Our most comprehensive research offering, providing trend and benchmark data, best practices and thought leadership insight on 21 topics within the 12 core domains of talent acquisiton. A total of 9 reports covering the 12 core topic areas of talent acquisiton.

• Efficiency - How to develop recruiting efficiencies that are 25% better than industry norms.
• Effectiveness - How to optimize candidate quality, first year retention, and candidate job fit and performance, especially in large organizations where volume tends to compromise all three.
• Sourcing and Marketing - Best practice management and evaluation of complex sourcing operations and Internet channels; creating and maintaining a strong employer brand; and capitalizing on evolved candidate attitudes and behaviors.
• Business Impact - Best practice management and evaluation of complex sourcing operations and Internet channels; creating and maintaining a strong employer brand; and capitalizing on evolved candidate attitudes and behaviors.

As a closely interrelated set, these reports offer a comprehensive blueprint for 21st century corporate staffing excellence.

12 Month Membership value:

• 9 Topical Reports
  
• Quarterly research summaries
• 50 issues of our Weekly Research newsletter - news, trends, research
  
• Corporate Recruiting Report - single volume guide to 21st century recruiting
• Access to our extensive library of 280 published articles
• Data from over 100 proprietary and third party sources

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The economical alternative to our Enterprise Membership, consisting of our landmark, single volume Corporate Recruiting Report, 13th Ed. (CRR-13) plus 3 reports from our 2011-12 series of topical reports.  CRR-13 summarizes all our research up to 2011 in 21 chapters that cover the same areas of recruiting excellence as our Enterprise Membership.

• Efficiency — How to develop recruiting efficiencies that are 25% better than industry norms.
• Effectiveness — How to optimize candidate quality, first year retention, and candidate job fit and performance, especially in organizations where hiring volume may compromise all three.
• Sourcing & Marketing — Best practice management and evaluation of complex sourcing operations and Internet channels; creating and maintaining a strong employer brand; and capitalizing on evolved candidate attitudes and behaviors.
• Business Impact — Trading transactions for strategy, competing successfully for scarce resources, mastering business language, creating board-level communications, and developing metrics that make talent acquisition and management a corporate priority.

CRR-13 is the most comprehensive single volume guide to corporate staffing excellence on the market today and is ideal for

• Mid-size and smaller corporations that have to compete for talent with larger, better funded competitors
• Companies seeking to transition their recruiting operations from the transactional 20th century model to the strategic 21st century model 

In addition to CRR-13, Corporate Research Members choose 3 reports from our ongoing series of topical reports published in 2011 and 2012. These reports expand and update sections CRR-13 and are the advance research for CRR-14, which will appear later this year.

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In the 20th century corporate staffing model, technology merely facilitated recruiting activities; in the 21st century model it controls them. Because competitive advantage has become impossible without it, mastering today’s technology and anticipating tomorrow’s trends has become a critical staffing management competency.  Yet too few leaders are technology-competent. Staffing’s tradition has been to “use” technology tools, but to let the IT and finance departments “own” them.

Outlines what ownership means and how to achieve it. It is a roadmap for managers whose responsibility remains recruiting but who want better control of, and better performance from, their mission-critical tools. Written in non-technical language, the report includes:

• The critical differences between “usership” and “ownership”
• Why ownership is available to every staffing department manager
• How it confers competitive advantage
• The business and financial realities behind technology
• How to make the best technology choices
• How to justify technology investments to senior management
• How to partner with IT departments
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Available with a Research Membership

This report answers one of the most persistent and vexing questions facing recruiting managers: “Is there a rational and fair way to assign the correct requisition load to every recruiter regardless of their assignment?” We researched workloads back to 2002 (they ranged from less than 5 to more than 100!), analyzed the data, and have been able to establish reliable benchmarks for exempt, non-exempt and executive hires, and even more important, create a methodology that accounts for the 23 variables that can affect these numbers.

This report will allow you to

• Increase staff productivity and stability
• Poach top recruiters from less informed competitors
• Counter complaints with facts
• Use variables to adjust workloads
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Available with a Research Membership

As the 21st century Internet job market has expanded and fragmented, traditional sourcing and job advertising techniques have become increasingly inefficient. To boost performance, top recruiters have turned to powerful, proven marketing tools and techniques developed by business-to-consumer and business-to-business marketers. These  data and research based, analytical procedures focus on developing and nurturing brand equity and have dramatically improved cost and time results as well as candidate quality and fit. According to our research, they have become the number one reason why the performance gap between recruiting leaders and laggards is widening.

