netrashetty
Netra Shetty
Palm, Inc. is a smartphone manufacturer headquartered in Sunnyvale, California that is responsible for products such as the Pre and Pixi as well as the Treo and Centro smartphones. Previous product lines include the Palm Pilot, Palm III, Palm V, Palm VII, Zire and Tungsten. While their older devices run Palm OS Garnet, four editions of the Treo run Windows Mobile. In early 2009 Palm announced a new operating system, webOS, replacing the original Palm OS Garnet in their newest devices.[3]
On April 28, 2010, HP announced that it had agreed to acquire Palm for $1.2 billion.[4] The deal was completed on July 1, 2010.[5] The Palm global business unit will be responsible for webOS software development and webOS based hardware products, from a robust smartphone roadmap to future slate PCs and netbooks.
In order to give you a clear picture of the key elements of a recruiting culture, will highlight the key elements that are generally required to be classified a true a recruiting culture.
These characteristics or focuses include:
Executive support. The CEO publicly declares themselves to be the "Chief Recruiting Officer" for the organization and also makes it clear that they accept the responsibility for ensuring that everyone contributes to the recruiting effort.
Every employee is a recruiter. Every employee is told prior to being given an offer letter that no matter what their job title, they are expected to seek out the very best "future coworkers" 24/7. In some recruiting cultures, they go the next step, which involves customers and former employees as both recruiting targets and referral sources.
A strong brand. The entire organization commits to building the strongest employment brand (external reputation and image) in the industry by doing its part to ensure that the organization's best management practices are talked about in the media and at industry events. Having every employee talking to and sharing success stories with numerous colleagues and strangers as part of the referral program also contributes to building a strong brand reputation.
Top-performer focus. The focus is on identifying currently employed top performers for all key jobs (as opposed to unemployed individuals). Because they are top performers and already have a job, they are the hardest to recruit and the most valuable once they are landed. Because these individuals are currently employed, "personal courting" and relationship-building approaches are used to build their trust and to convince them over time that they should join the organization.
Referral program. The primary recruiting tool is the employee referral program because not only does it produce the best results but it also involves every employee in the recruiting process. While referral bonuses might be offered, the key driver is convincing employees that it's in their own best interests to build a team of employees that can drive business results. In a recruiting culture, referrals are expected not just from employees but also from consultants, vendors, and even customers.
Competitive analysis. The strategic goal is for recruiting not just to be "good overall," but to be a sustainable competitive advantage for the firm. As a result, the recruiting department completes a competitive analysis which directly compares its recruiting program, practices, and results to those of the firm's primary talent competitors. As part of this side-by-side comparison process, "competitive slotting" (hiring to counter the strengths and weaknesses of your competitors) is also an important part of the strategy.
Source impact. The recruiting department constantly gathers data to first identify and then to focus the organization's efforts on the sources that have actually produced top-performing hires. This data generally shows that recruiting should focus on recruiting away the very best at other firms using referrals and industry/professional events.
Recruiting is rewarded. Because great recruiting, retention, internal movement, and employee development are critical to every manager's success, they are made a significant part of each manager's bonus criteria.
A sales and marketing approach. All recruiting cultures realize that recruiting is just another form of selling and as a result, the recruiting department works closely with the sales and marketing departments to ensure that recruiting practices "mirror" the very best sales strategies and approaches.
Internal competition. Recruiting and retaining top performers must become a business success metric f or every function and business unit. Competition between managers and teams should be enhanced by distributing ranked recruiting and referral results to all managers and employees so that everyone knows who is doing and not doing their part.
Future focused. Rather than just reacting to openings, processes are developed to ensure that sufficient talent is available in advance for growth and new business initiatives. This means that workforce planning is an integral part of both business planning and recruiting.
Retention and blocking. Because recruiting cultures are so successful at attracting top performers and building their external image, their own employees may become the targets of other firms that also want to be the best. Rather than bemoaning that fact, they consider it a compliment. However, they don't just sit back; they have an aggressive process for identifying who might be poached, who is doing the poaching, and what is needed to retain critical talent. A "blocking strategy" is implemented to minimize losses.
Jobs are prioritized. Even in a recruiting culture, focus your recruiting efforts and resources on the jobs that have the most business impact. As a result, recruiting cultures identify mission-critical jobs and key business units and then they prioritize their time and budgets to match those priorities.
Speed. Because the top-performing individuals that recruiting cultures are targeting are often snapped up within days of deciding to leave their current or organization, recruiting cultures develop processes which, while they assess individuals over time, still have the capability of literally hiring them in one day, when the marketplace demands it.
Evergreen jobs. Most recruiting cultures realize that there are certain skills that the organization will never have too many of. As a result, a few mission-critical jobs are designated as evergreen jobs, where hiring is continuous without the need for an open requisition.
Candidates are treated like customers. In a recruiting culture, the wooing process is expected to take a long time because top performers already have a job and are likely to be treated well at their current firm. Recruiting cultures realize that every interaction with potential candidates over this long period is a critical opportunity to impress them. As a result, recruiting works with the customer relationship management department to ensure that its recruiting processes treats candidates like customers. This means using a customer relationship management approach not only in how they are treated (i.e. A Candidate's Bill of Rights) but also by assessing their satisfaction and by gathering critical information about the specific criteria that must be met before each individual will accept a job with your firm.
