Blog Επιλογής Προσωπικού

Ένα νέο blog στο χώρο της Επιλογής Προσωπικού δημιουργήθηκε από μια ομάδα προπτυχιακών φοιτητών του τμήματος Διοικητικής Επιστήμης και Τεχνολογίας του Οικονομικού Παν/μίου Αθηνών το οποίο αξίζει να επισκεφτείτε.
Βρίσκεται στην ακόλουθη ιστοσελίδα.

The average cost of absence has increased to £666 per employee per year

Μια πολύ ενδιαφέρουσα έρευνα παρουσίασε πρόσφατα το CIPD. Πρόκειται για την ετήσια έρευνα απουσιών στην Μ. Βρετανία από την οποία προέκυψαν μια σειρά ιδιαίτερα ενδιαφέροντων αποτελεσμάτων. Μεταξύ άλλων:

• Το μέσο κόστος των απουσιών για μια επιχείρηση αυξήθηκε σε £666 (841 Ευρώ) ανά εργαζόμενο τον χρόνο
• Οι ημέρες των απουσιών κυμαίνονται σε 8 ημέρες ανά εργαζόμενο τον χρόνο και
  
• Το 36% των επιχειρήσεων δεν προσφέρουν κανένα συστηματικό πρόγραμμα αντιμετώπισης των απουσιών.

Περισσότερες πληροφορίες για την έρευνα αλλά και την συνολική αναφορά των αποτελεσμάτων μπορείτε να βρείτε εδώ.

Greek companies appear relatively optimistic while recruitment activity remains stable

The Recruitment Confidence Index for the 2nd half of 2008 was relatively decreased according to the results of the survey which is conducted by the ALBA Applied Research & Innovation Department. The survey is conducted every six months and its main objective is to explore the perceptions and trends of the companies regarding their recruitment processes and methodologies for the next six months.

The 2nd round of the Survey was conducted during May-June 2008, with the support of ECDL Hellas and with the collaboration of the Federation of Greek Enterprises (SEV). More than 1900 invitations were sent to companies based in Greece. In total, 227 companies, 65% Greek and 35% multinational, completed the online questionnaire.

According to the survey results, the RCI for the 2nd half of 2008 is 121.5 for all companies' personnel and 113 for specialized employees. The Index has slightly decreased compared to the previous round (124 and 117 respectively).

The main conclusions for the 2nd half of 2008 are the following:

- Companies at their majority are expected to increase their activities of attracting and recruiting new personnel, however, they appear to be less optimistic on employing new personnel during the next six months, compared to last year

- One out of two companies are expected to increase the number of their employees during the next six months (approx. 52.4%), while one out of three will not make any recruitments (33.5%)

- The majority of participating companies (52.8%) expect that salaries will increase more or less equal to the collective employment agreements (4 to 6%). Yet, a respectable percentage of the participating companies (19.9%) expect salaries to increase by more than 6%

- One out of two companies is expected to select young graduates and junior level employees, while one out of three is expected to employ specialised personnel (53.7% and 34.9% respectively)

- Companies are expected to look for new personnel mostly in the fields of Sales, Customer Service, IT, Marketing, Accounting & Finance. It is worth mentioning that there is a decrease in the trend of recruiting people for all companies' departments except for the IT field, where recruitment activities gradually increase

- However, companies expect difficulties in finding the right people for vacant positions, for the Sales and IT departments
- Companies at their majority appear optimistic for their future (73.2% of the sample)

- The methods/tools most commonly used by the companies during the process of attracting and selecting new personnel appear to be the job searching websites, the newspaper ads, the internal curriculum vitae databases of the companies, and the internal search methods. There is also a good percentage of companies though, that prefer to use the word of mouth in order to attract new employees

- Certified advanced IT knowledge is considered a key factor for employee selection for positions in the Accounting and Marketing fields

- The construction industry shows fewer recruitment activities, remaining at the same levels as the previous round, whereas a slight decrease can be observed in the Pharmaceutical industry. Tourist companies continue to be optimistic and to present lower numbers of employee turnover. IT companies also expect a slight increase in the difficulty in finding employees. Regarding the banking sector, it is worth mentioning that compared to the previous round, there is a decrease in the number of new employees, and a slight increase in the employee turnover and the difficulties they expect for recruiting new personnel

