A Moving Experience

Ivory, BenjaminGlobal Mobility Professional’s Lessons Learned

By Benjamin D. Ivory

My wife and I relocated to Prague in December 2012. I am what I call a late-bloomer expatriate. Over my 40-year career in the relocation industry, I have traveled extensively, but this was my first experience living and working outside of the United States. When the opportunity to lead our growing EMEA center as its managing director in Prague arose, I raised my hand to volunteer.

I started in the relocation business at a very young age. In the early days, I personally moved families across the country in the U.S. Later, I managed corporate accounts, developed global provider networks and helped write industry standards. I have been the doctor for clients relocating, but more recently, I have also been the patient.

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CEO’s Letter: Hypocrisy [hi-pok-ruh-see]

Why potential buyers should boycott First Advantage, Pre-employ, and SterlingBackCheck.

By Elliot H. Clark I have never suggested a boycott before, but I have also never been so annoyed at the rank hypocrisy of a group of service providers. Here is a group of companies that tells customers to perform due diligence on prospective employees, but seeks to evade disclosure of strengths and weaknesses. Here is a group of companies that demands prospective recruits be transparent, but tells prospective clients (you), “trust us.” If you think this first paragraph is rife with righteous indignation, keep reading. Their first defense to this column will be to accuse us of attacking them because they are or are not clients. We feature more than 78 companies a year on the various HRO Today Baker’s Dozen Customer Satisfaction surveys and many of them have little or absolutely no commercial relationship with us. They tell us that they have “opted” out of the survey. Here is the part they are missing: We do not engage this process to allow providers to ascend to the supremacy of Olympus.

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Editor’s Note: I Love My Job—No Buts

By Debbie Bolla Like many business professionals, I am inundated with emails daily. In a given hour, my unread messages can go from zero to 75. So it’s not very common that a subject line captures my attention, but a recent headline from a Mercer study caught my eye: “I Love My Job But I Am Leaving.” While 45 percent of employees are very satisfied with their organizations and 42 percent with their jobs, these same employees are also looking to leave their current positions. My initial reaction was to ask: Why? Why are happy employees looking to leave? But the real question to ask: How can I prevent this attrition? Mercer’s 2015 Inside Employees’ Minds survey also revealed the employment incentives that employees value most. These factors are key in helping prevent losing satisfied workers. We examine three deal elements: career opportunities, low healthcare costs, and flexible schedules. Career opportunities are most valued by the younger set of workers, and they also view relocation assignments as a way to advance and grow.

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Disrupt the Gender Gap

KenIt takes non-traditional solutions — and solid analytics — to ensure that women thrive at work. By Ken Haderer Conventional thinking says that the past two decades have seen significant gains in gender diversity and equality in the workplace, and that it won’t be long before gender goals are achieved at companies—all thanks to the right organizational efforts. But let’s take a closer look at this. Women remain underrepresented at most workforce levels, and are not progressing in their careers as much as they could, especially at senior levels, finds Mercer’s latest global research. When Women Thrive, Businesses Thrive, which analyzed workforce data for more than 1.7 million employees in 28 countries, including more than 680,000 women, identifies what organizations can do to fully engage women in the workplace, ensure diversity, and achieve business success.

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MSP, Globalized

Insights about the worldwide workforce from a recruitment thought leader. By Lisa Maxwell   I recently spoke with Teresa Creech, President MSP and CW Solutions at Randstad Sourceright U.S. about current trends in the globalization of managed service providers (MSP). Creech shared her views about this expanding sector of talent management and recruitment with cogent insights about developing strategies for emerging markets, the skills gap that must be overcome to implement an efficient solution for MSP, and the best practices for global MSP success. What trends do you see in global MSP solution development? It is a very now topic. Every company seems to be talking about it. In the last two years probably 80 percent of the RFPs that have hit the street for an outsource program have had some sort of global capability or component attached to them. Even if a company isn’t ready to do so yet, it is always a consideration in their selection process.

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Post Crash Prosperity: Negotiating this Brave New World

By Lisa Maxwell “Post crash prosperity” is how Richard Florida characterizes the era following the recent Great Recession that claimed 8.5 million jobs. Prosperity is defined as success, good fortune, or wealth. It's a word that often conjures up images of money. But did you know that money is only a part of what it means to be prosperous? Prosperity is inclusive of your state-of-mind, your health, and your finances. In the sci-fi novel, Brave New World, Aldous Huxley’s setting and characters express the fear of losing individual identity in the fast-paced world of the future. Just as the Industrial Revolution transformed the world and the individual lives of people in the 20th Century with mass production and world-wide distribution of goods, the Information Age of the 21st century brings its own personal, economic, and cultural upheavals. So what are the lessons learned from the Great Recession for Human Resources organizations aimed at top level recruitment, and where do we go from here? 2011 is predicted to usher in a healthier economic environment than we have seen in years, though job creation, while on the upswing, will remain gradual.

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Editor’s Note: Point Taken

Point Taken
Editor’s Note
By Debbie Bolla, Executive Editor
Confidence. Competition. Potential. Doing what you love.
These are a few words and phrases that made a lasting impact after my deep-dive discussion with four HR industry leaders at the HRO Today Forum this May. The quartet that joined me on stage (pictured above):
• John Wilson, Founder and CEO of WilsonHCG
• Sue Marks, CEO of Cielo
• Paul Harty, President of Seven Step RPO
• Gene Zaino, President & CEO of MBO Partners
Employee confidence levels are seemingly up, said the foursome—and forward-thinking organizations need to get in the game and take advantage of that confidence. To Wilson, competition between organizations is a signifier of an improved economy. Companies should consider how willing they are to get and keep the talent they want.

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CEO’s Letter: Re-Calculating the HR Equation

CEO’s Letter
Re-Calculating the HR Equation
By Elliot H. Clark, CEO
We just held the 2014 HRO Today Forum in both North America and in Singapore. We are thrilled and gratified at the level of engagement of our audience and thankful for the opportunity to advance the practice of HR. We are also appreciative of the ongoing support of our sponsors, who are the most sophisticated HR services and technology companies in the world. Don’t miss the industry’s only global HR Forum in Edinburgh, Scotland, Nov. 11-13.
The theme for all of the HRO Today Forums is the HR Value Equation. Expressed in this form: Great HR + Great Workforce = Great Business Outcomes
It is an intuitive expression. If you have a great workforce this is due to better workforce policies. Your great workforce will produce better products, give better services, and achieve better business outcomes.

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Guiding HR’s Transformation

The 2014 HRO Today Awards winners are innovating their way to strategic partnerships.
By Russ Banham
Over the past generation, the people heading up HR in many organizations have become key strategic partners to their respective CEOs, entrusted to lead diverse workforce initiatives to improve talent acquisition and retention, spur business growth, enhance sustainability practices and cultivate a workforce culture that differentiates the organization.
These CHROs are transforming HR in an era where vital skill sets are increasingly difficult to come by and hold, when global outsourcing decisions have never been more complex and challenging, and when the economic environment has demanded greater cost-effectiveness, particularly with respect to finding a balance between retained labor and outsourcing. Workforce innovation is now a strategic imperative at many enterprises, and it is the CHRO who is in charge of achieving and nurturing it.

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Great HR + Great Workforce

The gathering of our annual Forum equaled great business outcomes.
By The Editors
Click here for photo spread.