right Talent Strategy for your Organization

    21 Nov 2011 10:35 | JHRS (Administrator)
    Recruitment Process Outsourcing is a type of Business Process Outsourcing (BPO).

    Business Process Outsourcing is defined as the contracting of a specific business task to a third-party service provider. Cost savings is usually the primary driver for business process outsourcing. RPO is the outsourcing of all or part of the recruiting process to an external business provider. The service provider may act as a virtual recruiting department for the company by providing all of the skills, technologies and activities needed for recruiting or may provide only select components and processes within the recruiting cycle.

    Download this report from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection" sub-folder. (Requires Professional Level access.)

  • Best of the Best: Acquiring Top Talent for your Company

    21 Nov 2011 10:31 | JHRS (Administrator)
    Finding, hiring, and keeping top talent is a challenge for any company.

    In this paper, the authors discuss why and how to address these issues, as well as some additional challenges specific companies pose (such as location). They emphasize using a variety of recruiting options and asking the right questions to determine cultural fit and commitment. They warn against being overly optimistic, especially when hiring for the managerial level. They discuss how to establish a more effective hiring process to curtail the hidden costs of bad hires. And finally, they share insight on how work environment, challenging projects that maximize employees' talents, and thoughtful, appreciative perks can help retain that top talent once hired.

    Download this report from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection" sub-folder. (Requires Professional Level access.)

  • What you Should Consider Before You Terminate That Employee

    21 Nov 2011 10:16 | JHRS (Administrator)
    Without question, the employer may determine that a termination is justified, that not terminating based on certain conduct would establish a bad precedent and send a very negative message to other employees as well as potentially driving away customers from your business.  A decision to retain an employee given certain types of conduct may also result in increased liability for the company. 

    The purpose of this paper is not to dissuade an employer from terminating an employee, but rather to make sure that the matter is fully explored before a final decision is made.

    Download this report from The JHRS Knowledgebase under the "General HR Management" sub-folder. (Requires Professional Level access.)

  • The Personal Side of Business Continuity

    21 Nov 2011 10:03 | JHRS (Administrator)
    While most businesses have continuity plans in place for remaining operational during a disruption, many don't address a company's most precious assets: its employees.

    This paper identifies key areas for organizations to consider as they prepare themselves to handle the human side of business disruptions.

    Download this report from The JHRS Knowledgebase under the "HR Special Interest Subjects" sub-folder. (Requires Professional Level access.)

  • Sourcing is Recruiting... with Audacity!

    15 Nov 2011 21:14 | JHRS (Administrator)
    This paper makes a clear case for why recruiters should work with sources (and when they shouldn't) and provides a blueprint for making that relationship work to everyone's advantage, including:

    • Why You Should Separate Sourcing from Recruiting
    • Advantages of a Sourcing Team
    • The Four-Step Sourcing Process
    • How Sourcers and Recruiters Do Work Together
    • Do's and Don'ts of Managing Sourcers
    • Six Keys to Keeping Your Sourcers Accountable
    • Five Questions to Ask When Deciding to Develop a Sourcing Team
    • The Sourcing Service Level Agreement, Process and Workflow

    Download this report from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection"     sub-folder. (Requires Professional Level access.)

  • Variable Hiring Strategies in an Uneven Recovery: Finding Your Path Out of a House Still on Fire

    15 Nov 2011 20:47 | JHRS (Administrator)
    This paper answers two of the most troublesome questions that many companies are now asking: Bearing in mind the bumpiness of the recovery, but also wanting to tap into the growing pool of quality candidates, when is the right time to move ahead with your recruiting initiatives and what's the most sensible way to do that?

     Download this report from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection" sub-folder. (Requires Professional Level access.)

  • 5 Undeniable Factors Driving the Future of Hiring

    15 Nov 2011 20:33 | JHRS (Administrator)
    Today, the skills recruiters and hiring managers commonly have are not the right ones for the emerging world. 

    There are five undeniable factors that, once embraced, will change all that.

    Download this report from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection" sub-folder. (Requires Professional Level access.)

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