<?xml version="1.0" standalone="yes"?>
<?xml-stylesheet type="text/xsl" href="css/rss.xslt"?>
<rss version="2.0" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:trackback="http://madskills.com/public/xml/rss/module/trackback/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/"><channel><title>China Recruitment Marketing - Integrated Sourcing Strategy</title><link>http://blog.pincn.com/</link><description>Exploring the new world of smart recruiting  - </description><generator>RainbowSoft Studio Z-Blog 1.8 Arwen Build 81206</generator><language>zh-CN</language><copyright>Powered by PinCN.com | Copyright 2008. Smart Recruiting. All rights reserved.</copyright><pubDate>Wed, 08 Sep 2010 05:14:03 +0800</pubDate><item><title>Employee Engagement Model for Social Recruitment Strategy</title><author>chencw@cn.ibm.com (Steven)</author><link>http://blog.pincn.com/post/54.html</link><pubDate>Sun, 29 Nov 2009 04:14:28 +0800</pubDate><guid>http://blog.pincn.com/post/54.html</guid><description><![CDATA[<p>I&nbsp;&nbsp;have seen&nbsp;lots of organizations fail or still struggle during the transition from the traditional sourcing channels to social recruitment initiatives. Why and how this happened?&nbsp;Are there any possible solutions?</p>]]></description><category>Integrated Sourcing Strategy</category><comments>http://blog.pincn.com/post/54.html#comment</comments><wfw:comment>http://blog.pincn.com/</wfw:comment><wfw:commentRss>http://blog.pincn.com/feed.asp?cmt=54</wfw:commentRss><trackback:ping>http://blog.pincn.com/cmd.asp?act=tb&amp;id=54&amp;key=832297f7</trackback:ping></item><item><title>CareerXroads 8th Annual Source of Hire Study</title><author>chencw@cn.ibm.com (Steven)</author><link>http://blog.pincn.com/post/37.html</link><pubDate>Wed, 17 Jun 2009 14:50:52 +0800</pubDate><guid>http://blog.pincn.com/post/37.html</guid><description><![CDATA[<p>CareerXroads&rsquo; (CXR) 8th Annual Source of Hire (SOH) study was published in Feb, 2009, &nbsp;which provided a detailed description about how one group of corporations fills their open positions (in the US/North America). Or, more accurately, how corporate staffing functions measure and report sources of hires for the openings they fill. Even the data were collected only for US/North America, but I believe it's also a strong reference for China.</p>]]></description><category>Integrated Sourcing Strategy</category><comments>http://blog.pincn.com/post/37.html#comment</comments><wfw:comment>http://blog.pincn.com/</wfw:comment><wfw:commentRss>http://blog.pincn.com/feed.asp?cmt=37</wfw:commentRss><trackback:ping>http://blog.pincn.com/cmd.asp?act=tb&amp;id=37&amp;key=86b7ac80</trackback:ping></item><item><title>Geo Expansion and Recruitment Strategy</title><author>chencw@cn.ibm.com (Steven)</author><link>http://blog.pincn.com/post/34.html</link><pubDate>Sat, 13 Jun 2009 19:38:43 +0800</pubDate><guid>http://blog.pincn.com/post/34.html</guid><description><![CDATA[<p>I believe every IT multinational company who aims to expand its business to remote locations will encounter hiring problems. The issue statement is quite simple: talent shortage. According to the remote location talent market research reports conducted by my team, there is a quite limited talent pool in 2nd/3rd tier cities. Recruitment team found hiring difficulties in sourcing, attracting qualified candidates with required skill-sets.</p>]]></description><category>Integrated Sourcing Strategy</category><comments>http://blog.pincn.com/post/34.html#comment</comments><wfw:comment>http://blog.pincn.com/</wfw:comment><wfw:commentRss>http://blog.pincn.com/feed.asp?cmt=34</wfw:commentRss><trackback:ping>http://blog.pincn.com/cmd.asp?act=tb&amp;id=34&amp;key=0401d8c1</trackback:ping></item><item><title>Build a Successful Employee Referral Program</title><author>chencw@cn.ibm.com (Steven)</author><link>http://blog.pincn.com/post/27.html</link><pubDate>Thu, 21 May 2009 11:10:35 +0800</pubDate><guid>http://blog.pincn.com/post/27.html</guid><description><![CDATA[<p>Employee referral is an internal recruitment method employed by organisations to identify potential candidates from their existing employees social networks. An employee referral scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks. As a reward, the employer typically pays the referring employee a referral bonus. Recruiting candidates using employee referral is widely acknowledged as being the most cost effective and efficient recruitment method to recruit candidates and as such, employers of all sizes, across all industries are trying to increases the volumes they recruit through this channel.</p>]]></description><category>Integrated Sourcing Strategy</category><comments>http://blog.pincn.com/post/27.html#comment</comments><wfw:comment>http://blog.pincn.com/</wfw:comment><wfw:commentRss>http://blog.pincn.com/feed.asp?cmt=27</wfw:commentRss><trackback:ping>http://blog.pincn.com/cmd.asp?act=tb&amp;id=27&amp;key=c57a4fc3</trackback:ping></item><item><title>Recruiting Globally：Overseas Sourcing Channel Proposal (Part One)</title><author>chencw@cn.ibm.com (Steven)</author><link>http://blog.pincn.com/post/19.html</link><pubDate>Wed, 25 Mar 2009 11:14:04 +0800</pubDate><guid>http://blog.pincn.com/post/19.html</guid><description><![CDATA[<div>&quot;<span style="color: #3366ff"><span><em><strong>Recruiting Globally</strong></em></span></span>&quot;, is identified as one of the most key trends in Corporate Recruiting for 2009 by ERE.</div><div>&nbsp;The objective of this <i>overseas sourcing proposal</i> is to set up an overseas hiring framework and come out initiatives and solutions as your organization's Year 2009 blueprint to enrich local talent pool by exploring overseas talent market and attracting overseas talents back to work for your organization.</div>]]></description><category>Integrated Sourcing Strategy</category><comments>http://blog.pincn.com/post/19.html#comment</comments><wfw:comment>http://blog.pincn.com/</wfw:comment><wfw:commentRss>http://blog.pincn.com/feed.asp?cmt=19</wfw:commentRss><trackback:ping>http://blog.pincn.com/cmd.asp?act=tb&amp;id=19&amp;key=d42c3520</trackback:ping></item><item><title>How to build a recruitment website</title><author>chencw@cn.ibm.com (Steven)</author><link>http://blog.pincn.com/post/14.html</link><pubDate>Fri, 09 Jan 2009 11:19:08 +0800</pubDate><guid>http://blog.pincn.com/post/14.html</guid><description><![CDATA[<p>No matter what kinds of sourcing channels you are currently using, the final destination should be your company's recruitment website. Most of recruitment&nbsp;professionals are not the experts in the area of graphic designning, website lay-out, and creative I-board and so forth. In this article, I wanna have a brief look at what compenents the site better have, things you need to pay attention.</p>]]></description><category>Integrated Sourcing Strategy</category><comments>http://blog.pincn.com/post/14.html#comment</comments><wfw:comment>http://blog.pincn.com/</wfw:comment><wfw:commentRss>http://blog.pincn.com/feed.asp?cmt=14</wfw:commentRss><trackback:ping>http://blog.pincn.com/cmd.asp?act=tb&amp;id=14&amp;key=33985279</trackback:ping></item></channel></rss>
