linkedin 1Q18 - February 2018 NYC and Major metro Domestic Jobs Reports
https://www.linkedin.com/jobs/blog/linkedin-workforce-report-february-2018-new-york-ny
Sunday, February 18, 2018
linkedin 1Q18 - February 2018 NYC and Major metro Domestic Jobs Reports
linkedin 1Q18 - February 2018 NYC and Major metro Domestic Jobs Reports
https://www.linkedin.com/jobs/blog/linkedin-workforce-report-february-2018-new-york-ny
Tuesday, February 13, 2018
Oracle Taleo Alternatives and Competitors | G2 Crowd
A 2q18 look at ATS and HR Software (strictly on a name brand level / no features analysis just a population pull on some of the brand level competitors)
Oracle Taleo Alternatives and Competitors | G2 Crowd: Find the top-ranking alternatives to Oracle Taleo based on 163 verified user reviews and our patented ranking algorithm.
The underlying challenge is one of efficiency to needs and processing. The map of supply to demand or demand to supply requires facilitation of smooth transactions and a confidence in both side of the market - Labor and Employers that committing to these processes has some reasonable yield to return. Presently one could hypothesis that a weak correlation exsits between HR Software and Labor Side expectation of flow through to opportunities on corporate lines for Financial Services Entities and other aligned market sectors of skilled opportunities like Public Accounting, Audit et al. in the SME to Fortune 500 / FTSE 100 lines of the Market.
There are some notable rotten apples in the lines of HR and ATS tech frequently failing on perceived lines of weak programming on relational data bases to map stem and leaf lines of skills on data lines and some failures so glaringly obvious as to fail to default New York to New York on Regional lines and more. The general rule being the more time and process beyond resume upload the more diminished the likelihood of any candidate returns on the application AND inherently the less likely that the Entity is gaining any economic purchasing benefit from HR and ATS tracking other than a clerical line which may as well be a home grown data base on certain measures provided standardized statistics so potentially the only standing benefit is that the comparability and randomness of payroll, benefits, health and compliance are smoothed but the agility of purchasing power is still diminished based on how used.
Currently Talent in skilled industries meets entities on one of three major systems lines and one informal less rational economic purchasing lines from a numbers stand point:
1. HR and ATS Portals direct by client entry
2. HR and ATS Portals or sub portals TBC via recruiter entry
3. Vendor to Hire and Sub Contracting lines for Corp to Corp and Temp support lines
4. Word of Mouth and Larry knows Sally which may work on reputation and pricing for a more known element of talent but in the aggregate is less economically efficient potentially in that you are not working with strong knowledge of a talent pool
Labor>>>>>> HR Tech / ATS <<<<<<<<Demand
Data and Meta Data
Data Dictonaries and Cross Mapping
Labor Costs , Alleged STEM deficits and lack of vision or knowledge in HR Talent pools of Cross Skills and that X Factor of Can Do which gets lost in the digital age but was more present in the paper age of meeting and greeting
HR issues on volume demand AND lack of accountability software to not gamify the Labor pool but to Gamify HR to invest the time and more than the 8 seconds to understand and document decision making rational for hiring improvements and labor costs to needs improvements for entities.
Only the Economic truth of inefficient costs in Labor to Hire lines will eventually prove to be enough of a self evident truth to enlist the strength of labor economists to help overcome the HR and ATS software lines of poorly developed or refined technology which still fails to fully meet needs on a lack of cascading levels of inefficiencies that revert to labor cost line items in company financials. Companies with less information about markets and demand are less empowered to find labor and rely on inefficient and cost inflated pathways to obtain talent which may not at all be the best and brightest to needs as the more we rely on intuition the more we yield to decision making preferences and inherent patterns and trends in decision making that is less scientific and measurement oriented. On some levels intuition works but not when signals are foggy across supply to demand lines. You will not know of supply if your HR and ATS lines encourage otherwise interested applicants to consider cost benefit. IF they abandon process of your portals on HR and ATS you automatically pay more via middle parties and finders fees for talent you may have otherwise had... look to inflated labor costs in financials for these results that will not later be so easy to uncover. You will know them but the alternatives are buried in poor HR and ATS lines that blur the opportunity lines.
Oracle Taleo Alternatives and Competitors | G2 Crowd: Find the top-ranking alternatives to Oracle Taleo based on 163 verified user reviews and our patented ranking algorithm.
The underlying challenge is one of efficiency to needs and processing. The map of supply to demand or demand to supply requires facilitation of smooth transactions and a confidence in both side of the market - Labor and Employers that committing to these processes has some reasonable yield to return. Presently one could hypothesis that a weak correlation exsits between HR Software and Labor Side expectation of flow through to opportunities on corporate lines for Financial Services Entities and other aligned market sectors of skilled opportunities like Public Accounting, Audit et al. in the SME to Fortune 500 / FTSE 100 lines of the Market.
There are some notable rotten apples in the lines of HR and ATS tech frequently failing on perceived lines of weak programming on relational data bases to map stem and leaf lines of skills on data lines and some failures so glaringly obvious as to fail to default New York to New York on Regional lines and more. The general rule being the more time and process beyond resume upload the more diminished the likelihood of any candidate returns on the application AND inherently the less likely that the Entity is gaining any economic purchasing benefit from HR and ATS tracking other than a clerical line which may as well be a home grown data base on certain measures provided standardized statistics so potentially the only standing benefit is that the comparability and randomness of payroll, benefits, health and compliance are smoothed but the agility of purchasing power is still diminished based on how used.
Currently Talent in skilled industries meets entities on one of three major systems lines and one informal less rational economic purchasing lines from a numbers stand point:
1. HR and ATS Portals direct by client entry
2. HR and ATS Portals or sub portals TBC via recruiter entry
3. Vendor to Hire and Sub Contracting lines for Corp to Corp and Temp support lines
4. Word of Mouth and Larry knows Sally which may work on reputation and pricing for a more known element of talent but in the aggregate is less economically efficient potentially in that you are not working with strong knowledge of a talent pool
Labor>>>>>> HR Tech / ATS <<<<<<<<Demand
Data and Meta Data
Data Dictonaries and Cross Mapping
Labor Costs , Alleged STEM deficits and lack of vision or knowledge in HR Talent pools of Cross Skills and that X Factor of Can Do which gets lost in the digital age but was more present in the paper age of meeting and greeting
HR issues on volume demand AND lack of accountability software to not gamify the Labor pool but to Gamify HR to invest the time and more than the 8 seconds to understand and document decision making rational for hiring improvements and labor costs to needs improvements for entities.
Only the Economic truth of inefficient costs in Labor to Hire lines will eventually prove to be enough of a self evident truth to enlist the strength of labor economists to help overcome the HR and ATS software lines of poorly developed or refined technology which still fails to fully meet needs on a lack of cascading levels of inefficiencies that revert to labor cost line items in company financials. Companies with less information about markets and demand are less empowered to find labor and rely on inefficient and cost inflated pathways to obtain talent which may not at all be the best and brightest to needs as the more we rely on intuition the more we yield to decision making preferences and inherent patterns and trends in decision making that is less scientific and measurement oriented. On some levels intuition works but not when signals are foggy across supply to demand lines. You will not know of supply if your HR and ATS lines encourage otherwise interested applicants to consider cost benefit. IF they abandon process of your portals on HR and ATS you automatically pay more via middle parties and finders fees for talent you may have otherwise had... look to inflated labor costs in financials for these results that will not later be so easy to uncover. You will know them but the alternatives are buried in poor HR and ATS lines that blur the opportunity lines.
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