By Elliot Clark
Pre-employment and background screening is the subject of this month’s HRO Today Baker’s Dozen Customer Satisfaction Survey Ratings. We congratulate Aurico on leading the market in the overall category. As we worked to complete this increasingly more important benchmark survey—we get many calls asking for interpretation support as a prelude to an RFI/RFP process—I pondered why this very mature aspect of HR technology and services continues to be a stalwart of the employment process. Background checking is not only a security protocol—looking back at the past can give organizations a glimpse of how that prospective employee will behave in the future.
By Jayson Saba
A tedious job application process—for instance, one that allows candidates to upload a resume file but also requires them to enter the same information manually—is not doing organizations any good. Or a human capital management (HCM) platform that is not integrated with all silos: HR, onboarding, payroll, benefits, time and labor, and talent management. Data can get lost or efforts may be duplicated. Organizations lose time, money, and potentially great candidates. Such challenges may explain a growing trend according to Aberdeen Group: Fifty percent of organizations are interested in replacing their recruitment technologies. Plus, that same study found that 48 percent of organizations want to improve the candidate experience—and clean up that hiring process.
A new report outlines how HR platforms are improving user experience and business outcomes.
By Maribeth Sivak and Debora Card
HR executives are mainly seeking an improved user experience through the implementation of new HR technologies, outsourcing, and shared services models. This is the main theme from Information Services Group’s (ISG) recent Industry Trends in Human Resources Technology and Service Delivery survey that explored the changing landscape of HR technology and service delivery.
A new report captures four key metrics that promote better performance.
By Ranjan Dutta, Scott Pollak, and Kristina Dunphy
Market demand for workforce analytics is on the rise as business leaders increasingly recognize that the right talent is critical to bringing business strategies to life. Equally important is the ability to access and analyze the right information to support talent-related business decisions. This is often easier said than done.
Many HR departments are beginning to recognize that delivering the right insights at the right time requires the creation of a new competency—one that incorporates the development of new workforce analytics deliverables. In order for an organization to produce these deliverables, they will need to have the tools and technology to create them and an approach to boost usage and adoption.
Today’s global payroll data far exceeds gold coins. Leverage it correctly, and you’ll gain valuable insight on how to manage your workforce.
By Sheri Sullivan
As business continues to become more competitive, organizations look for any advantage they can use to get ahead. One advantage can be found in data. The copious amounts of data organizations create on a daily basis can help them better understand their costs, revenues, and operating processes, and determine where improvements can be made.
CHRO Joseph Cabral knows his biggest competition is status quo. His solution? Constant change for constant improvement.
By The Editors
It is somewhat surprising that one of the most successful and influential HR leaders came into the industry by what he describes as a fluke. Joseph Cabral calls himself a numbers guy with a varied career, having stints in the U.S Air Force, as an entrepreneur launching a staffing company, and as an adjunct professor at UMASS Boston. But each of these roles has led him to the place where he has spent the last 10 years as senior vice president of HR and chief HR officer: North Shore-LIJ Health System.
The Hiring for Success report (co-published by Hudson RPO and the HRO Today Institute) defines quality in the workplace; the benefits of measuring quality of hire; the challenges of collecting data; and how to improve hiring processes. It also includes six strategies for improving quality of hire plus a case study demonstrating the commercial value of committing to a quality of hire program. The report findings are based on a survey of nearly 300 HR professionals worldwide.
A snapshot of significant report insights include:
How can I help reduce unplanned attrition, improve the number of top grade performers in the business, decrease the time it takes a new hire to become productive or assist in improving the diversity of the workforce?
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