The role provides a unique opportunity to transform the composition of the workforce and the success of an organization. Imagine a job whose requirements not only rely on improving product and increasing financial success, but also span across hiring and influencing corporate culture.
In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. For instance, 40 percent of U.S. companies can’t fill their open positions, according to a McKinsey Global Institute study that found that analytical, engineering, and management roles are the hardest to fill.
The gig economy continues to dominate trends in staffing, triggering new partnerships, driving technology innovations and forcing recruiters to wonder what role they will play in the future.
A good culture isn’t about free food and lava lamps—or even about the money, says Laszlo Bock, who oversaw the rapid growth of Google’s workforce from 6,000 to 76,000 people between 2005 and 2016 when he was senior vice president of people operations there.
As you know all too well, it’s hard to hold onto new employees. Thus, onboarding programs were born. The problem is, there are several reasons onboarding may not be working.