Employment Engagement and Recruiting are Related - Find Out How
HR understands the power of first impressions. One of the most important processes is the hiring, onboarding and orienting of employees - the “candidate experience” - which directly impacts time-to-productivity, employee engagement and retention.
Cory Kruse, president of Orion Novotus, and Katy Theroux, CHRO of the NCI Group, are sharing their expert views in the third part of this webcast series as they discuss:
Why are only one-third of candidates saying that communication and interview preparation are adequate?
How to determine which talent acquisition metrics really matter today.
Why is human interaction continuing to remain the most critical piece in recruiting?
The best workforce strategies are built on bringing in the best talent and deploying them faster with better engagement and productivity.
CHROs and industry experts share their insight on what 2018 holds for HR.
By Audrey Roth
In the coming year, constantly evolving technology and the growing demands to attract, retain, and engage talent will cause dynamic change in the HR industry. HR leaders must be prepared to face the challenges of a year of transformation.
The last few decades have seen a steady climb of increased use of cloud-based HR systems, but in 2018, expect to see nearing full adoption of this technology. According to PwC’s 2017 Human Resource Technology Survey, 68 percent of organizations had at least one HR process in the cloud two years ago. In 2017, that number has climbed to 73 percent, with nearly 40 percent having their core applications in the cloud.
In 2018, expect a further push toward an employee experience that mirrors consumer experience. “Flexible, easy, personalized, intuitive, slick, and mobile-first,” says Dave Almeda, chief people officer of Continue reading →
See this year’s most recognized leaders in the HR industry.
By The Editors
Over the years, HR has transformed from a largely administrative profession to one that profoundly impacts the strategic direction of an organization. This transformation has been led by HR professionals that consistently push the boundaries of people management, cementing themselves and the HR industry as key players in today’s business environment.
HRO Today’s 2017 HR Superstars Awards aim to recognize these leaders for their dedication, innovation, and transformative leadership. This list of the best and brightest HR stars in the industry features professionals from three categories of leadership: Providers, Practitioners, and Consultants/Advisors/Analysts/Academics/Investors/Thought Leaders.
The contributions of the community of HR Superstars truly shows the accomplishments and progress that these leaders have achieved in the HR space. Through their forward thinking practices and decisive action, this year’s HR Superstars have advanced the HR field in new and unprecedented ways.
We rank the top providers of recruitment process outsourcing in EMEA and APAC based on customer satisfaction surveys.
By The Editors
HRO Today’s RPO Baker’s Dozen rankings 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 both directly to buyers through our own mailing lists and indirectly by sending service providers the link to distribute to their clients.
Once collected, response data is loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required five responses from a location in Europe, Middle East or Africa, or Asia Pacific.
In order to determine an overall ranking, we analyze results across three subcategories: service breadth, deal sizes, and quality. Using a predetermined algorithm that weighs questions and categories based on importance, we calculate scores in all three subcategories as well as an overall score.
Five strategies that help create a more fulfilled workforce.
By Derek Irvine
In today’s global, modern workplace, the concept of bringing more humanity, recognition, and social connection to the employee experience continues to gain momentum. Forward-thinking HR and business leaders are realizing traditional performance management methods have become archaic. It’s no longer about just getting more from employees. Rather, it’s about managers and company leaders giving employees more to help them find value and meaning in their work.
A new survey of U.S. workers released by the WorkHuman Research Institute indicates that workplaces that incorporate continuous performance feedback, company-wide celebrations of employee milestones, and diversity and inclusion initiatives, are more likely to establish stronger senses of trust, belonging, and respect among employees.
Organizations can use these workplace practices to create a more productive and fulfilled workforce.
Worker confidence is up, but trust in company leadership is on a steady decline.
By The Editors
The Worker Confidence Index (WCI) for the third quarter of 2017 increased by 2.8 points after significant drop of 7.9 points in the second quarter. WCI now stands at 102.5. Of the four components of the WCI, only likelihood of promotion rose by 3.2 points in the third quarter of 2017, while other components remained virtually the same. Other indicies—job stability, likelihood of raise, and trust in company leadership—measure similarly to the third quarter of 2016.
Workers remain secure about job stability. After a sharp decline in the first quarter of 2017, job security quickly rebounded, and now stands at 104.8, about where it was five quarters ago. Lack of concern about job loss is the most important indicator in estimating worker confidence about current and near-term financial outlook.
Females once again reported higher levels of confidence in job security than males in the third quarter of 2017.
By Taylor Thompson
With Glassdoor reporting that the average job opening attracts 250 resumes, it’s hard to believe that 65 percent of recruiters, according to Jobvite, report their biggest challenge in hiring as a shortage of available talent. So why are talent acquisition teams struggling to manage candidates? Many applicants may just be unqualified. However, when it comes to filling open positions within their organizations, talent acquisition and recruitment marketing teams often fail to access an entire hub of data readily available to them: their past applicants.
Beamery, a candidate-relationship software company, claims that the key to hiring candidates is not just forwarding available jobs, but building valuable employer-candidate relationships prior to the application process. That’s why with the launch of their company in 2014, their offices are already expanding to three major European and American cities and their clientele includes big-name companies like Facebook and VMWare.
By Marta Chmielowicz
The gig economy is exploding, but are companies truly embracing the diversity of their new workforce? For many, the answer is no. According to Ardent Partners’ 2016-2017 State of Contingent Workforce Management report, nearly 38 percent of the world’s total workforce is now considered “non-employee,” but only 63 percent of organizations are reshaping how work is done across the numerous talent sources in their enterprise. Without a unified talent acquisition solution to help manage the different types of workers in today’s world, companies may be missing out on the best-fit talent for their needs.
“By taking a more extensive view of their workforce and embracing a truly blended working population, companies can exercise more flexibility and adapt more easily to alternative ways of working to secure the talent in the right place and the right time to meet their needs,” says Kate Heath, global head of RPO, partners and alliances at Continue reading →
Organizations are using data and analytics to get ahead of succession and hiring planning.
By Audrey Roth
Long gone are the days when succession and hiring planning were considered cutting-edge HR. Today, both initiatives are essential components to the overall talent management strategy. When executed efficiently, talent gaps will be minimized, and all employees from the entry-level to the C-suite will understand their path to success within the company. Succession planning frequently focuses on senior-level roles, which is certainly a necessity, but lack of a broader organizational strategy can lead to lower levels of engagement and higher levels of attrition.
According to SHRM’s 2017 Employee Job Satisfaction and Engagement report, although job satisfaction and employee engagement levels are relatively high, 40 percent of employees expressed the possibility of seeking new external employment within the next year. One in five employees report career advancement opportunities as a reason for leaving, which underlines the need for planning.