This important research report will show you

• How this evolution occurred and why
• What the new tools are and how to use them
• How to make the top of your recruiting funnel at least twice as efficient
• How to reassign your best staff to the highest value recruiting activities
• How to build a competitive, lasting job market brand that lowers costs and increases quality, even if your budget is modest

This report complements our Candidate Attitudes and Behaviors Report. More details >

Available with a Research Membership

Today’s job candidates are not yesterdays’. Thanks to the Internet, they are better informed, choosier, more opportunistic and critical, more mobile, and more self-protective than prior generations. Within six months of hire, 70% are already considering their next move, an attitude that has relatively little to do with economic conditions and a great deal to do with frayed social contracts and the most transparent job market that has ever existed. Employers who understand how these sentiments have affected candidate behavior, and have adapted their candidate sourcing, job marketing and candidate management accordingly, are outperforming competitors by large margins.

Explains:

• How and why the job market has fundamentally changed (for all candidates at all job levels)
• How those changes have empowered candidates and changed their behavior
• How they are using their new power to select employers
• Why traditional recruiting turns them off
• How to use this knowledge to significantly improve recruiting efficiency and effectiveness.
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Complements our Sourcing and Marketing Report.

Available with a Research Membership

Traditional recruitment outsourcing is overwhelmingly tactical and cost driven, providing employers with little strategic business advantage. Its replacement, strategic outsourcing, is one of the most powerful aspects of the 21st century staffing model that allows internal staffing resources to be refocused on activities with greater business impact.

• The Evolving Staffing Ecosystem – External trends affecting outsourcing; comparing the 20th and 21st century corporate staffing models; the evolution imperative and the consequences of not adapting.
    
• Tactical Outsourcing – The current status of recruitment outsourcing; ten-year trends and current metrics; changes in the job marketplace; business impact and value; the limits of recruiting efficiency.
   
• Strategic Outsourcing – Description and rationale; timing and impact; value vs. cost; defining core vs. non-core business activities; controversial aspects; success drivers and timing; key to success. More details >
  

Available with a Research Membership

One cannot manage effectively in today’s rapidly evolving staffing ecosystem without a working knowledge of the trends that are shaping it. They are the currents and tides on which all staffing boats float and and there are 13 of them. Unless managers know which direction each is flowing the only way they’ll be able to anchor in the right harbor at the end of the day is by pure luck.

This research report lays the foundation of all our other reports by explaining:

• All 16 trends in detail
• How they interact with each other
• Their confirmed affects on business, management thinking, recruiting departments, the job marketplace and job seekers
• Their probable future affects
• The new staffing competencies they require
• The performance penalties
  More details >

Available as a single report or with a Research Membership

Running an efficient department remains the most basic staffing management responsibility. Without demonstrating control of time and cost, managers bring little credibility to other discussions with senior management. But managing efficiency is tricky. Optimal efficiency is a double edge sword, as much a liability as an asset. Too much can hurt overall enterprise performance, so it must be managed in conjunction with effectiveness and business impact.

This research report will be our 14th recruiting efficiency study and the only one containing long term trend data as well as guidelines for reconciling efficiency with other staffing priorities.  It approaches efficiency as a practical necessity but also as only one of four critical areas of competence for 21st century staffing managers. And it doesn’t just provide industry benchmarks; it also explains how to achieve and defend the right efficiency for your specific organization. More details >

If efficiency is a staffing management prerequisite, effectiveness—putting the best people in the right jobs—is where the money is. Besides making hiring managers happy, effectiveness provides several other powerful business benefits:

• Great hires usually outperform fair or even good hires, leading to gains in business metrics like sales, customer satisfaction, growth, market share and profits.
   
• Retention, when properly calculated, provides much greater savings than the usual cost-per-hire calculations would suggest.

Few staffing managers take advantage of the influence that results from knowing how to quantify effectiveness and communicate its bottom-line business benefits. Our research shows that once they learn how, they can wield outsized influence in their organizations. More details >

The most comprehensive staffing operations guide on the market. Designed specifically to help corporate recruiters, HR managers and hiring managers plan for 2011 and increase efficiency.

Includes cost-saving best practices, technology resources, recruiting metrics, staffing trends research and much more.

*Included in Research Membership
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The Small and Mid-Size Business Edition  focuses on the issues most important to smaller enterprises – the core benchmarks of cost, time, quality, satisfaction, recruiter workload and retention – while also providing perspective on where the staffing profession is today and how it is changing.

Also included are important chapters on business language and communication, topics that are key to making the contributions of Staffing relevant to top management. 

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