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How To Fill Hard-To-Fill Positions

This session will explore a variety of innovative approaches for acquiring the skills and capabilities required to perform required job tasks, and also focus on more effective recruitment strategies.

Webinar Id: 702133   |   Refund Policy
Instructor:
Harold P Brull
Duration:
90 Minutes
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$195.

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Corporate Recorded
$395.

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The use of this seal confirms that this activity has met HR Certification Institutes (HRCI) criteria for recertification credit pre-approval.

This activity has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI). Please make note of the activity ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org."


Overview: The simple truth is that selection doesn't make candidates any better. The quality of your applicant pool ultimately determines the success of your hire. Since selection is a pipeline that begins with recruitment, finding qualified applicants is the first, and potentially most critical, aspect of the hiring process.

Some positions are relatively easy to fill. Both external factors, e.g. unemployment, and internal conditions such as high pay, good reputation, etc. can attract an ample number of qualified applicants. This webinar, however, focuses on situations where, for whatever reason, the typical recruitment practices fail to yield the desired results.

The session will begin with understanding the underlying causes behinds the shallow, or, in some cases, bone-dry, applicant pool. The discussion will then focus on more effective recruitment strategies. Finally, this session will explore a variety of innovative approaches for acquiring the skills and capabilities required to perform required job tasks.

Why should you Attend: Trying to fill a position and not attracting a sufficient number of qualified candidates is akin to hosting a party and having nobody show up. This is particularly vexing since you have undoubtedly invested both time and expense - not to mention having critical tasks left undone or added to others plates.

This webinar will offer more effective, and cost efficient, recruiting strategies as well as help participants diagnose the underlying causes behind lack of recruiting success. In addition, the webinar will explore a wide variety of alternative strategies that can be implemented in order to acquire necessary talents and capabilities. Some of these will be short-term, stop-gap measures; others will take a longer perspective.

Areas Covered in the Session:
  • The hiring pipeline
  • Common reasons behind low candidate interest
  • The relationship of experience to excellence
  • The fallacy of the over-qualified candidate
  • Diagnosing the difficulty
  • Inside-the-box strategies
  • Increasing recruitment effectiveness
  • Predictors of success and failure
  • Technical competence - minimum qualifications
  • Outside-the-box approaches

Who Will Benefit:
  • HR Generalists
  • HR Managers
  • Line Managers involved in Recruitment
  • Business Students
  • Business Owners
Instructor:

Harold P Brull served as Senior Vice-President of Personnel Decisions International (PDI), now Korn Ferry Leadership Consulting, for 36 years. During his tenure he has designed selection processes and systems for over 1,000 organizations ranging from ford Motor Company to the Peace Corps. Harry is a licensed psychologist and has taught industrial/organizational psychology at the undergraduate and graduate levels for 17 years. He has served as an expert witness in employment law cases in both state and federal court, representing both private and public-sector clients.

Harry served as President of the International Personnel Assessment Council and is the recipient of the Stephen E. Bemis Memorial Award and the Clyde J. Linley Exemplary Service Award. He was a charter member of the Minnesota Employment Law Council.


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