As businesses across the globe evaluate and continue to assess their recruitment
needs, HR departments are being confronted by a daunting array of challenges.
On one hand, in the aftermath of historical highs in unemployment, there is supposed
to be an abundance of talent—yet attracting the best people is more difficult than
ever. Additionally, those current employees who are dissatisfied in their roles will be
looking to jump ship at the first available opportunity.
A proliferation of new social networking and database technologies is transforming the
way people look for work. As importantly, technology has changed the way companies
and recruiters must now engage in seeking out and recruiting passive candidates. And
a new generation of independent, transient, and globalized workers in the burgeoning
knowledge economy is creating new rules around hiring and engagement.
At the same time, there is unprecedented pressure on HR to lift its game, and become
more aligned to the key strategic drivers of business performance. Measurement of
HR performance is shifting and becoming more demanding, requiring practitioners
to demonstrate their contribution to high-level corporate goals, not just operational
outputs.
These forces are converging at a stage when many corporate executives who look
at HR think its job should be relatively straightforward. From a talent acquisition
standpoint, “With so much talent on the market, why is it so hard to attract and retain
the right people?”
These are the key imperatives facing the HR profession worldwide. This is not simply
a shortterm cycle, but part of a longer-term trend that is shaping the fundamental way
that people think about work and interact with employers, families, and communities.
Interested in the full paper? You can download it here:
http://www.kellyocg.com/Knowledge/White_Papers/The_Seven_Seismic_Shifts_Shaking_HR/
