Browsing: Employer branding | Page 18 (264 items)

Employers will increasingly turn to crowdsourcing over outsourcing in the next decade, according to HR experts Jeanne C. Meister and Karie Willyerd, who predict social technologies will soon become a driving force in recruitment and corporate innovation.

An employee's failed unfair dismissal claim - lodged after he was sacked over a Facebook rant - reinforces that the concept of the "workplace" is not limited to its physical environment, says employment lawyer Lisa Berton.

Recruitment videos on YouTube are "the gift that keeps on giving" when it comes to engaging potential employees and building your employer brand, says the US-based director of sourcing and social strategy at Bernard Hodes Group, Jim Stroud.

All the effort that goes into setting up talent pools can be wasted if, when trying to engage potential candidates, a company promises things it can't deliver, says employer branding specialist Kara McLeod.

Employers should carefully vet the people who interact with candidates during the recruitment process, because the wrong personalities or attitudes toward the organisation can turn off potential hires, says recruitment executive James Nicholson.

A New Zealand employer, whose management team consists entirely of employees who were internally promoted, says a long-standing practice of developing talent from within has been "integral" to its success.

Every organisation has an employer value proposition; the trick is to uncover it, says AGL talent acquisition manager Stephen McSweeney.

Recent court rulings involving employees' social media "indiscretions" provide some guidance, but not certainty, for employers and workers, says employment lawyer Lisa Berton.

It's impossible to truly manage an employment brand online, but the people tasked with social media interaction must be willing to "take the high road every time" in order not to damage it, says talent communication specialist Jared Woods.

An employment contract is more than a legal document - it is a psychological contract that plays a fundamental role in shaping behaviour and performance, according to a new report from The Work Foundation.