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It typically takes about three months for a hiring manager to know whether he or she has made the right decision. What if you could see three months into the future? What if you could replace the traditional resume/interview process with a “pre-hire performance review” where you could assess a candidate’s performance against actual job challenges, skill level and temperament, all pegged to the actual requirements of the job, and “algorithmically” project performance three months hence?
You know the machining center process: program the “machine,” load up the conveyor, and watch as the parts are machined into a finished “product” – same with Acclaim. Apart from the initial programming, the process is completely automatic, endlessly repeatable, and virtually free of error. A tremendous return on investment!
While no two call/contact centers may be exactly the same, all call centers grapple with the same fundamental problem: maintaining staffing levels and keeping agents engaged. The high attrition rate exerts constant pressure on HR and hiring managers, as there’s a continuous need to fill open positions. Working as an inbound customer service representative (CSR) has a turnover rate of between 30 and 45 percent.
While the talent acquisition process is generally referred to as “recruiting,” the process is really divided into three main steps. Recruiting being the process of sourcing and attracting suitable candidates; Selection being the process of evaluating, assessing and hiring the best applicants, and Onboarding being the process of getting the new hire signed up for company benefits and other activities designed to help the new hire become productive quickly.
For most of the twentieth century, an employee could work in the same industry throughout their entire adult life. Today, millennials (employees up to the age of 35) expect a winding, unpredictable progression of jobs in a variety of separate fields and vocations. Employees over the age of 40 may expect more stable, linear careers, but their paths are far less predictable than they were just 20 years ago.
By 2014, Millennials (ages 18-35) will make up 36% of the workforce (75% by 2025). To those who buy into the common perceptions of millennials — they’re entitled, self-absorbed, lacking commitment/loyalty — this must be highly unsettling. Particularly from the perspective of senior management looking to build an invested, focused, competitive workforce.
When Glassdoor.com announced its fourth annual Employee’s Choice Awards for Best Places to Work, it was striking how many of the companies listed are known for the rigor in their employee selection process (i.e., Google, Apple, Salesforce.com). Is there a correlation between the rigor of the interview–assessment process and employee satisfaction?
There’s been a great deal of buzz about passive candidates—those coveted potential employees who are not actively pursuing other job opportunities. Obviously, companies prize and pursue them because they represent the most talented and productive segment of the workforce. As top performers, chances are they are not looking for other opportunities as they are comfortable, engaged, appreciated, and justly rewarded in their current position.
Frustrated Hiring Manager to HR Leader – “There are over 150 million workers in the labor force; are you trying to tell me that there’s not one of ‘em that can do this job?” Our “Great Recession” has put a bonanza of talent on the market that would not otherwise be looking for a job. Talented, stable workers with very good skills. And yet we sometimes still have difficulty finding a good applicant for some jobs.
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