Congrats on Those New Hires. Now, How Do You Retain Them?

2011 ◽  
Author(s):  
Jan Epp
Keyword(s):  
New Hires

scholarly journals Does Online Search Improve the Match Quality of New Hires?

2021 ◽  
pp. 101981
Author(s):  
Nicole Gürtzgen ◽  
Benjamin Lochner ◽  
Laura Pohlan ◽  
Gerard J. van den Berg
Keyword(s):  
Online Search ◽  
Match Quality ◽  
New Hires

scholarly journals How Do Prior Ties Affect Learning by Hiring?

2018 ◽  
Vol 46 (2) ◽  
pp. 287-320 ◽  
Author(s):  
Vivek Tandon ◽  
Gokhan Ertug ◽  
Gianluca Carnabuci
Keyword(s):  
Organizational Learning ◽  
Knowledge Base ◽  
Learning Outcomes ◽  
Theoretical Understanding ◽  
Explorative Learning ◽  
Managerial Implications ◽  
Exploitative Learning ◽  
Using Data ◽  
Electronics And Electrical ◽  
New Hires

Research has shown that hiring R&D scientists from competitors fosters organizational learning. We examine whether hiring scientists who have many collaborative ties with the hiring firm prior to the mobility event produces different learning outcomes than hiring scientists who have few or no such ties. We theorize that prior ties reduce explorative learning and increase exploitative learning. Namely, we posit that prior ties lead the hiring firm to focus on that part of a new hire’s knowledge with which they are already familiar and that they help appropriate the new hire’s newly generated knowledge. At the same time, prior ties induce new hires to search locally within the hiring firm’s knowledge base and to produce more incremental, lower-impact innovations. Using data on R&D scientists’ mobility in the Electronics and Electrical Goods industry, we find broad support for our hypotheses. Our results extend our theoretical understanding of learning-by-hiring processes and bear practical managerial implications.

scholarly journals Talent Acquisition Under Human Resource, In Satlink Consultancy Services, Chennai

2019 ◽  
Vol 8 (2S8) ◽  
pp. 721-727
Keyword(s):  
Human Resource ◽  
Lead Time ◽  
Relevant Information ◽  
Initial Screening ◽  
Background Checks ◽  
Talent Acquisition ◽  
New Hires ◽  
Documentation Work ◽  
Taking Care

Analysis of requirements given by clients & acquire talent.Effective initial screening for the tenured to check the stability.Responsible for the back end work of screening applicants, mapping the resumes with the requirements and maintaining database for future references.Involved in Sourcing of Profiles via various mediums to match the requirements in terms of suitability, lead time and salary guidelines.Coordinating for documentation work. Maintained and corrected the database of the joiners in the company on a regular basis, Coordinating for the Background Checks. Maintained and updated files and retrieve relevant information as and when required. Follow up with offered Candidate till joining. Taking care of Joining of New Hires. To prepare and complete his/her Personal File. Issuing Offer Letters / Appointment Letters

Predictors of job tenure for new hires with mental retardation

2003 ◽  
Vol 24 (5) ◽  
pp. 369-380 ◽  
Author(s):  
Kristen Pierce ◽  
Suzanne McDermott ◽  
Stanley Butkus
Keyword(s):  
Mental Retardation ◽  
Job Tenure ◽  
New Hires

scholarly journals Unemployment Fluctuations, Match Quality, and the Wage Cyclicality of New Hires

2016 ◽  
Author(s):  
Mark Gertler ◽  
Christopher Huckfeldt ◽  
Antonella Trigari
Keyword(s):  
Match Quality ◽  
Wage Cyclicality ◽  
New Hires

Subspecialty Employment Needs in Academic Radiology Settings Across Canada

2020 ◽  
pp. 084653712091081
Author(s):  
Darya Kurowecki ◽  
Bruce B. Forster ◽  
Michael N. Patlas
Keyword(s):  
Interventional Neuroradiology ◽  
Fellowship Training ◽  
Abdominal Imaging ◽  
Radiology Department ◽  
Department Heads ◽  
Academic Leaders ◽  
Academic Radiology ◽  
Employment Needs ◽  
Academic Year ◽  
New Hires

Purpose: The purpose of this survey was to identify current and projected subspecialty employment needs across Canadian academic radiology practices. Methods: An electronic survey was distributed to academic radiology department heads within the faculties of medicine at Canadian universities between September and October 2019. Respondents identified the number of partnership track radiologists hired in the last academic year, the number of fellowship-trained new hires, and the top 3 subspecialties for new and prospective hires. Descriptive statistics were used to summarize the data. Results: Nine academic radiology department heads responded to the survey (75% response rate) with good regional representation across Canada. Ninety-five percent of new hires within the last academic year were subspecialty fellowship trained. The top subspecialties for new hires in the last year were abdominal imaging and interventional neuroradiology, with 77.8% and 44.4% of academic leaders reporting them as one of the top 3 subspecialties, respectively. The top 3 subspecialties for prospective hires in the next academic year included musculoskeletal imaging (n = 6, 66.7%), followed by abdominal imaging (n = 5, 55.6%), with pediatric radiology (n = 3, 33.3%) and cardiothoracic imaging (n = 3, 33.3%) tying for third place. There was some variability in the subspecialty needs for hires between regions. Conclusions: The survey results provide valuable information about the current and future subspecialty needs of academic radiology practices. The data obtained can provide guidance to trainees regarding fellowship training options that will optimize their future employability.

What every employer needs to know about I-9 audits

2019 ◽  
Vol 18 (2) ◽  
pp. 71-75
Author(s):  
Robert Basso
Keyword(s):  
Design Methodology ◽  
Practical Experience ◽  
Business Owners ◽  
Recent Case ◽  
Content Type ◽  
Staff Members ◽  
The Difference ◽  
Immigration And Customs Enforcement ◽  
File Folder ◽  
New Hires

Purpose This paper aims to put I-9 audit and its compliance into perspective for employers. The paper explains what an I-9 audit is, what it means for employers, who is responsible for maintaining its forms, types of businesses most targeted for I-9 audits, what happens when notified that one is being audited, what type and how much penalties does a business incur if it fails to comply, the difference between technical and substantive violations, factors that Immigration and Customs Enforcement considers for determining penalty amounts against employers, what businesses should do if targeted with I-9 audit, business owners’ I-9 audit rights and how to proactively avoid being targeted by an I-9 audit. Design/methodology/approach The content of this paper was generated through practical experience, interaction with corporate entities and HR staff members, as well as industry knowledge and observations. Findings Every audit is different. It should be expected that all details be examined closely. In the recent case of a business subjected to an I-9 audit, auditors closely examined details of sections 1 and 2 of the I-9 forms for all new hires but did not examine section 3 for re-hires. This reinforces the importance of employers keeping careful track of records for all new hires. All employee I-9 forms should be filed together in a binder or file folder separately from employees’ HR file. While re-hires were not examined, this is no excuse for not properly re-verifying and tracking this information. Originality/value This paper was developed because of the interactions with companies that are facing the issue of I-9 audits. The author developed his responses to help HR leaders and managers better understand and address the challenges as well as the process associated with I-9 audits.

Sign in / Sign up

Export Citation Format

Share Document