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.
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.
With Michael Wachholz, president of the Americas and global head of contingent workforce solutions, Alexander Mann Solutions
The recruitment world has entered new era. With the advent of AI, machine learning, and advanced data analytics tools, HR professionals are now expected to deliver a hiring process that is modern, automated, and efficient. But even in this technology-focused climate, SHRM reports that creating a positive candidate experience is the top priority for organizations that wish to excel in their search for top talent.
As a result, total workforce solutions platforms have emerged to simplify the hiring and management of both contingent and full-time employees. These technologies aim to deliver a consistent experience to all workers while saving recruiters time and resources. Here, Michael Wachholz, president of the Americas and global head of contingent workforce solutions at Alexander Mann Solutions, shares some insights about how to leverage a total talent approach with a personalized touch for best hiring results.
HRO Today Flash Reports are a series of ongoing research initiatives that address today’s topics of interest in the HR community. HRO Today Flash Reports are focused briefs that can support business decisions and further discussion among industry practitioners and thought leaders. This report addresses the North American market.
This report examines the types of inappropriate workplace behaviors reported, preventative measures being taken and the tools used to facilitate misconduct reporting.
This study was sponsored by FirstVoice, a misconduct reporting and management software solution that enables organizations to prevent, report and resolve toxic behaviors in the workplace.
The global economy is projected to expand 2.8 percent in 2019, less than in recent years due to weaker momentum in developed economies and China.
However, the overall global labor market should remain tight once again with around half (25 of the 49) countries analyzed in this report showing unemployment levels of 5.0 percent or less. This is considered by many economists as at or near full employment, and is about the same as Q1 2019 findings.
Three of the four indices that comprise the overall WCI indicated lower results in the second quarter compared to 1Q 2019. The Job Security Index was the only index that increased in the quarter, while the Likelihood of a Promotion, Trust in Company Leadership, and the Likelihood of a Raise Indices all declined. However, when compared to 2Q 2018, all four of the indices remain slightly higher.
While females remain more confident about job security than males, they are less confident in the belief in a raise or a promotion, and trust company leadership less than their male counterparts.
In Broadleaf’s “Hiring and Retaining Workers through the Generations” presentation, Carl addresses concerns employers have about Millennials and Gen Z’ers entering the workforce. Many look at these emerging generations as wildly different, but we all have very similar underlying motivations. In this attention economy, it’s increasingly hard to attract and retain talent, but these universal tips will help you gain access to all different types of talent.
Some key takeaways will include:
· We all want similar things
The rate of new technologies being developed and the number of companies providing them are increasing dramatically each year, and the second quarter of 2019 was no exception.
During the second quarter, there were 66 major announcements, up from 57 in the second quarter of 2018. Investment deals in HR technology in the second quarter of this year hit over $560 million dollars.
With Greg Barber, Managing Director for EMEA RPO, Allegis Global Solutions
Today’s workforce is not one-size-fits-all. From permanent members of the team to temporary assignments and contract-based projects, employees are engaging with their employers in new and increasingly flexible ways. This trend presents organisations with an opportunity to be leaner and more agile—but also a significant challenge in managing the many sources of talent. In response, companies are choosing to adopt a Total Talent (TT) approach to talent acquisition that blends MSP and RPO capabilities into a single platform.
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