- There are no significant differences between the responses of the companies based in Attica and the rest of Greece

10.1% of the respondents are companies from the IT and telecommunications sector, 21.1% are manufacturing companies, 15.9% from the services sector, while 19.8% are commercial companies. Representative companies from the banking sector, construction industry, tourism, logistics and media also participated in the survey (percentages varied from 3 to 7.5%). Concisely, 93% of the companies are private, with the vast majority based in Attica (80.4%). Concerning the size of the companies that participated in the survey, 41% are companies with less than 100 employees, 16.3% are companies with 200-499 employees, 16.7% are companies with more than 1000 employees, while 14.5% are companies with 100 to 199 employees.

The collection of data for the 1st half of 2009 will take place during December 2008 -January 2009. You may download the complete report with the results of the survey here: http://www.alba.edu.gr/rci/RCI_Report_2008_B.pdf

Today's Top 10 Talent-Management Challenges

Το περιοδικό Business Week δημοσίευσε πρόσφατα ένα άρθρο του Harvard Business Review με το Top 10 Talent-Management Challenges. Αυτές είναι οι ακόλουθες:

1. Attracting and retaining enough employees at all levels to meet the needs of organic and inorganic growth. All three companies are facing a talent crunch. Essar, for example, has grown from 20 thousand employees to a staggering 60 thousand in the past 3 years. Fifty-five percent of their employees have less than two years of tenure.

2. Creating a value proposition that appeals to multiple generations. With four generations in today's workplace, most companies are struggling to create an employee experience that appeals to individuals with diverse needs, preferences and assumptions. The Gap, for example, has 153,000 people in its workforce. The stores have a high percentage of Gen Y employees, while corporate roles and leadership ranks are primarily made up of Gen X'ers and Boomers. How does one create a compelling employee value proposition for the organization?

3. Developing a robust leadership pipeline. I believe one of the biggest potential threats to many corporations is a lack of a robust talent pool from which to select future leaders. This is in part a numbers issue—the Gen X cohort is small and therefore, as I like to say, precious. But it's also an interest issue—many members of Gen X are simply not particularly excited about being considered for these roles. There was wide agreement among the panelists that a lack of individuals ready to move into senior client manager and leadership roles is a critical challenge.

4. Rounding out the capabilities of hires who lack the breadth of necessary for global leadership. It's relatively straightforward to identify and assess experts in specific functional or technical arenas, but much more difficult to determine whether those individuals have the people skills, leadership capabilities, business breadth, and global diversity sensibilities required for the nature of leadership today. Increasingly, the challenge of developing these broader skill sets falls to the corporations. Essar has formed an academy specifically to develop and groom its own leaders.

5. Transferring key knowledge and relationships. The looming retirement of a significant portion of the workforce challenges all companies, but particularly those who are dependant on the strength of tacit knowledge, such as that embedded in customer relationships, a key to Mercer's business success.

6. Stemming the exodus of Gen X'ers from corporate life. A big threat in many firms today is the exodus of mid-career talent—people in whom the organization has invested heavily and in whom it has pinned it hopes for future leadership. For example, developing talent management practices and programs calibrated to leverage technology and create greater work/life balance has been a priority for Mercer over recent years.

7. Redesigning talent management practices to attract and retain Gen Y's. The challenge of calibrating talent management practices and programs to attract and engage our young entrants is critically important to all firms and particularly so for firms that depend on a strong flow of top talent, such professional service firms like Mercer. All three panelists agreed that making the business infrastructure more attractive to Gen Y is a high priority.

8. Creating a workplace that is open to Boomers in their "second careers." Age prejudice still exists, but smart companies are looking for ways to incorporate the talents of Boomers and even older workers in the workforce. In many cases, this requires rethinking roles and work relationships.

