June 10, 2009

Recruitment Should Remain Top Priority

A group of local business leaders in Wisconsin echoed what ASTD has been preaching since the recession began: talent is valuable and recuitment should remain a priority.

Panelists who participated in a panel discussion hosted by the Greater Milwaukee Committee admit that recruiting top level talent can be challenging, but it is crucial to prepare the company for growth when the recession recedes.

In a competitive business market, recruiting, retaining, and developing high-performing talent may be a company's only edge. Talent management has never been more important than during this economic downturn. Read about ways learning professionals can play a major role in managing and developing talent.

Jun 10, 2009 3:24:58 PM

2 Comments

Lisa

The 3 job sites chosen by about.com as getting the best results.

www.linkedin.com (professional networking)
www.indeed.com (aggregated listings)
www.realmatch.com (matches you to jobs)

The old portals are dog doo doo.

Posted by: Lisa | June 13, 2009 at 10:11 AM

Ramesh

Retention of Talent in developing economy looses priority due to unemployment and population explosion

Posted by: Ramesh | June 17, 2009 at 05:01 AM

The comments to this entry are closed.

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Wal-Mart Knows the Value of Progress No matter a company’s size and quality in performance, further targeted improvements can always boost it to that next level. For instance, in Fayetteville, Arkansas on Friday, June 5th, at Wal-Mart’s annual meeting and his first shareholder address, newly installed President and CEO Mike Duke told attendees that future goals include enhanced training and development of the company’s employees, further cost reductions through improved global purchasing, and improved alignment with customer needs. Said Duke, “We also need to see ourselves and conduct ourselves not as Goliath, but as David—not as a giant, but as a nimble and innovative competitor in every market.” Furthermore, Duke also pledged to continue the company's efforts to improve gender diversity within its senior ranks by launching a "global women's council." The aim of the group, which met for the first time earlier this week, is to increase the percentage of women in management at Wal-Mart. The council is composed of 14 members, each of whom represents one of the global markets of operation for the company.
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Mobile Talent France and Sweden are both members of the European community, but in terms of fostering a flexible workplace environment, they are worlds away. Sweden and the Netherlands rated highest in terms of allowing employees to work from home and providing support to workers who choose that option. Sweden also scored highest among its European peers in terms of having the fewest number of employees lost because they wished to relocate but could not. Sweden finished highest in all categories while France ranked at or near the bottom. The above rankings were part of a study by The Human Capital Institute and SuccessFactors called, “Workforce Mobility Drives Productivity and More Agile Cost Structures” that measured a wide range of mobility factors including ability to relocate, working from home, and retention rates based on ability to relocate. Differences between countries can be attributed to the kind of marketplace served in each country and not simply cultural practices. As Erik Berggren, a researcher with SuccessFactors explains, what distinguishes France and Sweden is the fact that they are competing in entirely different marketplaces. Employees in Sweden are communicating with partners and clients in English while, in France, the business community is geared almost entirely for the French market. Corporations in Sweden and the Netherlands need to offer greater workplace flexibility in order to attract elite, multilingual workers who could easily acquire positions elsewhere in Europe. As the report’s title suggests, by taking a more flexible approach with their highest expense, the labor force, organizations put themselves in a better competitive position. Berggren also recommends that organizations include contingent workers, specifically contractors and temporary employees, in their talent management plan, regardless of who signs their paychecks. Sweden, Germany, and Australia score highest in this regard in terms of the percentage of contingent workers who are managed in the same fashion as full time employees. Again, France manages contingent workers informally.

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