Looking to improve the overall experience during the hiring process? New research offers six strategies to help.
By Debbie Bolla
Current unemployment numbers aren’t working in the favor of HR. The Bureau of Labor Statistics reports an unemployed population of 6.1 million and 7.3 million open positions. This means that HR and TA teams need to use every strategy in their wheelhouse to ensure they are attracting the right talent into their organizations. A key piece of this puzzle is the candidate experience.
Companies can advance their recruiting strategies by communicating their culture and brand through online tools.
By Marta Chmielowicz
An employer’s reputation and brand are key factors that draw in top talent—and in today’s digital world, it is more important than ever that companies leverage online tools to communicate what makes them unique and attractive.
New research examines the benefits and challenges of this new approach to the workforce.
By Larry Basinait
Today’s workforce continues to evolve and look much different than it did not too long ago. With the onset of remote work, the gig economy, and the demands of the millennial generation, it’s rare to find a company comprised of only a traditional, permanent workforce. According to the U.S. Bureau of Labor Statistics, the domestic contingent workforce is a staggering 6 million workers. Organizations are using contingent workers for a number of reasons, but the most essential are to fill needed skill sets, increase flexibility, and save costs. So how do organizations manage these workers?
International employment laws and regulations vary widely—even among the countries within the EMEA region.
By Simon Kent
Whilst companies may wish to view their businesses as covering a unified EMEA region, employment law means that such unity can only ever be superficial. Even without the complexities of Brexit, deploying a consistent set of employment policies can seem impossible. “Some inward investors might consider Europe to be a single territory for business purposes,” says Helga Breen, head of the employment practice in London at global legal business DWF. “The reality is that each country has its own legal and regulatory framework and societal and cultural norms.”
RPO partnerships are moving beyond the transactional and entering the realm of the strategic.
By Simon Kent
The days of using an RPO provider to simply deal with the grunt work of recruiting people into an organisation are over. Today’s competitive market—both in terms of the employment market where talent is scarcer than ever and the RPO market itself—means providers must demonstrate that they can bring extra value to the organisations with which they are working. Achieving this means becoming a specialist in more than recruitment alone.
View the results of this year’s RPO Baker’s Dozen ranking.
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. Once collected, response data for all providers with a statistically significant sample size are loaded into the HRO Today database for analysis.
Generating buzz on social media helps hire masses of people in new markets.
By Tierney McAfee
Social media is not just changing the way people communicate—it’s changing the way organizations recruit.
Algorithmic advertising helps HR leaders find the best candidates, far and wide.
By Tierney McAfee
Retail companies have long been using targeted online advertising to find and engage the right buyers for the right products. Now, HR leaders are applying the same data-driven approach to recruitment—to great efficiency and success.
HRO Today Flash Reports are a series of ongoing research initiatives that address today’s topics of interest in the HR community. HRO Today Flash Reports are focused briefs that can support business decisions and further discussion among industry practitioners and thought leaders. This report addresses the North American market.
This report examines the types of inappropriate workplace behaviors reported, preventative measures being taken and the tools used to facilitate misconduct reporting.
This study was sponsored by FirstVoice, a misconduct reporting and management software solution that enables organizations to prevent, report and resolve toxic behaviors in the workplace.
The expectations that surround best-in-class recruiting have shifted dramatically during the first part of the twenty-first century. As recently as a decade ago, an effective recruitment process outsourcing (RPO) relationship was regarded as a ‘service.’ The traditional service level agreements (SLAs) related to time-to-fill, satisfaction surveys, and the like – as opposed to true business outcomes measured by increased sales and margin performance – reduced the partnership to something much more transactional.
Today, by contrast, a more effective framework for RPO partnerships can be found in increasingly consultative relationships. Under these constructs, clients assess providers by the yardstick of investment made and business value delivered, rather than just costs saved. The determination of success comes in the context of longer-term partnerships guided by strategic consensus. Such partnerships can deliver cultural transformation and profound, bottom-line outcomes that transcend the simpler cost savings models.
For most enterprises, the days of commoditized hiring are gone. No bots surfing resumes are going to provide the necessary combination of nuance and discipline to effectively recruit for both current productivity and longer-term growth. A major challenge for RPO providers seeking to persuade clients about the value of these partnership models is the ability to communicate what is required of both parties in order to realize this new value potential. In a plugged-in, tweet-fast world, the tension between the press for timeliness and a more rigorous definition of ‘value’ needs to be rethought – and renegotiated. It means using more than short-term key performance indicators like tracking time-to-fill statistics or submit-to-hire ratios.
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