9. Overcoming a "norm" of short tenure and frequent movement. Some industries, such as specialty retail, are known for having a very disposable view of talent. Companies intent on changing that norm, such as The Gap, must address both external influences in the marketplace and an internal mindset. The Gap believes retaining employees in roles for 3+ years will be a key to their future earnings growth.

10. Enlisting executives who don't appreciate the challenge. Many talent executives complain that business leaders still believe that people are lined up outside the door because of the power of the company's brand. The challenge of enlisting the support of all executives for the transition from a talent culture that has traditionally operated with a "buy" strategy to one that places more emphasis on "build" is widely shared.

6 Good Recruitment Metrics

Recruiting metrics require a number of characteristics to be considered effective and reliable:

• Metrics must be predictive and actionable. Statistics need to provide information that can be acted upon by providing data to indicate trends.
• Metrics must be tracked over time in order to generate internal benchmarks and analyze internal performance.
• Recruitment metrics should include both quantitative and qualitative aspects. Time and cost obviously comprise the quantitative aspects of recruitment metrics, while productivity, retention, efficiency, and candidate performance comprise the qualitative aspects.

Περισσότερα μπορείτε να διαβάσετε εδώ.

Social-networking-background-check Site Launches

Έχουμε αναφερθεί αρκετές φορές στον ρόλο των ιστοσελίδων κοινωνικής δικτύωσης (e.g. MySpace, LinkedIn, κλπ.) στην σύγχρονη προσέλκυση-επιλογή προσωπικού. Πρόσφατα αναπτύχθηκε στις ΗΠΑ μια νέα ιστοσελίδα όπου οι επιχειρήσεις μπορούν να αναζητούν το profile του υποψηφίου που τους ενδιαφέρει ταυτόχρονα σε μια ιδιαίτερα εκτενή λίστα από social-networking sites.

Περισσότερα μπορείτε να δείτε εδώ.

Banning Genetic Discrimination (U.S.)

The Senate passed the Genetic Information Non-Discrimination Act by a vote of 95-0 on April 24 after purportedly strengthening some language that protects insurance companies from excessive lawsuits.
The bill was then sent back to the House, which approved a previous version by a vote of 420-3, for a second vote on May 1, for which the outcome was not in doubt. Bush has agreed to sign the final bill.
The final version leaves open the possibility that employers could be sued for receiving an employee's genetic information, even if that information is never used.

"Business groups support the purpose of the law but worry about the unintended consequences that may ensue from the restrictions on information about genetic information. The bill leaves open the possibility that employers can be sued for just receiving -- not acting upon -- a worker's genetic information."

Μεγάλο το πρόβλημα των διακρίσεων στην αγορά εργασίας

Οι γυναίκες έχουν 20% μικρότερες πιθανότητες από τους άνδρες να εργάζονται επί πληρωμή σε χώρες του ΟΟΣΑ, ενώ τα χρήματα που κερδίζουν είναι κατά μέσον όρο λιγότερα κατά 17% από όσα κερδίζουν οι άνδρες, σύμφωνα με την τελευταία έκθεση για τις Προοπτικές Απασχόλησης 2008, του Οργανισμού Οικονομικής Συνεργασίας και Ανάπτυξης.

Η έκθεση του ΟΟΣΑ τονίζει ιδιαίτερα την ανάγκη να ενταθούν οι προσπάθειες καταπολέμησης και εξάλειψης των διακρίσεων. Η προώθηση ίσων ευκαιριών αποτελεί βασικό στόχο των σχετικών πολιτικών στις χώρες του ΟΟΣΑ, και ουσιαστικά όλες έχουν θεσπίσει νόμους κατά των διακρίσεων κατά τις τελευταίες δεκαετίες. Αλλά οι κυβερνήσεις χρειάζεται να πράξουν ακόμη περισσότερα για να διασφαλίσουν ένα πεδίο ίσων όρων για όλους, αναφέρει η έκθεση.

Περισσότερα στην Καθημερινή, ενώ εδώ μπορείτε να δείτε όλη την σχετική έρευνα που δημοσίευσε πρόσφατα το Ευρωβαρόμετρο σχετικά με τις διακρίσεις στην ΕΕ.