About the Company
LiveHire is all about changing the game when it comes to Talent Acquisition by putting candidate engagement at the heart of what they do.
Their next-generation ATS dramatically accelerates the end-to-end hiring process and boosts both candidate experience and employer brand.
Created in Australia and recently launched in the US, the award-winning company, who recently celebrated the milestone of 1 million Talent Community Connections on their platform, are right on the frontier of cloud-based sourcing, engagement, and hiring practices.
History
The LiveHire story began in 2012, when co-founders Antonluigi Gozzi and Dr. Michael Haywood found themselves identifying the same pressing problem.
An employment boom in Australia’s mining industry provided insight into the issue. Outdated recruitment practices led to candidates competing with thousands of others in an applicant process that turned people into faceless CVs and employers into automated, impersonal emails.
The net result was a demoralising candidate experience, employer frustration and a sizeable deficit between the talent the industry could mobilize and its existing workforce. What was also apparent was that this was inefficiency present not just in the mining industry, but across all industries in Australia.
Our working partnership with multinationals, and small and medium enterprises across a wide spectrum of industries spanning the last 20 years, enabled us.Click Here:- https://www.omniview.net/SHAPING THE COURSE OF LEARNING AND DEVELOPMENT THROUGH TRAINING NEEDS ANALYSIS“We need training!”“We want training!”“Our people need to be trained!”These are some of the all too common demands that most Human Resources (HR) professionals hear from employees and line managers.
Organisations are known to invest substantially of their budget in trainings in an effort to sustain the business growth momentum.Year after year, HR professionals especially those who are in the learning and development space spend a great deal of time planning and rolling out the trainings before the year ends.
How does one determine that these trainings are fulfilling the gaps that the organisation need to drive business performance?
And how does one know that the trainings will yield a return on training investment (ROTI)?“Very often we have managers who want the people on their teams to be trained and we also have employees who want development.
In order to get the answers to those questions, it really comes down to HR conducting a training needs analysis,” said Jimmy Ong Principal Consultant and Solutions Director, Omni View Consulting and a former Learning & Development specialist and HR practitioner.Training Needs Analysis (TNA)At a recent forum called “Making Learning Stick in a Digital World”, Kevin Tan, International Business Director of Harrison Assessment Int’l asked an enthusiastic group of 40 HR professionals how often do they conduct a training needs analysis (TNA) for their organisation, how long did it take to complete the analysis and what was their ROTI.While most HR professionals in the room said that they conduct their own TNA, most agreed that a TNA was fairly time consuming and some did not even measure their ROTI.A TNA becomes all the more important and useful when it comes to assessing an individual’s current level of competency vis a vis the required competency for their role.
The data derived from a TNA can give HR professionals a better idea of the individual training gaps thus enabling them to implement the right kind of trainings to address those behavioural competency gaps as opposed to rolling out a one-size fit all type of training.
