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.

Partner Up: The Key to an Effective Mobility Program is Collaboration

Barry Morris

With Barry Morris, CEO, CapRelo

More than eight in 10 millennial workers in the U.S. are willing to relocate for a job. Faced with such a high demand for mobility from the largest generation in today’s workforce, organizations are faced with new challenges: creating an attractive program, reducing costs, and managing compliance issues.

Here, Barry Morris, CEO of leading global relocation company CapRelo, discusses how HR professionals can overcome these challenges while simultaneously driving broader corporate strategies and cultivating a culture of growth and excellence.

The key? Effective partnerships. By collaborating with a mobility partner, organizations can set themselves up for success in a dynamic global business landscape.

Read the full interview here.

Leveraging Recognition and Feedback to Boost Employee Engagement

Natalie Baumgartner

With Dr. Natalie Baumgartner, Chief Workforce Scientist, Achievers

Employee engagement is an ongoing issue. What can we do to effectively engage employees? Start with recognition and feedback. According to Aptitude Research Partners, companies identified recognition as having the greatest impact on engagement. And it doesn’t stop at recognition. Go the extra mile with employee feedback, pulse data and personalized actions in real-time to immediately address any disengagement. Dr. Natalie Baumgartner, Chief Workforce Scientist for Achievers, shares how to effectively leverage recognition and feedback to boost engagement across your organization.

Read the full interview here.

C-TEN Insights: The Power of Partnerships

Maria Bunting Smedley

Four strategies that build synergies with HR and help achieve upward mobility.

By Maria Bunting Smedley

In my 20-plus year career as an HR executive, I’ve witnessed first-hand that as professionals assemble their career development resources to help weather the ups and downs of climbing the corporate ladder, the value of an HR partnership is often overlooked. But it shouldn’t be: HR is responsible for creating policies and crafting the framework that drives compensation, promotions, succession planning, career development, and talent management decisions. However, the “power” of HR is derived from three major components: access, information, and influence.

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Higher Learning: Lessons in Leadership

HRO Today Global Autumn

VP of HR Antonio Climent shares the secrets to building culture and a strong leadership pipeline for Laureate International Universities.

By Marta Chmielowicz

Expanding into new international markets is fraught with difficulties. From aligning cultures to ensuring talent gaps are filled, multinational organisations can struggle to adapt to the norms and realities of their many areas of operation. But with the shift of economic activity from Europe and North America to markets in Africa, Asia, and Latin America comes a renewed need to manage global organisations. In fact, according to the McKinsey Global Institute, 400 midsize emerging-market cities, many unfamiliar in the West, will generate nearly 40 per cent of global growth over the next 15 years.

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Putting Learning into Action

Action Learning

An experiential approach to training can solve business challenges whilst strengthening leadership abilities.

By Michael McGowan

Industry 4.0 is permeating both business and personal lives—and revolutionising the way people work. But in corporate learning, one thing hasn’t changed: People learn best by doing.

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Cultural Connections

Cultural Training

A robust cross-cultural training programme is key for successful international relocations.

By Marta Chmielowicz

Cross-border relocations are becoming more commonplace as companies of all sizes embrace globalisation, battle skills shortages, and compete for top talent. Graebel’s Cross Border Transfers: Analysing Best Practices and Trends study reports that 83 per cent of HR professionals say these types of programmes help their organisations achieve talent and workplace management goals, and 66 per cent say they help meet internal development goals.

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Out of the Shadows, Into the Spotlight

Disability Inclusion

What do Facebook, Walmart, CVS Health, and Voya Financial have in common? A strong disability inclusion program.

By Marta Chmielowicz

Twenty-eight years ago, the Americans with Disabilities Act (ADA) was signed into law. Prohibiting discrimination against people with disabilities and calling for reasonable accommodations for all who need them, this piece of legislation was a landmark victory in the fight for civil rights and equal opportunities.

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Data in the Driver’s Seat

Recruitment Data

Analytics have the power to help HR solve their toughest challenges.

By Debbie Bolla

There is definitely strength in numbers when it comes to understanding the workforce. Data has the power to determine the best sources of hire, underlying reasons for attrition, strategies to retain workers, and ways to optimize workforce planning. LinkedIn’s Global Recruiting Trends Report finds that 64 percent of recruiting and hiring managers use data during the decision-making process. With so much workforce data out there, where should HR begin?

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Here Comes Gen Z

Recruiting Gen Z

Showcasing purpose, growth, and flexibility is key to crafting an EVP that attracts younger workers.

By Marta Chmielowicz

For a long time, “millennial” has been the buzzword of the business world. HR professionals have been thinking of little else but benefits to attract them, programs to develop them, and strategies to manage and retain them. But with Generation Z about to enter the workforce, all of that will change.

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All Over the Map

Remote Workforce

Best practices for managing a remote workforce.

By Jo Deal

Remote work is no longer just for independent entrepreneurs, distant employees, or gig-economy workers. Smart companies are realizing they need to go where the talent is, even if that means hiring someone away from their offices. Remote work also does not exclusively refer to independent employees based away from a main office. It includes employees and teams who communicate and collaborate across multiple company offices—a reality that global organizations have embraced for a long time. Having this physical distance between teams requires companies to adapt and learn how best to manage and motivate when everyone is not in the same building.

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