Class: 2 day intensive classroom learning
Certificate: Talent Acquisition Certificate
Pricing: Non-Member: R6, 995-00 (Excl & includes Professional Membership - R1, 200-00 in Value)
Pricing: Professional Member: R5, 995-00 (Excl)

1. Supercharging Your Employee Referral Programme (partial listing of content)
Employee referral programs are quickly becoming the predominant source of hires for companies around the world. Unfortunately, most programs are poorly designed and meet only a fraction of their potential. Average programs in the United States are generally attributed with producing 8-14% of the total number of hires for their organizations, while leading programs produce 60% or more. This information-packed, online workshop will show you how to supercharge your ERP to rise above the average programs out there, and be on your way to a program that produces the results you've always wanted.
Content benefits to the Learner

2. The Key Competencies of Top-Performing Recruiters (partial listing of content)
Great recruiters hire great talent. Good recruiters hire average talent. The problem, then, is to be able to develop top recruiting capability that your organisation can access either internally or externally. Increasingly companies are looking to develop at least part of this expertise internally because they want to direct and own the relationship with top talent from the inception. But since many recruiters are reactive, requisition-driven in their approach, new competencies and skills are required to be able to contribute in hiring game changing and critical hire talent. Many recruiting organisations are also looking for ways to add unique value to their organisations while automation and outsourcing are being used to accomplish their high volume, commodity hires.

3. Building an Employment Brand That Attracts Top Talent (partial listing of content)
Why would someone want to come to work at your company? Can your company attract top talent? The great majority of CEOs believe that their company cannot attract top talent. These questions should be on everyone's mind, not just the CEOs, and they directly relate to the talent brand that a company projects. Brands are psychological perceptions most often associated with the external or consumer brand. But employment and talent brands are equally significant, especially in the battle for top skills and competencies. In fact, an argument can be made that talent brand is really the key to sustaining an excellent consumer brand. Because brands are "states of mind" they are difficult to build and sustain, especially for companies not yet well established or for companies wanting to reverse some unflattering publicity.

4. The Business Case for Diversity Recruitment (partial listing of content)
In an increasingly global and varied world, a diverse workforce is not just the right thing to do; it is the right business thing to do. Diversity is not about affirmative action and numerical quotas alone, it is about creating value and expanding markets, products and services. Inclusion trumps exclusion, and companies are about acquiring the best and brightest talent without restrictions related to personal characteristics or orientations. While this commitment is often most clearly articulated in the boardroom and at executive levels, it can be less resolute in other parts of the organization and with hiring managers.

5. Best and Next Practices in Assessment and Selection (partial listing of content)
There is an increasing sophistication of assessment and selection techniques as companies are doing whatever is necessary to increase the reliability and validity of their hiring decisions. According to some experts, mis-hires can often be as high as 50% and the resulting cost to organisations is huge. Traditional approaches pay little attention to predicting performance, engagement and tenure while instead focusing on the wrong criteria, using flawed instruments and too few methods. The typical interview, for example, has little better than 20% accuracy in terms of quality of hire. Among the new techniques that are being effectively used to make better hiring decisions are cognitive ability tests, personality tests, simulations, best fit analyses and structured interviewing techniques.