Talent Retention

New Global Player

With rapid business growth, talent leaders need to keep their eye on Latin America.

By Paula Jacomo

Between the introduction of new technologies, changing demographics, and talent wars within the region, Latin America (LATAM) has quickly emerged as a fierce competitor in the global talent market. The region has seen rapid business growth for multinational corporations looking to expand their footprints, and its start-up community is also booming. Not only has this growth swiftly increased the demand for talent, but it has also led to a shift in employee expectations regarding the technologies and benefits made available to them.

This change has also made HR departments pivotal to organisational success in the LATAM region, and those that are adapting their processes to attract and retain the best talent within the region are already seeing results. Although 20 years ago, companies in the region may have been more associated with older labour trends, today HR departments in LATAM are applying innovative and forward-looking strategies to help meet these changing priorities.

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Taking the Market by Brand

Much like candidates applying for jobs, the employer branding game is constantly changing.
By Christa Elliott To attract today’s top job seekers, employers need to put their best faces forward. This means not only offering competitive compensation and stellar benefits, but also cultivating an employer brand that tells candidates, “Your search is over! You belong here.” But the job market is constantly changing, and the job seekers and employees of today aren’t going to be wooed by yesterday’s branding tactics. Innovation in branding should be a strong and focused effort for maximum impact. “[Job seekers want] excitement—will this be a job or an experience?” Lori Hock, CEO Americas, Hudson says. “They want opportunities for learning, growth, cultural fit, and alignment to the company’s values.

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Problem-Solving With Internal Mobility

Promoting top-performers may be the best way to fill difficult vacancies.
By Josh Tolan
“I’ve accepted a position with another company.” Those are the words that no one wants to hear from a top performer, but if it happens, managers wish the employee well, tell them they will be missed, and reupload their job description online. Next comes weeks of reading faceless applicants’ resumes and meeting the best candidates for interviews. Eventually, a replacement surfaces, and as they begin their onboarding process, one can only hope that they’ll catch on quickly and fit in with the rest of the staff. Only time will tell if this outsider will work out, but what other options are there? A better choice might have been overlooked: a current employee. Although existing employees have proven track records with their company, most hiring managers look outside of their organization when trying to fill a position.

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HRO Today 2017 Resource Guide

We know that the readers of HRO Today magazine turn to us as a go-to resource in the HR industry that delivers trends, insights, and the top resources for all of their HR operations and service needs. In our annual resource guide, we aim to showcase providers and product vendors across 18 sectors of HR services.

Here, you will find providers of everything from recruitment process outsourcing (RPO) to benefits administration and multi-process HRO, not to mention a treasure trove of HR technology, consulting services, and other ancillary products.

We hope that our 2017 Resource Guide will serve you well as a starting point in your search for appropriate vendors.

View the 2017 Resource Guide here

The Power of Purpose

Four ways organizations can leverage mission in order to motivate and retain talent. By Shannon Schuyler To succeed, a company must consider its North Star: Why it’s in business; what brings humanity to its suite of services; and what brings meaning to the hours of work its people invest in solving problems. According to PwC’s 19th Annual CEO Global Survey, CEOs across industries are acknowledging that a business purpose—a clear reason to exist beyond making money—goes hand-in-hand with a sound business strategy. But how is purpose being adopted in organizations and resonating with employees? To find this out, PwC conducted a dual survey of more than 1,500 full- and part-time employees and 500 business leaders in the United States across 39 industries. Four findings from Putting Purpose to Work stand out: 1/. Companies aren’t walking the walk. At the leadership level, there is a sizable disconnect between how important purpose is claimed to be for business and how central purpose actually is to business decisions, employee experiences, and recruiting.

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Retail Therapy

Meijer partnered with EG Workforce Solutions to find—and keep—talent in new and challenging markets. By Debbie Bolla When it comes to the retail industry, growth is always a good thing, but it can present business challenges. Such was the case for Meijer, the nation’s 19th largest privately held company with headquarters in Michigan. The retailer operates more than 220 stores in six states, including Michigan, Illinois, Indiana, Ohio, Wisconsin, and Kentucky. In recent years, growth has driven a succession of new store openings, presenting several hiring challenges for SVP of HR and CHRO Michael Rotelle. “We have an aggressive growth strategy in the number of new stores that we’ve opened for the last few years,” says Rotelle. “This required us to rethink how we go about the hiring process.” The old process wasn’t working for Meijer’s estimated 50,000 annual hires: Rotelle says the retail organization had to pull managers from surrounding stores to attend job fairs and conduct mass hiring events.

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Revolving Door Recruitment

Hold onto hires with these RPO and engagement strategies.
By Russ Banham
It’s one thing for a company to recruit the best and the brightest, but what happens when those recruits leave within a couple years? It’s a difficult question with which many businesses struggle. Several studies indicate a strong tendency in the Millennial generation to join an organization and, not long after, turn in their letters of resignations if the work experience is not what they expected. This pattern results in near non-stop recruiting and a revolving door of people in and out of the company, which then kicks costs upwards at a time when budgets are thin. To solve this challenge, many businesses are reaching out to global RPO firms, which have developed cost-effective ways to stop the madcap sprint for the exits.

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Thinking Ahead Of The Tech Curve: Holistic Strategy Thinking On Total Talent Management

Thinking Ahead of the Tech Curve By Bill Hatton Market watchers expect non-employee talent to comprise about 50 per cent of the workforce in upcoming years, and that’s one reason 95 per cent of organisations currently see contingent labor as crucial to executing their business strategy. Those statistics come from supply-management research firm Ardent Partners. That means the future of talent management will require visibility into a mix of contingent and permanent talent, along with specialists such as statement of work (SOW) workers, and will further require use of technology that needs to be more and more integrated, such as VMSs, ATSs, etc. The promise is great: Being able to see and manage all the human capital available in an organisation, as well as that talent which can be obtained, for the projects the companies need to accomplish, when they need to accomplish them, and manage them the whole way. That’s the idea, a holistic vision. Where is the market now? HRO Today Global asked the regional heads of APAC and EMEA for leading global outsourcing firm Pontoon Solutions, for their opinions on the total talent market (TTM).

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Worker Confidence Study: Index Continues To Fall In Fourth Quarter

By the Editors
HRO Today magazine partnered with Yoh Recruitment Process Outsourcing to produce the Worker Confidence Study, which provides an index to measure employment security in the United States. Perceptions of job security are particularly interesting to government entities because of the impact that they have on American spending habits and, by extension, the U. S. Gross Domestic Product. This index provides insight into macro-metrics previously untapped by existing indices such as the Consumer Confidence Index, Gallup’s Economic Confidence Index, the Bureau of Labor Statistics’ Job Openings and Labor Turnover Survey (JOLTS) or United States Consumer Sentiment. Although those indices are useful in gauging the attitudes of employees towards their jobs, they do not measure perceptions of job security with the same precision.

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All Aboard!

How technology helps people get settled into their new roles—even when things are moving fast
By Belinda Sharr Your organization is no doubt moving quickly. As you bring in new people, you want them up to speed just as quickly as possible. But that’s no easy fix. Onboarding on a fast-moving, competitive organization can be like jumping on a moving train. The good news: New technological tools can help you keep pace. Learning Management Systems (LMS), in particular, can help drive new hires make the leap onto that moving organization by making it easier for you to administer, document, track, report and deliver their onboarding training programs. And the best part is that LMS’s work no matter where the workers are located. In the Cloud A cloud-based LMS can allow both employers and employees to perform a successful onboarding, which increases the probability of the employee being happier in their new role and staying long term.

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