On April 28, 2010, HP announced that it had agreed to acquire Palm for $1.2 billion.[4] The deal was completed on July 1, 2010.[5] The Palm global business unit will be responsible for webOS software development and webOS based hardware products, from a robust smartphone roadmap to future slate PCs and netbooks.
In order to give you a clear picture of the key elements of a recruiting culture, will highlight the key elements that are generally required to be classified a true a recruiting culture.
These characteristics or focuses include:
Executive support. The CEO publicly declares themselves to be the "Chief Recruiting Officer" for the organization and also makes it clear that they accept the responsibility for ensuring that everyone contributes to the recruiting effort.
Every employee is a recruiter. Every employee is told prior to being given an offer letter that no matter what their job title, they are expected to seek out the very best "future coworkers" 24/7. In some recruiting cultures, they go the next step, which involves customers and former employees as both recruiting targets and referral sources.
A strong brand. The entire organization commits to building the strongest employment brand (external reputation and image) in the industry by doing its part to ensure that the organization's best management practices are talked about in the media and at industry events. Having every employee talking to and sharing success stories with numerous colleagues and strangers as part of the referral program also contributes to building a strong brand reputation.
Top-performer focus. The focus is on identifying currently employed top performers for all key jobs (as opposed to unemployed individuals). Because they are top performers and already have a job, they are the hardest to recruit and the most valuable once they are landed. Because these individuals are currently employed, "personal courting" and relationship-building approaches are used to build their trust and to convince them over time that they should join the organization.
Referral program. The primary recruiting tool is the employee referral program because not only does it produce the best results but it also involves every employee in the recruiting process. While referral bonuses might be offered, the key driver is convincing employees that it's in their own best interests to build a team of employees that can drive business results. In a recruiting culture, referrals are expected not just from employees but also from consultants, vendors, and even customers.
Competitive analysis. The strategic goal is for recruiting not just to be "good overall," but to be a sustainable competitive advantage for the firm. As a result, the recruiting department completes a competitive analysis which directly compares its recruiting program, practices, and results to those of the firm's primary talent competitors. As part of this side-by-side comparison process, "competitive slotting" (hiring to counter the strengths and weaknesses of your competitors) is also an important part of the strategy.
Source impact. The recruiting department constantly gathers data to first identify and then to focus the organization's efforts on the sources that have actually produced top-performing hires. This data generally shows that recruiting should focus on recruiting away the very best at other firms using referrals and industry/professional events.
Recruiting is rewarded. Because great recruiting, retention, internal movement, and employee development are critical to every manager's success, they are made a significant part of each manager's bonus criteria.
A sales and marketing approach. All recruiting cultures realize that recruiting is just another form of selling and as a result, the recruiting department works closely with the sales and marketing departments to ensure that recruiting practices "mirror" the very best sales strategies and approaches.
Internal competition. Recruiting and retaining top performers must become a business success metric f or every function and business unit. Competition between managers and teams should be enhanced by distributing ranked recruiting and referral results to all managers and employees so that everyone knows who is doing and not doing their part.
Future focused. Rather than just reacting to openings, processes are developed to ensure that sufficient talent is available in advance for growth and new business initiatives. This means that workforce planning is an integral part of both business planning and recruiting.
Retention and blocking. Because recruiting cultures are so successful at attracting top performers and building their external image, their own employees may become the targets of other firms that also want to be the best. Rather than bemoaning that fact, they consider it a compliment. However, they don't just sit back; they have an aggressive process for identifying who might be poached, who is doing the poaching, and what is needed to retain critical talent. A "blocking strategy" is implemented to minimize losses.
Jobs are prioritized. Even in a recruiting culture, focus your recruiting efforts and resources on the jobs that have the most business impact. As a result, recruiting cultures identify mission-critical jobs and key business units and then they prioritize their time and budgets to match those priorities.
Speed. Because the top-performing individuals that recruiting cultures are targeting are often snapped up within days of deciding to leave their current or organization, recruiting cultures develop processes which, while they assess individuals over time, still have the capability of literally hiring them in one day, when the marketplace demands it.
Evergreen jobs. Most recruiting cultures realize that there are certain skills that the organization will never have too many of. As a result, a few mission-critical jobs are designated as evergreen jobs, where hiring is continuous without the need for an open requisition.
Candidates are treated like customers. In a recruiting culture, the wooing process is expected to take a long time because top performers already have a job and are likely to be treated well at their current firm. Recruiting cultures realize that every interaction with potential candidates over this long period is a critical opportunity to impress them. As a result, recruiting works with the customer relationship management department to ensure that its recruiting processes treats candidates like customers. This means using a customer relationship management approach not only in how they are treated (i.e. A Candidate's Bill of Rights) but also by assessing their satisfaction and by gathering critical information about the specific criteria that must be met before each individual will accept a job with your firm.
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