Engaged Workforce

Agile and social models are changing performance management, rewards, coaching, goal-setting and development. How you engage with your workforce will directly correlate with how to maximize the productivity of employees whilst giving the best possible opportunities for development.

2017 HRO Today Baker’s Dozen: Relocation

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 10 responses from 8 companies. We reached out to more than 35 providers of relocation services. In order to determine an overall ranking, we analyze results across three subcategories: features 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. The rankings are based on those scores.

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Pressure’s On

Organizations can expect costly fines—or worse—if they don’t follow the ever-changing rules of relocation compliance. By Russ Banham At the end of the last century, globalization resulted in an extraordinary uptick in the volume of employees on assignment abroad and the length of their stays. The tax, legal, and immigration rules limiting the duration of these assignments were different but difficult to enforce given the mass of assignees and their ebb and flow. Those days are long gone. Most countries today are stringently policing their rules and harshly penalizing companies for non-compliance. Stay too long in a country and risk a stiff fine or worse—incarceration and the permanent barring of the employee to conduct business in the country. The constantly shifting landscape of regulations across the world makes compliance even more problematic."Privacy, visa, and tax regulations are forever in flux, putting the onus on companies to stay on top of these changes," says John Fernandez, executive vice president at relocations services providerContinue reading →

Flex Up

Organizations can achieve benefits by offering employees sought-after flexibility, but best practices should be followed. By Greg Besner Work-life balance is more important than it used to be. While previous generations didn’t question the nine-to-five workday format, modern job seekers are willing to forgo higher paying positions based on company culture alone, according to research from Fidelity. Whether telecommuting, working four 10-hour days, working part-time or simply adjusting the start or end times of a workday, flexible work schedules can increase commitment and retention. As more companies offer flexibility, they reap the rewards. According to the Harvard Business Review, the benefits of flex time go both ways, offering employers increased coverage hours, a recruitment edge, less use of paid leave and results-driven management. Employees, in turn, experience higher satisfaction and morale, reduced stress and often more efficient and productive use of their time.

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Modes of Motivation

A new research study examines seven trends in incentivizing the workforce. By Melissa VanDyke As economic growth continues and CEOs replace their recessionary view with a longer-term focus on growth and innovation, talent retention and motivation will be a key battleground. A recent 2017 Incentive Research Foundation (IRF) Trends Study sought to identify important changes taking place in motivation. The research uncovered seven strategies CHROs can leverage to incentivize their workforce. 1. Focus rewards on non-core job behaviors. Fifty years ago workers focused primarily on one thing: their core job responsibilities. Yet over time, as HR, learning, and talent organizations have diminished and organizational necessities such as innovation and core values have grown, workers have amassed numerous non-core job roles. These roles may include trainer, innovator, career advocate, brand advocate, team supporter, wellness advocate, and many others.

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Activating Employees

HR technologies that cater to both HR and the workforce result in more engaged, empowered workers.
Amber Hyatt
As HR leaders look to 2017 and beyond, a key question has emerged: How can HR teams and their organizations better enable their workforce to provide a substantial, competitive business advantage? Many believe HR technology should be that enabler, but traditional talent management technologies focus on automating HR functions, often ignoring the most important "consumers": employees. The primary goal of automating HR functions has been to increase efficiency.It’s true that the focus on integrated talent management made HR tools easier for HR pros to use by streamlining time-intensive, paper-based processes of the "personnel office" to make time for more strategic initiatives and saving hard costs for the business.

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Train for Today and Tomorrow

Employees—and organizations—can benefit from financial, soft skills, and leadership development programs. Andrew Allen When it comes to training programs, most organizations tend to stick to the basics: skills needed to perform everyday functions or topics covering compliance requirements. While those are important and necessary, HR leaders should consider additional types of training that can benefit employees and the bottom line. Financial management, soft skills, and leadership training are three areas that can increase employee well-being as well as productivity and retention. Financial Management Money is obviously a major motivator to employees, but a bigger salary isn’t always in the budget. While organizations can’t always give employees the financial reward that they want, workers can still benefit financially if they are given financial education training.Why? This helps make their money go further. Financial training will not only work in favor of the employee, but also the business where they work.

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Great Minds

Our roundup of experts provides a critical look at what's to come in 2017. By Debbie Bolla Attracting and retaining top talent. Becoming an employer of choice. Engaging millennials. Leveraging technology and data for informed decision-making. These are just a few of the challenges that HR and talent acquisition leaders report they are currently facing. The pressure on HR to spearhead strategic business solutions has never been greater. In fact, according to a recent Visier survey, 79 per cent report their organisation can't succeed without a strategic CHRO and 78 per cent agree that company success is driven by a CHRO who contributes to business performance. What else does 2017 have in store? HRO Today Global had the opportunity to speak with some of the top leaders in their field at and after the HRO Today Forum EMEA about how HR can succeed in the new year. HRO Today Global: What are the main challenges facing HR in 2017, and what are some strategies to overcome them? Arne-Christian van der Tang: At TomTom, we believe that the main challenge facing HR and the workforce in 2017 is the not a new challenge—it's the ongoing war for talent.

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Moving Ahead After Brexit

Experts tackle potential relocation issues and upcoming mobility challenges as the U.K. leaves the EU. By Belinda Sharr When Brexit unexpectedly happened in June 2016 and defied expert predictions (The Economist reported 85 per cent of polls said Britain would remain in the EU), many HR executives across the EMEA region were left wondering about the future—specifically how the announcement would impact relocation trends. Now that a few months have gone by, mobility strategies are taking shape as the U. K. plans its exit from the EU by March 2019. Whilst precisely predicting the future is impossible, experts are looking at current trends and making some suggestions that may help global companies navigate the new relocation process for their far-flung employees. Forward-thinking organisations are looking at next steps with regards to mobility because Brexit will affect employees they may have in the U.K., the EU, and beyond. Charlotte Sword, global head of human resources at U.

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Accolades Drive Success

Recognition can be a complex task but implementing an effective programme has multiple benefits. By Belinda Sharr Ambitious employees—no matter where they work around the globe—want their accomplishments highlighted. Recognition is an important part of the employee experience at a company, and studies have indicated that recognition is tied to great things—increased employee engagement and retention, and better business results. And what does this mean for the bottom line? In 2015, studies from Aon Hewitt found that a 5 per cent increase in employee engagement is linked to a 3 per cent increase in revenue growth in the subsequent year. Productivity goes up as well. When employees receive recognition, they tend to perform better, says Alexandra Bode- Tunji, programme lead of people transformation at Transport for London. "Employee engagement surveys indicate higher levels of engagement for teams where recognition is used regularly," she says. "Staff members see recognition as a form of feedback and we [have noted] the need to step up recognition using leadership contact forums such as breakfast meetings with the managing director.

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More Than Just Rewards

2016 EMEA iTalent Competition winner Rideau revolutionises recognition with its Vistance platform. Marta Chmielowicz Picture this: It's 2030 and your company is struggling to grow, not because the services you provide are unnecessary, but because you simply cannot find the right employees to fill your most important positions. According to Rainer Strack of The Boston Consulting Group in a recent TED talk, this scenario may become a reality. The workforce is aging, and by 2030, there won't be enough workers to fill jobs and keep major economies growing, says Strack. Once the last of the baby boomers retire, there will be a major deficit in the global talent pool that may cause an overall labour shortage in many of the world's largest economies and a huge skill mismatch that can't be abated with technology. Strack says that a solution to this impending problem is a major shift in company culture towards appreciation and recognition. A survey conducted by the BCG found that the No.

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