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3 Takeaways from the 2019 ASHHRA Conference

Precheck

On-Site Job Offers: For some positions, Baptist Health is making a job offer before candidates leave the building in order to compete in a very competitive market. . The strategies outlined above are just a few examples that worked for Baptist Health. .

Elements of A Great Employee Performance Management System

EmployeeConnect

Managers and staff in today’s corporate environments often dread annual performance reviews that can be subjective, demeaning, disregarded and excessively time-consuming. However, designing an effective competency framework positions any business as an agile, flexible operation where Baby Boomers, Millennials and Gen X and Y workers can count on their work being valued on output and performance instead of how their work is accomplished logistically.

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A new operating model for talent acquisition

HR Times

That means linking recruitment more closely to overall corporate strategy as well as promoting a smoother ride for candidates through the process. Given the expense, corporate HR is the most likely choice to invest in the talent acquisition products that can make the company stand out.

The Business End of the Learning Stick: A 3 step program to establishing alignment

MapHR

Learning doesn’t drive the corporate strategy, it aligns with the strategy,” Martha Soehren said. For that to be the case, examine the implementation of current learning programs and business goals to aid in the production of an aligned strategy. In the case of Parkland Health and Hospital System, learning goals align with the organizations overall strategy through culture, employee engagement, and patient satisfaction.

A new operating model for talent acquisition

HR Times

That means linking recruitment more closely to overall corporate strategy as well as promoting a smoother ride for candidates through the process. We found surveyed companies that connected hiring the most with strategy (13 percent of our survey) spent twice as much per new recruit as the companies that were the most reactive (35 percent). New employees were set up in learning plans as part of their onboarding, and HR took note of their competencies and career interests.