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Event Calendar / Sourcing is not the problem and passive candidates are not the solution
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Sourcing is not the problem and passive candidates are not the solution
Large companies receive 25,000, or more, resumes per week. A job posted on a major job board will generate on average 1400 applicants. As the jobless rate slowly ramps downward and disenchanted employees see encouragement to look elsewhere, these figures will rise. <br />
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Most open jobs attract many more applicants than almost anyone wants. Yet, of course, quantity does not equate to quality. Sourcing candidates has never been easier and will be easier still tomorrow and the day after. We will look at some of the more creative, sleuth-like approaches being used in online sourcing. These are interesting, but they do not solve the serious and fundamental problem: the right people all-too-often are not placed in the right job and the job all-too-often is not filled by the right person.<br />
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Passive candidates do not solve this in spite of the excessive and widespread longing for them evident in much commentary and recruiter behavior today. The reasons are 1) there is no compelling evidence that passive candidates are higher performers than others, and 2) there is compelling scientific evidence that selecting applicants (passive or active) on performance prediction does solve the underlying problem.<br />
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We will look at what performance prediction means and how it is applied in leading companies today to give them huge financial and operational advantages. The factors that predict performance are known and have been measured and verified in studies for several decades. There is little doubt about validity and relevance. The most important factors that predict importance in most jobs are: competencies (behaviors, learning aptitude, "how to do"), preferences (motivation, "will do"), and capabilities (skills, "can do"), mostly in that order. <br />
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The dominant bases for sourcing and selection today - the resume and the job post - contain almost no reliable information on any of the three primary performance predictors. They focus on experience, which correlates rather weakly with performance. The problem is not sourcing, it ispredicting performance.<br type="_moz" />
03/31/2011 3:30 pm o'clock
03/31/2011 4:30 pm o'clock
Debbie McGrath
City
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Webcast information

Who should participate:

Recruitment and talent acquisition managers, hiring managers, sourcers, talent managers, HR directors.

What you will learn:

We will look at what performance prediction means and how it is applied in leading companies today to give them huge financial and operational advantages. The factors that predict performance are known and have been measured and verified in studies for several decades. There is little doubt about validity and relevance. The most important factors that predict importance in most jobs are: competencies (behaviors, learning aptitude, "how to do"), preferences (motivation, "will do"), and capabilities (skills, "can do"), mostly in that order.

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