Allegis Group近日发布《提高业务绩效标准的工作实践》报告(“Stepping Up: Workforce Practices That Raise the Bar on Business Performance”)，报告发现，少数企业正通过敬业的员工队伍实现强大的业务影响力，这些员工致力于实现积极有效的业务成果。

　　通过与优秀的候选人建立良好联系、塑造良好的员工经验对于构建积极的工作环境至关重要，然而只有31%的雇主表示他们对自己的招聘流程非常满意。缺乏对候选人招聘体验的重视给雇主带来了一些问题，其中包括无法找到优秀人才(74%的受访者提到了这一点)、无法实现商业目标(65%)、雇主在网上的声誉不佳(57%)以及招聘成本较高(53%)。

　　Allegis Group发现，成功的组织始终将以关系为中心的方法应用于人才获取的四个基本阶段：工作职责定义，人才采购，人才筛选和入职。

　　高绩效组织优化工作职责定义并创建描述，为积极的员工关系奠定基础。

　　72%的高绩效人才组织总是提供准确的、最新的工作定义，而在所有其他受访者中，这一比例仅为20%。65%的人总是把工作描述和30天、60天、90天的入职计划联系在一起，而只有16%的其他受访者这样做。

　　该报告还发现，高绩效人才组织在工作描述中始终明确必备和优秀技能、要求的可能性是其他组织的三倍(69%比23%)。

　　根据人才的条件调整采购策略，与人才建立联系。

　　内部培训和提拔：78%的雇主和83%的员工认为，人力资源团队需要让所有员工都更容易地看到内部的职位空缺。此外，81%的雇主和83%的员工认为，管理层应该更好地鼓励员工进行申请。

　　拥抱数字化采集工具：高绩效的人才组织总是能确保对提交的申请做出及时回应的可能性几乎是其他组织的三倍(64%比22%)。数字招聘技术的创新，如提高数据智能和自动化高容量、低价值的活动，有助于雇主提高反应能力，而高绩效组织采用这种方法的可能性是其他组织的三倍(55%比18%)。

　　个性化沟通：高效的人才组织总是为职位申请提供个性化回复，他们这样做的可能性是其他组织的两倍多(55%对21%)。

　　建立筛选流程，提升候选人体验。

　　消除偏见：在筛选过程中，高绩效人才组织采取措施消除无意识偏见的可能性是其他组织的两倍多(89%比42%)。

　　促进双向沟通：应让候选人有机会回应对其资格的任何疑问;然而，在接受调查的雇主中，只有25%的雇主总是与求职者分享他们的疑问，而高绩效雇主更有可能这样做(67%对23%)。

　　把新员工入职视为建立良好员工关系的基础。

　　在第一天做好准备：在入职流程期间，高绩效人才组织总是能够通过其他员工或员工社区帮助新员工入职(72%比33%)，为新员工的第一天做好准备(77%比35%)，并始终在入职流程中设定明确的预期(75%和32%)。

　　该报告基于对全球1,000多家雇主和近7,000名候选人和雇员的调查。

　　HIGH-PERFORMING ORGANIZATIONS’ APPROACH TO TALENT ACQUISITION: ALLEGIS

　　A minority of organizations are achieving strong business impact through an engaged workforce committed to delivering positive outcomes, according to the “Stepping Up: Workforce Practices That Raise the Bar on Business Performance” report released today by Allegis Group.

　　Building relationships through great candidate and employee experiences is essential to developing an engaged workforce, yet only 31% of employers report they are very satisfied with their recruitment process. A lack of prioritization of the candidate experience creates several issues for employers, including an inability to find great talent, cited by 74% of respondents, an inability to achieve business objectives at 65%, a poor employer reputation online at 57% and greater recruiting costs at 53%.

　　Allegis Group found that successful organizations consistently apply a relationship-focused approach to four fundamental phases of talent acquisition: job definition, sourcing, screening and onboarding.

　　High-performing organizations optimize job definitions and create descriptions that set the stage for positive employee relationships.

　　Seventy-two percent of high-performing talent organizations always provide accurate, up-to-date job definitions, versus just 20% of all other respondents. And 65% always align job descriptions with an onboarding 30-, 60-, 90-day plan versus 16% of all others.

　　The report also found high-performing talent organizations are more than three times more likely (69% versus 23%) to always clarify must-have and nice-to-have skills and requirements in their job descriptions.

　　Align sourcing strategies to connect with talent on their terms.

　　Train and promote within: Seventy-eight percent of employers and 83% of workers believe human resource teams need to make internal job openings more visible to all employees. Further, 81% of employers and 83% of workers agree management should do a better job of encouraging employees to apply.

　　Embrace digital acquisition tools: High-performing talent organizations are nearly three times more likely (64% versus 22%) to always ensure prompt responses to submitted applications. Innovations in digital recruiting technology, such as boosting data intelligence and automating many high-volume, low-value activities, help employers improve responsiveness, and high-performing organizations are three times more likely (55% versus 18%) to employ such methods.

　　Personalized communications: High-performing talent organizations are more than twice as likely as others (55% versus 21%) to always provide personalized responses to applications.

　　Establish screening processes that boost the candidate experience.

　　Eliminate bias: High-performing talent organizations are more than twice as likely as others (89% versus 42%) to always take steps to eliminate unconscious bias during screening.

　　Facilitate two-way communication: A candidate should be given a chance to respond to any concerns about their qualifications; however, only 25% of surveyed employers always share their concerns with candidates, with high performers being much more likely to do so (67% versus 23%).

　　Treat onboarding as the foundation of a great employee relationship.

　　Be ready on day one: High-performing talent organizations are more than twice as likely (72% versus 33%) to always engage new hires in a community of peers and helpers during the onboarding process, are always prepared for the new hire’s first day (77% versus 35%) and always set clear expectations in the onboarding process (75% versus 32%).

 

　　The report is based on a survey of more than 1,000 employers and nearly 7,000 candidates and employees worldwide.