Teamworking becomes most sought-after skill
Recruiter, 11 January 2006
Teamwork and interpersonal skills are the most valued abilities for today's employers, surpassing a range of more traditional recruitment requirements.
Super happy people
Human Resources, January 2006
Recent research shows that employees at companies with the strongest brands are happier at work. But do brands really drive people - or do people drive brands?
Profile candidates to boost success
Recruiter, January 2006
Profiling candidates from recruitment jobs before hiring them could give employers as high as an 80% chance of avoiding hiring the wrong people, researchers say.
Building the perfect beast
Recruiter, January 2006
Is it an outgoing personality, top-notch sales and admin skills or a sharp commercial awareness? Or maybe some are just born to do it? Steve Hensley finds out what makes the perfect recruiter.
Lack of sense of achievement drives staff turnover says survey
Recruitment Consultant 01/06 Issue 41
A study by Sirota Survey Intelligence has found that the main reason that workers leave their jobs in not dissatisfaction with money or employers but with the work they are required to do.
Recruitment
The HR Director's Yearbook 2006
Companies know that recruitment is a major expense and are trying to mitigate the cost by using new media. Crucially, too, they are seeking the skills that will help improve retention.
A selection model for civvy street
Human Resources, December 2005
Business can learn a lot from the Army's rigour in testing the suitability of potential officers.
Recruitment
The HR Director's Yearbook 2006
Companies know that recruitment is a major expense and are trying to mitigate the cost by using new media. Crucially,too, they are seeking the skills that will help improve retention.
Blue Skies Thinking
People Management, 8 December 2005
A more professional approach to recruitment and smarter use of job advertising have broadened the Environment Agency's appeal as an employer.
Grade inflation makes choosing grads tough for employers
Recruitment Consultant 11/05 Issue 39
UK employers are having trouble recruiting good graduate workers because too many students are being awarded top grades, a new report has revealed.
Why the best leaders use their instinct
People Management, 10 November 2005
The most successful leaders are those who have an intuitive ability to read and adapt to changing business conditions.
A Fresh focus on building a brand that will help you to attract the best talent
People Management, 10 November 2005
Can the conventional concept of brand management be applied to employers. A strong employer brand clearly increases an organisation's ability to attract and retain good people and reduce recruitment costs, turnover and sickness absence.
Executive Delay
Recruitment Consultant 11/05 Issue 39
Recruitment delays are costing average UK businesses two years in senior management time according to new research by resourcing specialists Executives Online.
Plan for a successor or lose out
Recruiter, 2 November 05
Poor succession planning is wiping £2bn a year from the stock market value of FTSE 350 companies
Bye-by to bad hires
Recruiter, 2 November 05
You'd think that a business that had identified that their recruitment process recorded only a 65% success rate would take action. But according to research from the Centre for Creative Leadership, 35% of all executives in a new job leave voluntarily, are terminated, or received a poor performance review within 18 months.
HR has to match employer and employee DNA
Human Resources Magazine, November 2005
What does HR mean to you? For me, HR is more fundamental than recruitment, remuneration, training and development. It's about how well an organisation marries its people to its core values and vision.
New age HR
Human Resources Magazine, November 2005
It's ironic: we're dealing with the most sophisticated beings on the planet - humans - and yet somehow we think that just sitting down once a year for an annual appraisal is going to be enough.
What motivates managers
Human Resources Magazine, November 2005
Managers look for jobs that are challenging and offer a sense of purpose. And they want to work for organisations that provide development opportunities, say Petra Cook and Richard Macmillan.
Note
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