Research & Best Practices

Candidate Attraction and Assessment Using Gamification in APAC

This study shows that the use of gamification in HR is still in its infancy in the APAC region and varies among individual countries. However, it has appeal in both talent acquisition and employee training programs, and is primarily used as a tool for building the company’s talent pool. Millennials are the group exposed to gamification, particularly males.  The concept is an outgrowth of video games, so companies naturally want to interact with candidates in a way that’s familiar to them. This is the second in a series of HRO Today Flash Reports. These reports discuss the results of research and editorial papers that address today’s topics of interest in the HR community, and this study was sponsored by PeopleScout.

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APAC: Growth of Freelancers and Best Practices on How to Attract Them

This recent study shows that the APAC region is growing rapidly, with nearly one-half of respondents anticipating their use of freelancers will increase in the next 24 months.  The use of freelancers over the prior two years also increased, as nearly a quarter of respondents reported an increase during that time.

This is the first in a series of HRO Today Flash Reports. These reports discuss the results of research and editorial papers that address today’s topics of interest in the HR community. The first area examined in this series is Growth of Freelancers and Best Practices on How to Attract Them. This study was sponsored by Allegis Global Solutions.

What else did the study discover and how can you best attract the growing number of freelancers?  Find out by downloading the report now:

Click here to download the whitepaper

The Millennial Advantage: How Recruiters Can Attract and Integrate the ‘Hashtag’ Generation into the Workplace

Communicating, recruiting and managing the millennial generation is among the most pressing issues in the business community.

The primary reason is their numbers—the millennial generation, generally defined as those between 18 and 34, already accounts for approximately 50 million workers in the U.S., or 25 percent of the workforce, according to the U.S. Bureau of Labor Statistics.

That number will increase substantially in the next five to 10 years.  Understanding and communicating with this group properly will be a competitive advantage.

Click here to download the full report

Worldwide Unemployment Snapshot 2016

Because most large companies have locations worldwide, the need to quickly access international employment levels and trends has never been greater. Worldwide employment rates vary greatly, so incorporating this component of workforce planning is vital to a company’s worldwide staffing strategy.

To accomplish this, PeopleScout is partnering with HRO Today to produce a quarterly summary of international unemployment metrics for key countries in North America, Latin America, EMEA and APAC. This report is the snapshot for the fourth quarter of 2016 and also encompasses the full-year report.

Click here to download the full summary with unemployment levels.

Yoh’s Worker Confidence Index – Fourth Quarter 2016

The Worker Confidence Index (WCI) increased to its highest level since study inception, up 4.6 points to 104.5 in the fourth quarter and up 10.3 points for the year. All components of the WCI were up in 2016, with job confidence, likelihood of a raise and trust in leadership all up more than 10 points. The consistent increase in the WCI throughout the year suggests optimism about employee’s faith in their employment situation, and job loss confidence throughout the year corresponds with the U.S. unemployment rate drop to 4.7 percent. In many ways, 2016 was tumultuous. The Dow closed out its best year since 2013, up 13.4 percent for the year to end at 19,762.60. But the result of the presidential election was both surprising and polarizing, and traditionally the market doesn’t like surprises. How the election results will impact 2017 remains uncertain, though as of mid-February, The Dow Jones Industrial Average is up over 20,400. Click here to download the report.

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HR innovation—A look ahead to 2017: Part II

What innovation concepts are most relevant to the talent-acquisition function? Alexander Mann Solutions and HRO Today commissioned this study in April 2016 to answer that question – and specifically to understand innovation and what was driving organizations’ failure to innovate. In Part I of this two-part series, we examined what was occurring in terms of innovation on the talent-acquisition front. In the course of our conversations and research, we recognized a need for a new term to describe the phenomena we were hearing from talent-acquisition professionals: We came up with the term “non-novation.” It means more than “not innovating.” It means doing things that seem to drive new and meaningful change, but somehow the change does not happen. Innovators implement change. Non-novators take a detour. In this Part II, we will reveal those innovation concepts most relevant to the talentacquisition function and which types of innovation HR practitioners are hoping to introduce so they can overcome and remove barriers to innovation.

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2016 Global Candidate Study Results: How Best to Engage Candidates

Given the nearly universal adoption of LinkedIn as the go-to recruiting tool, today’s challenge is no longer identifying and sourcing talent, but rather getting their attention among a sea of recruiting inquiries. How do talent acquisition professionals cut through the noise to get candidates’ attention? Hudson and HRO Today conducted a global survey of candidates and recruiters to identify the best methods for getting and keeping candidates’ interest. Here we present the combined candidate and recruiter North American results. The reports in the link below examine the attraction, engagement and communication techniques that talent acquisition professionals claim are the most effective versus those rated by candidates as most effective. The report also blends in commentary and advice from a cross section of seasoned talent acquisition experts: a corporate recruiter, an agency sourcer and a Ph.D. organizational psychologist. Continue reading →

Talent Pooling in EMEA: Five Must-Know Insights for the War for Talent and Engagement

Talent matters to the success of an organisation, and talent acquisition professionals on the front lines are seeing the war for talent heating up.

That’s because the war for talent has actually become a war for engagement, and talent pooling is a crucial way to improve engagement and the candidate experience.

Today’s market requires talent acquisition professionals to build relationships with candidates far earlier in the process, so that candidates become immediately engaged and solid relationships are already in place when vacancies arise.

Engaged candidates then move on to become engaged employees, and Allegis Global Solutions (AGS) has been on the cutting edge of talent-pool development for their clients across EMEA and the globe.  They have thought leaders with lots of key insights necessary to successfully create and use talent pools.

Click here to download the white paper.


Yoh’s Worker Confidence Index – Third Quarter 2016

The Worker Confidence Index increased between the second and third quarters of 2016, driven by a slight increase in confidence and trust in leadership.

These results indicate a positive trend over the last year.  Three out of four indices increased since last year’s third quarter results.  The likelihood of promotion index declined only slightly by 0.1 percent.

Job security has remained relatively consistent over the past year, and women continue to report higher levels of confidence in their job security than men.  The liklihood of a raise decreased slightly when compared to last year, and minorities are growing more confident in their job security.

What else does the report show?  There’s much more to learn that impacts HR, and you can download the full report here:

Click here to download the full report.

Which Factors are Blocking HR Innovation?

What is non-novation and why does it matter?  It means not innovating, even while desiring innovation.  It means doing things that would seem to drive new and meaningful change, but somehow the change does not happen.  Innovators implement change, and non-novators take a detour. Non-novation represents an ongoing and widespread problem for organizations.  In a recent McKinsey poll, 94% of the managers surveyed said they were dissatisfied with their company’s innovation performance.  And managers may be even more dissatisfied with the rate of innovation of their HR departments.  Alexander Mann Solutions and HRO Today commissioned a study to better understand this failure to innovate.  In part one of this two-part series, we examined where HR looks for information on innovation and what impedes innovation. Download the study to learn what leading factors are impeding innovation and how you can change them in HR to improve your business: Continue reading →