The Employee Experience Lifecycle is both the employee journey and the HR processes that define every interaction with employees – from the initial job posting all the way through the exit interview. The goal is for employees to start, and end, their employee experience with nothing but good feelings about you and your company. 

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Employee experience drives productivity, revenues and employee retention. Take a journey through the Employee Experience Lifecycle to understand best practices that will help you improve your HR operations. 

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Part 3 of a 3-part Series

Talent acquisition professionals share their personal career stories, revealing how common it is for recruiters to come into the profession as a 2nd or 3rd career. Many were drawn to recruiting through serendipity or by seeking to expand their own careers in new and interesting ways.

In the culmination of this three-part series, top talent acquisition professionals share what additional advice they have for would-be recruiters.

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Part 2 of a 3-part Series

Is there something about having work experiences in other domains that helps people become top recruiters?  And what transferrable skills did they bring to the job that have helped them be so successful? Three top talent acquisition professionals who made the switch from completely different careers to ask three questions. How did you fall into recruiting? What capabilities are most important for someone considering a career in talent acquisition? Do you have any more advice for would-be recruiters? 

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Part 1 of a 3-part Series

Why are so many successful recruiters come from completely different career areas? Is there something about having work experiences in other domains that helps people become top recruiters? And what transferrable skills did they bring to the job that have helped them be so successful?

Hear from three top talent acquisition professionals—including our own Brenan German—who made the switch from completely different careers.

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Change management is nothing new. But rapid change management is. HR’s success in these endeavors has set high expectations. And today, major workplace and practice changes that used to take months or even years to do in a programmatic and organized way are now expected to be done at warp speed.

Based on our hundreds of engagements with companies across different industries, here are five tried-and-true HR management best practices for driving rapid change initiatives within any organization more quickly and effectively.

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If the last two years have taught us anything, it’s that change is inevitable—and it can happen fast. Many of us went from a fully staffed, mostly in-person, at-the-office work environment to an almost completely work-from-home (WFH) model—virtually overnight. Management of these efforts fell largely on HR and Training departments, which bravely rose to the challenge.

In any previous era, these types of major workplace and practice changes would have taken months or even years to implement in a programmatic and organized way. But now we’ve established a perceptual benchmark for the C-suite, who now expect us to turn on a dime, create new business processes, and implement entirely new guidelines…rapidly.

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In the world of dating, the act of “ghosting” – deleting someone, without warning, from all of one’s online connections and never contacting them again – is even worse than breaking up by text. And when the person being ghosted has sincere hope invested in a relationship that just evaporates without a trace, it feels rude and hurtful.

The world of recruiting has a lot in common with dating, especially when they’re meeting online and one party has considerably more invested in the relationship. And right now, I’m hearing from a growing number of hiring managers, recruiters and HR teams that some of their most promising job candidates are ghosting them.

Frustrating, isn’t it?

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Tech industry analysts and observers are saying the COVID-19 pandemic accelerated the pace of “digital transformation” in companies by five to seven years. And they are saying many of these changes — including those brought about by the shift to remote work — are here to stay.

In areas like e-commerce and customer service, the focus on digital transformation has been mostly positive, as retailers have upped their game by creating digital experiences that keep consumers engaged on shopping websites and with AI-fueled chat bots that replace customer service agents.

But as HR rushes to transform its operations through automation, we need to ask ourselves an important question, and keep asking it again and again as we forge ahead in this increasingly digital world: Are we doing enough to foster human connection?

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