Big data is already changing our recruitment methodology with social networks like LinkedIn providing standardised data that leads to better talent pool mapping. A few short years ago, a LinkedIn profile was seen as another credibility building exercise for professionals in addition to their traditional resume.
A couple of months ago I wrote about the results of US survey published by the Harvard Business Review blog that found 54% of employees don’t have the skills they need to do their current job and less than half believe the skills they learnt in college are helping them succeed at work.
It is good to see Australian universities impressing on the world stage. The recent release of the Times Higher Education World Reputation Rankings shows eight of our universities are now ranked among the top 200 in the world.
The results of US survey published on the Harvard Business Review blog found 54% of employees don’t have the skills they need to do their current job and less than half believe the skills they learnt in college are helping them succeed at work. w3
Technology has many benefits but nothing beats face to face communication when it comes to the networking and knowledge sharing needed to find and nurture the very best people.
The knowledge economy is growing rapidly and creating 95% of Australia’s projected jobs growth, yet our cities have a long way to go to compete with the global hubs that attract the best talent.
What enables us to deliver impressive hiring results beyond borders? The recruitment skills of our people and the technology we utilise are part of the reason, but ultimately it’s our ability to collaborate, build relationships and drive results that makes distance no barrier to success.
Over our 20 years in the industry, Ben and I have seen a growing trend toward transactional engagement between clients and suppliers. Regardless of the reason, the result is most often the same: a focus on time and cost over quality and delivery of true value. So how do you stop burnout and create a culture of consulting?
For the majority of paraplanners, their role is not a career destination but a stepping stone on the path to more senior financial planning positions. So what can employers do to mitigate the risk of losing great paraplanning staff?