Company culture, increased investment, and technology are playing a big role in today’s rewards programs.
By Melissa VanDyke
Human capital investments as a trusted way for organizations to sustain and grow success continue to build. Aside from the more than 80 percent of U.S. businesses that now invest in alternative awards for their sales population or employees, a recent study by the Incentive Research Foundation (IRF) found that top-performing businesses view rewards and recognition as an important part of the human capital playbook. Of the 900 organizations reviewed, only 300 met the qualifications to be considered top performers: over five percent year-over-year revenue growth, 90 percent customer retention or satisfaction, and 90 percent employee satisfaction or retention.
Learn how employee engagement strategies and surveys can be used to drive meaningful change.
By Debbie Bolla
Employee engagement has been one of the most talked about topics in HR in recent years. It’s certainly not a new idea, but shocking statistics—both good and bad—of its impact on business have put employee engagement back on the map in a big way.
We rank the top providers based on customer satisfaction surveys.
By The Editors
HRO Today’s Baker’s Dozen Customer Satisfaction Ratings 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 to buyers directly through our own mailing lists and indirectly through service providers.
Companies are adopting volunteer programs to attract and retain younger workers.
By Marta Chmielowicz
Every day, people become more conscious of their impact on the world and how they can shape it in their personal lives. Faced with global economic, political, and social instability and disruption, the millennial generation in particular is turning its attention to social causes that benefit the greater good. Whether it’s by supporting altruistic brands like TOMS or contributing to non-profit fundraising efforts on Facebook, it’s clear that young people today want to be socially responsible.
Organizations need to start grooming top-performing millennials into tomorrow’s leaders.
By Rachel Cubas-Wilkinson
It’s hard to believe but it’s been three years since millennials surpassed Gen-Xers as the largest segment of the workforce. This shift has made a notable impact across the spectrum of employee recruitment, selection, succession planning, and development for leadership roles. As the number of millennials in the workforce rises, baby boomers who still hold many leadership positions are continuing to retire—and there’s a notably smaller cohort of Gen Xers slated to take their place. The result: Millennials may find themselves thrust into leadership and management roles sooner than anticipated.
Three strategies that help managers enable their employees to succeed.
By Amy Leschke-Kahle
At work, a team can mean many things. Organizations can have a team of executives or a team of frontline workers. They can have a hierarchical team, a flatter team, or a dynamic team that brings together contractors and full-time employees from disparate groups or practices depending on the project at hand. Whether it’s in the field of hospitality, technology, or on the shop floor, teams are where work lives. But increasingly, more and more work gets done in groups outside of the organizational chart.
HR leaders discuss their top priorities for 2018.
By Debbie Bolla
Faced with a pressing expectation to deliver strategic initiatives, HR business leaders have become more agile in their approach to human capital management. And it’s making an impact. Randstad Sourceright’s 2018 Talent Trends Report finds that 84 per cent of respondents say the work they do will prepare their organisation for the future. Here, four HR leaders share what is on their agenda for 2018; ways they are attracting, recruiting, and retaining the best talent; and how they are getting ready for the European Union’s impending General Data Protection Regulation (GDPR).
Organisations in Asia are adapting to stay competitive in a tough talent market.
By Marta Chmielowicz
The Asia-Pacific region is home to 4.5 billion people— nearly 60 per cent of the world’s population. Consisting of five countries that rank amongst the top 15 largest economies in the world—China, Japan, India, South Korea, and Australia—and featuring a robust annual GDP growth of 5.5 per cent in 2017, the region presents some of the best opportunities for business expansion and growth.
The EMEA region calls for special considerations when managing relocation.
By Jonathan Langueneur
As the world becomes more globalised, cross-border transfers are becoming more common. Permanent relocations can be a win-win for both organisations and employees alike; they can help companies achieve talent and workforce management goals whilst offering workers personal and professional development. They are also an effective way for companies to develop or retain talent, especially in the EMEA region where employees have greater freedom to move across borders.
By Elliot H. Clark
I can remember as a young geek watching episodes of the science fiction series Star Trek. Captain Kirk and his series successor Captain Picard would gesture with their hands and say the word “engage,” and the warp engines would magically whisk the starship to light-speed. Unfortunately for HR professionals—who are not in the Starfleet—we have to deal with warp engines made of people. We have talked so much about talent acquisition the past few years, but now, as the labour markets heat up, organisations need to be laser-focused on retention and engagement. Most companies already are. But how are industry providers of engagement surveys and consulting services faring? This year, HRO Today Global will launch a Baker’s Dozen Customer Satisfaction survey for Employee Engagement Survey Services to find out just that.
Employee engagement is one of the most esoteric areas of HR and one of the most important. It is similar to the search for perfection and organisations will not achieve good outcomes without moving the bar further. It is like the old religious paradox: Is God so powerful that he/she can create a rock that even God cannot lift? The answer is yes— create the rock then will more power to lift it. This way, the clergy even got the Lord on a treadmill of constant striving that requires at least one day a week of personal time to recover from. I do not know a single CHRO who is not focused on employee engagement or who is completely happy with their result. Even if someone ever got a 100 per cent rating, HR would re-evaluate the process because they couldn’t accept the possibility of a perfect result.
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