With Kristin Shulman, Head of Digital Marketing and Brand, Allegis Global Solutions
In today’s global economy, five generations are working side by side for the first time in history—each with its own skillsets, communication preferences, and leadership styles. Faced with this increasingly diverse talent pool, immense technological innovation, and the growing expectation of a consumer-like experience, organisations must adopt a flexible, adaptive approach to recruitment or risk getting left behind. Partnering with an RPO firm that provides a consultative approach could be the secret ingredient to succeeding in the war for talent.
International employment laws and regulations vary widely—even among the countries within the EMEA region.
By Simon Kent
Whilst companies may wish to view their businesses as covering a unified EMEA region, employment law means that such unity can only ever be superficial. Even without the complexities of Brexit, deploying a consistent set of employment policies can seem impossible. “Some inward investors might consider Europe to be a single territory for business purposes,” says Helga Breen, head of the employment practice in London at global legal business DWF. “The reality is that each country has its own legal and regulatory framework and societal and cultural norms.”
RPO partnerships are moving beyond the transactional and entering the realm of the strategic.
By Simon Kent
The days of using an RPO provider to simply deal with the grunt work of recruiting people into an organisation are over. Today’s competitive market—both in terms of the employment market where talent is scarcer than ever and the RPO market itself—means providers must demonstrate that they can bring extra value to the organisations with which they are working. Achieving this means becoming a specialist in more than recruitment alone.
View the results of this year’s RPO Baker’s Dozen ranking.
By The Editors
HRO Today’s Baker’s Dozen Customer Satisfaction Ratings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey which we distribute to buyers directly through our own mailing lists and indirectly through service providers. Once collected, response data for all providers with a statistically significant sample size are loaded into the HRO Today database for analysis.
The business world is transforming and the HR profession is transforming with it.
By Simon Kent
The role of HR today is more complex than ever. Innovations in data science and technology, the growth of a diverse, multi-generational workforce, and increasing globalisation are shifting the focus of HR departments from process-centric administrative tasks to people-centric functions that support greater business strategies. Throughout all of these talent landscape transitions, the HR profession has been forced to grow and evolve.
This year’s HRO Today Forum EMEA looks to discuss HR’s most pressing issues and provide possible solutions.
By Taylor Thompson
As the list of challenges currently plaguing HR departments around the globe continues to grow, so do the number of debates being held to address the most efficient ways to overcome them. Whether it be the influx of technology changing the way HR recruits or the introduction of new ideas related to bettering the employee experience in the workplace, the industry is quickly evolving. But as new topics are introduced, new rules need to be written alongside them—leading the way for an open dialogue between experts in what has been coined “The Great HR Debate.”
By Debbie Bolla
How prepared do employees feel on their first day at a new company? Probably not very, considering that Sapling HR finds that new hires face more than 50 activities they have to complete during onboarding. But some good news: These activities lead to higher productivity and retention, with SHRM reporting that 69 per cent of employees are more likely to stay with a company for three years if they experienced great onboarding.
But what about CHROs? How can the leaders of human capital best transition into a new role? Mercer recently reported the top three areas to zero in on during the first 100 days as a new CHRO. With the 2019 Mercer Global Talent Trends Study finding that high-growth organisations are four times more likely to have an integrated people strategy, it’s critical that CHROs focus on the processes that support the needs of the workforce.
The expectations that surround best-in-class recruiting have shifted dramatically during the first part of the twenty-first century. As recently as a decade ago, an effective recruitment process outsourcing (RPO) relationship was regarded as a ‘service.’ The traditional service level agreements (SLAs) related to time-to-fill, satisfaction surveys, and the link – as opposed to true business outcomes measured by increased sales and margin performance – reduced the partnership to something much more transactional.
But recruiting is complicated, it’s nuanced, it’s fluid. Like any great relationship, provider and client will work better and more closely together when they have a shared mutual interest, and the results will follow.
RPO gainsharing is designed to get the provider and the client working together differently, and more closely. This happens easily when there is mutual investment and commitment to one another, closer communication, and less dancing around each other. The level of business intimacy found in other working relationships, like the CEO with her COO or a manger with his director, is hard to replicate. Gainsharing is a way to drive the kind of intimacy and collaboration that real partners share, as touched upon in this report.
By Jeanne MacDonald, President, Global RPO Solutions, Korn Ferry
It’s a proven fact. Having the right talent in the right roles is the key to an organization’s financial success. All too often however, those in the talent acquisition space are too pressured by deadlines and cost cutting to effectively hire the best people who can grow the business long-term.
And while many HR leaders think they can save money by keeping all recruiting functions in house, it’s a long-term strategy that could ultimately cost companies millions of dollars in terms of lost opportunity, due to less-than-stellar talent decisions.
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