Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.
Who should attend
- Hiring managers
- Talent recruiters
- HR professionals
- Professionals looking to move into HR or talent acquisition
About the course
Attracting the right talent to the right positions is one of the top challenges today’s organizations face. Hiring is on the rise and competition for skilled employees is steeper than ever. And beyond talent acquisition, companies are under a multitude of pressures to effectively manage their talent, build a pipeline of future leaders, and reduce employee turnover.
In this Talent Acquisition and Planning Certificate program, you’ll learn key strategies to plan for and acquire quality talent for your team, organization, or clients, including how to adapt to evolving market conditions to recruit and retain employees with the necessary skills to further organizational goals. By focusing not just on the “how” but the “why,” you’ll have the opportunity to refine your approach to effective talent acquisition and interviewing to create a powerful employment brand that resonates in the workforce. The courses will also explore a framework for aligning job compensation to performance while steering clear of risks and equity concerns.
Ultimately, you’ll come away with an agile approach for attracting, developing, and engaging critical talent so you can meet the demands of changing environments with changing needs.
- Facilitating Staffing Decisions
HR professionals need to adapt to changing objectives and market conditions to recruit, select, and retain employees with the necessary skills to further organizational goals—all while steering clear of legal and other risks. Professor Hausknecht draws on his research, teaching, and consulting experience in staffing to provide a relevant and rigorous overview of the field. He offers numerous practical examples to help build the skills needed to staff modern-day organizations and grounds his recommendations in the latest research findings.
- Effective Hiring and Interviewing
Instead of HR professionals, front-line managers are now being asked to assess their personnel needs in the workplace and make hiring —or firing—choices that fit those needs. Many managers have not been trained on how to decide among candidates to make the best choices to fit their team. These choices are not just about creating test questions or reading resumes, but also about managing the interpersonal communication that must occur between hirer and candidate.
Cornell University’s Professor Livingston’s teaching combines well-supported theoretical evidence with real-world examples and case studies to make the subject matter both understandable and easily applicable to a wide variety of managing environments. She focuses not just on the “how” of hiring and interviewing, but on the “why” so that individual managers and decision makers can be flexible and agile in changing environments and with changing needs.
- Attracting and Retaining Talent with Performance Pay
Attracting the right talent to the right position from the start is crucial for organizational success. Once you have your talent in place, retention is an equally important challenge. It costs your organization effort and money every time you need to bring in someone new. As organizations try to do more with less, resources are scaled back and compensation plays a more important role in your talent-management strategy, making it essential to identify and select compensation elements that provide the highest return.
Through the research and expertise of Dr. Barrington and Dr. Thomas, this course will teach you to compare and contrast different pay systems. Doing so will allow you to attract and retain key talent within your organization while also identifying internal equity concerns that may exist.
The course Measuring and Compensating for Performance is required to be completed prior to starting this course.
- Finding and Managing Talent Through Social Media
In this course, you will explore how to effectively attract and retain talent by creating a powerful employment brand that resonates with different parts of the workforce, and theory on effective selection of employees based on concepts of job and organizational fit. Through the business school approach of case studies you will apply the theories and uses of social media tools to your own organization. Explore how social media is shaping up to continue to be valuable to the HR professional, and apply this knowledge to your recruiting and retention activities today.
- Getting Results through Talent Management
Organizations today face a multitude of challenges when it comes to effectively managing their talent. In mature markets, demographic trends are forcing companies to accelerate their efforts to build a pipeline of future leaders. In emerging markets, companies must develop talent strategies that are both nimble and effective at engaging and retaining key human capital. To achieve these goals, companies need an integrated, systematic approach to attracting, developing, engaging, and retaining critical talent.
Cornell University Professor Brad Bell offers a learning experience that challenges students to dig deeper into understanding their organization’s key talent management challenges and uncovers solutions that can be used to overcome these challenges. This course adopts a systems view of talent management in order to demonstrate that various talent practices and processes need to be aligned to create effective solutions. It also examines current trends and cutting-edge thinking in the talent management field.
- Measuring and Compensating for Performance
Compensation plays a critical role in attracting and retaining the right talent to meet organizational goals. Performance is each individual's contribution toward these goals. An effective compensation strategy should ensure individual performance and organizational outcomes are connected.
Decisions made regarding the compensation structure must also be aligned with the organization’s financial ability to pay. Can you afford the pay-for-performance system in good times and in bad? Learn how to design and evaluate your compensation strategy as you determine how to measure performance using the expertise of Dr. Barrington and Dr. Thomas.
After completing this course you will be able to understand the challenges of measuring and compensating on the basis of performance in a way that aligns with the goals and needs of your organization.
KEY COURSE TAKEAWAYS
- Plan for current and future talent needs
- Develop a hiring plan that maximizes your likelihood of a good hire
- Attract and recruit quality talent
- Determine a value proposition for an employer brand
- Develop a social media communication plan to attract talent to an organization
- Conduct interviews that yield good decision-making data while energizing applicants
- Mitigate risk in making selection decisions
- Devise strategies for developing, engaging, and retaining key talent
- Choose pay-for-performance elements to attract and retain superstars
- Align your approach to talent management with your organization’s overall business strategy
WHAT YOU'LL EARN
- Talent Acquisition and Planning Certificate from Cornell ILR School
- 48 Professional Development Hours (PDHs)
- 5 Professional Development Units (PDUs) toward PMI recertification
Linda Barrington is the Associate Dean for Outreach and Sponsored Research in the ILR School at Cornell University. She is also the Executive Director of the Institute for Compensation Studies (ICS), an interdisciplinary initiative in that analyzes, teaches, and communicates broadly about monetar...
Christopher J. Collins is an Associate Professor of Human Resource Management and Director of CAHRS in the ILR School at Cornell University. He earned his Ph.D. in Organizational Behavior and Human Resources from the Robert H. Smith School of Business at the University of Maryland. Dr. Collins''...
John Hausknecht is an associate professor of human resource studies at Cornell University. He earned his Ph.D. in 2003 from Penn State University with a major in industrial/organizational psychology and minor in management. He received the 2004 S. Rains Wallace Award for the best dissertation in ...
Stephanie R. Thomas is a Lecturer in the Department of Economics at Cornell University. She teaches courses in microeconomics, labor economics and personnel economics. From August 2013 through June 2016, Dr. Thomas also served as the Program Director of the ILR School’s Institute for Compensation...
Bradford S. Bell is an Associate Professor of Human Resource Studies and Director of Human Capital Development and Executive Education in the School of Industrial and Labor Relations at Cornell University. He received his B.A. in Psychology from the University of Maryland at College Park and his ...
I am an assistant professor in Human Resource Studies, with teaching interests in HR and Staffing, and research interests in gender, stereotyping, and the management of work and family. Originally from Kentucky, I began my education at big state schools in the south before joining the faculty in ...
Videos and materials
Make sure this course is right for you.
Get unbiased reviews and personalized recommendations.