News

Checking for the Future

Background screens are providing organizations with the tools to hire the best candidates for the job. By Christa Elliott Once the applications are in and the pool of prospective  has been narrowed, HR departments rely heavily on background screening to look for red flags
in their top candidates’ pasts. But today, a number of factors, including relevant legislation and pressure to reduce time to hire are challenging background service partners to deliver more. Ban-the-box laws will make it harder to eliminate certain candidates early on and the U.S.’ ever-evolving and variable marijuana legislation is forcing employers to rethink their attitudes toward marijuana use. Amidst all of this controversy, the background screening industry is caught in the middle. Considering all of these complications, the role of the screening provider is more important than ever in helping organizations navigate the current industry landscape to reduce risk, maintain compliance, and most importantly, hire the best candidates.

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2017 HRO Today Baker’s Dozen: Employee Screening

We rank the top providers based on customer satisfaction surveys. By The Editors HRO Today’s 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 send to their clients. Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required 13 responses from 10 companies. 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.

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Industry Innovators

Learn more about the 2017 CHRO of the Year and Talent Acquisition Leader of the Year EMEA Leaders of Distinction winners. By Christa Elliott CHROs and talent acquisition leaders are the driving forces behind a company’s culture and productivity. The processes of finding, selecting, and managing employees are never simple, but thanks to the vision of great HR leaders, organizations have the ability to attract and retain top talent at all levels. The 2017 CHRO of the Year EMEA and Talent Acquisition Leader of the Year EMEA Leaders of Distinction have taken the necessary steps to accomplish this for their organizations, and these awards honor their great work and accomplishments.   The 2017 CHRO of the Year EMEA and Talent Acquisition Leader of the Year EMEA Awards recognize CHROs and talent acquisition leaders who have responded to industry changes and challenges with creative programs and attention to the unique needs of the business they serve. The award winners were announced at the HRO Today Forum EMEA in November in Dublin (see page 4).

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Tech it Out

HR can get ahead of the hiring curve by leveraging the latest in technology. By Christa Elliot HR departments have more tools at their disposal for ramping up recruitment and hiring than ever before, and technology plays a huge part in keeping the industry current. In 2017, the push toward a 100-percent-digital hiring model is a consideration as mobile and cloud- based solutions continue to gain popularity. A desire to attract top candidates and have them view organizations and their brands as on the cutting edge are at the heart of these trends, and RPO partners are helping lead the charge. For Patricia Tourigny, senior vice president of HR shared services at Magellan Health, this process involves letting automation take care of the details so that recruiters have more time to focus on the candidates. “At Magellan, we are working to automate as many manual processes as we can and leverage a variety of digital and social channels so our recruiters can
focus on recruitment basics: building and maintaining relationships with the external market and influencing our hiring decisions so we can onboard the best possible talent.

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Moving the Needle

Ways to diversify mobility programs in order to increase the number of female transferees By Debbie Bolla Year after year, an increasing number of organizations recognize the importance of executing diversity and inclusion (D&I) initiatives in order to build an enriched workforce built on different backgrounds, values, and approaches. In fact, Deliotte’s 2017 Global Human Capital Trends reports that 69 percent of executives rate D&I an important issue. And it’s with good reason. Additional research from McKinsey finds that companies in the top quartile of executive-board diversity had 53 percent higher returns on equity than those in the bottom quartile. Plus the research notes that organizations with more female executives are more profitable. One area for consideration is how organizations approach female inclusion in relocation programs. Recent research from PwC finds that the total number of female assignees is around 20 percent. What are the factors driving this low rate? “The gender gap likely mirrors some of the same issues impacting the advancement for women in leadership positions,” says Mark Woelfel, vice president of global business development for CapRelo.

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Future Focused

Five key elements essential to developing effective leadership programs. By Janice Miller In today’s competitive business landscape, organizations need strong leaders to transform the workplace and lead in ever-changing futures. Companies that have figured out how to create competitive advantage have also recognized the business benefits of senior leadership development programs. When done right, senior leadership development programs have a measurable impact on a company’s financial performance and competitive position. In fact, Harvard Business Publishing Corporate Learning’s 2016 State of Leadership Development survey found that best- in-class programs are 94 percent more likely than aspiring programs (those that require improvement in some areas) to make a significant impact on financial success and 70 percent more likely to have a big impact on competitive performance. Best-in-class leadership development programs address specific business challenges, help senior leaders understand what’s unique about their organization in the market, and align program elements in order to drive identified strategies forward.

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A Closer Look

As Waypoint Homes exemplifies, RPO continues to prove itself as a valuable partner. By Gary Bragar According to NelsonHall’s most recent recruitment process outsourcing (RPO) market analysis, there are several drivers of companies continuing to engage with RPO firms. Waypoint Homes, a real estate company, partnered with IBM to improve their recruiting and hiring processes. The organization also sought this partnership for many of NelsonHall’s defined top drivers, including:
  • Scalability and agility to meet business demands;
  • Improving performance results including quality of hire and satisfaction;
  • Cost reduction; and
  • Access to talent management and consulting capabilities.
A leader in providing single-family rental homes, Waypoint has nearly 33,000 homes under management located across the U.S. Services provided by Waypoint’s nearly 600 team members include property management, leasing, and home maintenance.

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A Healthier Benefits Strategy

By leveraging technology and research, HR can demystify the open enrollment process. By John Hull Benefits enrollment happens around the same time every year. But even with the same tune being sung, the same instructions being given, and the same procedures being followed, many employees never feel comfortable or familiar with the process. According to the 2017 Aflac WorkForces Report, when respondents were asked about their understanding of overall policies, deductibles, copayments, and providers in their network, only 24 percent of employees surveyed could say that they understood everything. This lack of confidence can lead to holes in employees’ coverage. The same Aflac survey revealed that employees’ lack of comprehension is a costly problem. More than half of respondents—55 percent—said
they waste up to $750 per year by making mistakes during open enrollment. The common theme is clear: Employees need more information, more guidance, and more confidence in their benefits decisions.

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Rewarding Success

By Debbie Bolla Editorial Director A large part of HRO Today’s mission is to cover, share, and celebrate the incredible work that HR leaders and teams accomplish. One way we do this is through our CHRO of the Year and Talent Acquisition Leader of the Year annual awards programs. In Industry Innovators, see page 36, we take a deep dive into some of the impressive initiatives of our 2017 HR Leaders of Distinction for EMEA. We recently wrapped our HRO Today Forum in Dublin where we announced the 2017 CHRO of the Year EMEA award winners. Each of these leaders is transforming not only the world of HR, but are also making a great impact on their employees, their communities, and their organizations. Winner: Sustainable Workforce Suresh Anubolu, CHRO for GVK Biosciences, implemented a new talent management process that allows associates to grow and develop must-have skills. Anubolu also developed a sought-after culture through a strategic recognition and communications program.

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Reputation Matters

Corporate scandal continues to cost companies By The Editors The impact of corporate reputation on employer brand is more significant than ever before and directly affects the cost of hiring, finds the 2017 Cost of a Bad Reputation study from HRO Today and Cielo. This year’s results show that with the U.S. unemployment rate continuing to drop and the economy projected
to expand moderately at 2.2 percent into 2018, organizations have to be more aware than ever of the impact of a bad reputation on their employer brand. According to findings from this year’s study, 61 percent of currently employed respondents were willing to leave their current employer to work with a company with a bad reputation, about the same as the prior year. Males remain much more likely than females to take the job, at 69 percent versus 52 percent, respectively. Continue reading →