It’s time to reimagine Talent Acquisition. Hiring the right people has never been more important than it is now. We need top talent to help us overcome the challenges and seize the opportunities of the post-pandemic world.
Unfortunately, it’s also never been more difficult.
We are in a unique moment in time where a critical skills shortage (caused by an aging workforce and the acceleration of automation and AI) is running headlong into the Great Resignation (caused by the critical skills shortage and 2 years of pandemic-induced reflection).
Our old talent acquisition strategies are falling woefully short because they were designed for a market with more candidates than job openings and an environment where the company holds the power.
Neither of which is true anymore.
There are only 3 ways to win the War for Talent in a skills short market:
🔹 Retain the ones you have (many companies don’t have a recruitment problem so much as they have a retention problem).
Set yourself apart from your talent competitors by designing talent acquisition assets to win the hearts and minds of the people you want to hire.
🔹Think more broadly about the roles you are filling to give you access to more and better candidates and use ALL sourcing strategies available to you.
🔹 I think it was Albert Einstein that said the definition of insanity was doing the same things over and over and expecting a different result.
If you’re struggling to fill open roles maybe it’s time to reimagine your talent acquisition process.
Our working partnership with multinationals, and small and medium enterprises across a wide spectrum of industries spanning the last 20 years, enabled us.Click Here:- https://www.omniview.net/SHAPING THE COURSE OF LEARNING AND DEVELOPMENT THROUGH TRAINING NEEDS ANALYSIS“We need training!”“We want training!”“Our people need to be trained!”These are some of the all too common demands that most Human Resources (HR) professionals hear from employees and line managers.
Organisations are known to invest substantially of their budget in trainings in an effort to sustain the business growth momentum.Year after year, HR professionals especially those who are in the learning and development space spend a great deal of time planning and rolling out the trainings before the year ends.
How does one determine that these trainings are fulfilling the gaps that the organisation need to drive business performance?
And how does one know that the trainings will yield a return on training investment (ROTI)?“Very often we have managers who want the people on their teams to be trained and we also have employees who want development.
In order to get the answers to those questions, it really comes down to HR conducting a training needs analysis,” said Jimmy Ong Principal Consultant and Solutions Director, Omni View Consulting and a former Learning & Development specialist and HR practitioner.Training Needs Analysis (TNA)At a recent forum called “Making Learning Stick in a Digital World”, Kevin Tan, International Business Director of Harrison Assessment Int’l asked an enthusiastic group of 40 HR professionals how often do they conduct a training needs analysis (TNA) for their organisation, how long did it take to complete the analysis and what was their ROTI.While most HR professionals in the room said that they conduct their own TNA, most agreed that a TNA was fairly time consuming and some did not even measure their ROTI.A TNA becomes all the more important and useful when it comes to assessing an individual’s current level of competency vis a vis the required competency for their role.
The data derived from a TNA can give HR professionals a better idea of the individual training gaps thus enabling them to implement the right kind of trainings to address those behavioural competency gaps as opposed to rolling out a one-size fit all type of training.
