Veteran recruiting executives know human resources and recruiting are moving more and more rapidly into the technological space. Whether applicant tracking systems (ATS), vendor management systems, background screening applications, and automated reference checking, to name just a few – automation offers assistance in more and more recruiting functions.
The new technology generates a lot of buzz, and rightly so. However, key players in the marketplace, in their excitement, can easily lose sight of the more essential, human element. And companies may do so to their detriment:
• Job applicants often feel trapped in a recruiting algorithm, and find the lack of a human touch and human judgment in the hiring process as leading reasons application processes are difficult. Four of the top five reasons in a recent survey on the topic describe frustration with automation in the initial application process.1
More than 70 percent of respondents are embracing HR SaaS (software-as-a-service) platforms, saying that they have already implemented or will move to SaaS in the next two years. That’s one of the key findings in this research report from ISG Group. The most prevalent reasons for moving to HR SaaS platforms are the desire to deliver an improved user experience similar to what employees expect as consumers, access to continuous innovation and best practices, and improved integration of data and applications
Hospitals and health systems have underfunded human resources, which has resulted in lost revenue opportunities. In addition, healthcare C-Suite leadership has asked HR to accomplish nearly impossible tasks in workforce recruitment and retention given the current investments in infrastructure, technology and HR staff levels. This is true in both for-profit and not-for-profit institutions. While estimates for occupancy rates vary, research findings show that the census is above 80 percent only about half of the time – suggesting a significant opportunity to increase occupancy
The Worker Confidence Index – one of the measurements covered in the third quarter’s Worker Confidence Study – decreased between the second and third quarters of 2015, from 102.3 to 97.8. This is the lowest level since the study’s inception. The decline suggests frustration about employee’s faith in their employment situation, despite the unemployment rate drop to 5
Ask an HR exec what recruitment process outsourcing (RPO) quality means, and you’re likely to hear about service – how well their provider met their recruiting needs. But, that still leaves a lot of questions unasked.
Because WilsonHCG has the highest raw scores in quality in the industry, HRO Today wanted to know how they are achieving quality. It asked HR professionals directly to learn what does quality mean in a context of recruitment process outsourcing, what are the key drivers of satisfaction, what distinguishes quality service from run-of-the-mill service, and what roles do innovation and cultural fit play in perceptions of quality RPO service?
Find out what their answers are by downloading this research report to see how you can apply them at your company for greater HR success:
Beginning with the Third Quarter of 2014, HRO Today Magazine together with Yoh Recruitment Process Outsourcing launched a new index to measure employment security. There are multiple indices that look at attitudes about the economy, such as the Consumer Confidence Index, Gallup’s Economic Confidence Index, BLS Job Openings and Labor Turnover Survey (JOLTS) or United States Consumer Sentiment. But these measures focus more on macro metrics, with much less emphasis on attitudinal measures of those employed
As performance analytics become increasingly advanced, with traditional means of tracking the effectiveness and efficiency of the HR function giving way to far more sophisticated methods, the question of how we measure recruiting success is more pertinent now than ever.
To find answers to this and other questions, Futurestep joined forces with HRO Today Magazine to undertake a primary market research study among users of recruitment process outsourcing (RPO) services.
We focused our investigation on three key areas:
• What Key Performance Indicators (KPIs) are being used in the RPO space?
• How satisfied are users with those metrics?
• What metrics do users want that they don’t currently have?
Although higher income workers often have the most experience in any particular field, new findings from a survey conducted by HRO Today Magazine and Yoh, a leading international talent and outsourcing company, have shown that higher-earning U.S. workers are less confident in their job security and in company leadership than any other group. The second installment of The Worker Confidence Study, measured perceived U.S. employment security during the 3rd and 4th quarters of 2014 and the 1st quarter of 2015.
We’ve all seen how the volume of data is inundating companies. As the floodgates continue to open, relevant, actionable information becomes harder to spot than ever. Yet the companies that are best at acquiring talent are doing it: They are rapidly finding ways to identify the best, most relevant data and turn it into the best information—and use it to get a leg up on the competition. What best practices are these pack leaders using? What are they doing that’s different from the companies that are lagging?
In this research, sponsored by Guidant Group and conducted
by The HRO Today Institute, we set out to understand how outsourcing evolves and spreads through an organization, theorizing that out of the first one or two outsourcing experiences and implementations a map eventually emerges. We compiled and analyzed secondary research and then conducted a series of 25 in-depth interviews with both human resources (HR) and procurement professionals in leading global organizations. We tested our theory in two related processes, recruitment process outsourcing (RPO) and managed services programs (MSP).
Our supposition was that as an organization experiences success in one process it builds on that success, expanding its outsourcing geography through relatively clear, ordered paths.
However, after investigation our original theory was proven wrong. Through the evaluation we gained invaluable insights into how that evolution impacts current and future HR services outsourcing. The evaluation also led us to understand what organizations can do to discipline themselves to be more successful at the adoption of second and third outsourcing programs.
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