Recruitment | Page 64 (738 items)

Employers seeking to fill critical leadership gaps must avoid taking applicants at face value, and "push harder" to obtain solid evidence of claimed competencies, says leadership consultant Gerry Davis.

Drumming up support for social media initiatives and a referral program was "challenging", but Deloitte Australia now saves about $6 million annually on its recruitment costs, according to recruitment and mobility leader James Elliott.

Organisations with outstanding talent-management practices outperform their counterparts by eight times total shareholder return, yet only one in five employers treat talent management processes as seriously as their annual budgeting process, research by the Hay Group has found.

Every organisation should evaluate and challenge individual elements of its recruitment process to ensure the whole system remains as effective as possible, says Australian Public Service Commission area director, Anne-Maree Grew.

A recruitment process that gives managers the confidence to "release" key staff to pursue other roles in the company has opened up genuine, frequent career opportunities to staff at every level.

It's impossible to truly manage an employment brand online, but the people tasked with social media interaction must be willing to "take the high road every time" in order not to damage it, says talent communication specialist Jared Woods.

An employment contract is more than a legal document - it is a psychological contract that plays a fundamental role in shaping behaviour and performance, according to a new report from The Work Foundation.

More than any other attribute, a poor workplace culture will brand an organisation as a "nightmare" employer, according to new research.

Interview questions about a candidate's fitness for work must be clearly linked to the relevant statement of duties, says Blake Dawson employment lawyer Stephen Woodbury.

When senior leaders at Woolworths were faced with a talent shortage in late 2004, they began to investigate why - in a company where women outnumbered men and 85 per cent of executive appointments were internal - just 16 per cent of its top 400 leaders were women.