Total workforce solutions allow organizations to zero in on their most important asset: talent.
By Debbie Bolla
In recent years, HR and talent acquisition leaders have become more and more accountable for the workforce. They often have ownership of not just the people who organizations hire, but also how they perform.
An examination of the growing use of freelance talent in the APAC region.
By The Editors
Recent research from HRO Today and Allegis Global Solutions found that the use of freelancers in the APAC region is growing rapidly, with 45 per cent of respondents anticipating the use of freelancers will increase in the next 24 months. Use of freelancers over the past two years also increased, albeit more modestly, as nearly a quarter of respondents reported an increase during that time.
By The Editors
HRO Today’s Baker’s Dozen rankings 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 both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.
Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required 10 responses from eight companies. We reached out to more than 25 providers of managed service programs.
Successfully managing remote workers can be achieved with the right planning and tech tools.
In today’s high-tech atmosphere, it’s essential to be able to manage virtual employees effectively. With the right technology, HR executives can ensure that their staff is able to work efficiently from anywhere, without being restricted to nearby offices. There are still a few important things, however, that managers need to keep in mind when utilizing far-flung workers.
New research outlines the top five drivers of managed service programs.
There is no denying that the field of talent acquisition is more exciting today than ever before, with organizations facing a series of complex challenges and needs. Organizations have many considerations when it comes to their talent acquisition processes, including:
As the contingent labor market becomes more permanent, advice on how to improve the employee experience for these workers.
By Christa Elliott
It’s no secret that the face of the modern workforce is changing. Just take a look around! The younger generations are moving up, and, more importantly, today’s workers are moving away from both the office and the conventions of a full-time, 9-5 position. In fact, a 2015 report from the U.S. Government Accountability Office found that 40.4 percent of the U.S. workforce is made up of contingent workers, and this number is only growing.
Today’s leading organizations are relying on data intelligence to drive business decisions. As the contingent labor workforce continues to grow—now reported as being around 50 percent of all workers—HR and procurement leaders understand the true value that data can reveal when it comes to managing temporary staff. In fact, according to research firm Ardent Partners’ 2016-2017 State of Contingent Workforce Management Report, 53 percent of best-in-class organizations convert contingent labor data into usable intelligence.“Accurate reporting and analytics related to cost, compliance, and quality are essential to contingent workforce program success,” says Janice Weiner, global vice president of MSP for Staff Management | SMX.
The data behind cost, compliance, and quality can show the successes—and challenges—of an organization’s program. And as this piece of the talent puzzle continues to grow, getting it right is becoming more critical than ever. “Implementing a comprehensive reporting solution that addresses both tactical and strategic requirements is critical to gain full visibility into contingent labor program activity,” says Jill E. Parrino, vice president of solutions and innovation for Geometric Results, Inc. “The solution should be comprised of meaningful data and insights that span the variety of stakeholders engaged in managing this important labor channel.”
When it comes to contingent labor, stakeholders tend to cross the organizational spectrum from HR and procurement, to finance, IT, compliance, and legal. The metrics that matter to HR will differ greatly from those that impact finance, IT etc. “HR tends to be more interested in metrics that relate to program performance and workforce planning while procurement tends to be more interested in metrics related to spend and savings,” explains Weiner. “That said, in the most successful programs, these interests intersect. For instance, HR may be interested in the cause of turnover and the impact on workforce planning while procurement may be interested in the cost of turnover. By monitoring all aspects of this metric, both HR and procurement can have the opportunity to control turnover and the associated cost.
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.
Organizations around the globe are seeing the value of managing all worker types under one approach.
By Bill Hatton
Market watchers expect non-employee talent to comprise about 50 percent of the workforce in upcoming years, and that’s one reason 95 percent of organizations currently see contingent labor as crucial to executing their business strategy, finds 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. It will also further require use of technology (vendor management systems) that needs to be more and more integrated.
We rank the top providers based on customer satisfaction surveys.
HRO Today’s Baker’s Dozen rankings 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 both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.
Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required 13 responses from 10 companies.
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