Even though some workers are temporary, organizations should strive to leave a permanent positive impression.
By Marta Chmielowicz
In a business world where 41.5 percent of the average enterprise’s overall workforce is composed of non-employee labor, according to Ardent Partners’ The State of Contingent Workforce Management 2018-2019 report, organizations are putting the role of contingent workers front and center. In fact, the growth of the gig economy is serving as the catalyst for a new world of work—one that is increasingly innovative, dynamic, and responsive to transformative market pressures and global challenges.
Creative solutions to HR challenges can help organizations stay relevant.
By Anthony Onesto
HR has long been viewed as a rule-oriented profession for those who excel at balancing regulatory, legal, and employee concerns while also helping companies recruit great talent. But recruiting talent today is not as straightforward as it once was—and neither is creating a company culture that retains employees.
An eye on company values, leadership, mission, and brand can elevate the employee experience and deliver a competitive advantage.
By Sue Quackenbush
With the sharing economy in full swing, employees now have the power to broadcast their overall experience with an organization—the good, bad, and ugly—to a wide audience. Their reviews illustrate that in today’s competitive global market, pay isn’t the only criteria that attracts and retains good talent: Employee experience now displaces simple employee engagement as the number one focus for organizations. Experience comprises the sum of an employee’s perceptions about a company, making it a much more important and challenging focus area for organizations. And with the shrinking talent pool adding another wrinkle, companies must focus on the employee experience now more than ever.
These five strategies can help organizations reap the full business benefits of their HR technology investments.
By Debora Card
From the dot com era to the mobile boom, embracing the latest technology has always been a key priority for companies looking to stay competitive in today’s digital world. In fact, according to Sierra-Cedar’s 2018-2019 HR Systems Survey, 45 percent of large companies and 51 percent of midsize companies are increasing their spending on HR tech. But the 2019 ISG Industry Trends in HR Technology and Service Delivery survey found that while more than 60 percent of respondents are achieving significant savings in the areas of IT/technology operations and HR administration, drawing ongoing business value from platform technology solutions is still a challenge.
This year’s CHRO of the Year Award finalists are being recognized for redefining human capital management.
By Marta Chmielowicz
In today’s competitive business world, talent has the potential to be the greatest strength of an organization and one of its most powerful sources of competitive advantage. But developing a top talent pool requires more than just a good recruitment strategy: culture, technology, data insights, benefits, learning, engagement, and more are emerging as top considerations.
Recent research finds that millennial and Generation Z leaders are changing the world of work—for the better.
By Zoe Harte
Millennials and their younger Generation Z counterparts frequently face criticism over their commitment to the workforce and are often labeled as lazy and entitled and described as “snowflakes.” Yet these younger generations are poised to change the future of work. As these digital natives become the dominant generation in the workforce, they are quickly squashing these misconceptions and bringing their positive influences to build their vision of a new work paradigm.
Innovations in data science are enabling the transformation of HR.
By Jeff Mike, James Guszcza, and Kathi Enderes
Underneath buzzwords like “disruption” and “digital transformation” lie some important truths for HR leadership. There is no denying that powerful technologies aimed at individual consumers have changed the game. The best of these technologies deliver compelling, personalized experiences to customers through digital platforms, smartphones, and increasingly, augmented and virtual reality. As a result, they have created a demand for similar personalization of work experiences and workplace applications.
A strategic onboarding process can help engage employees during their first weeks on the job.
By Stacey Kervin
The U.S. unemployment rate has been hovering around four percent for more than a year now. While this is great news for the economy and for the American workforce, it has created a unique challenge for HR and talent acquisition professionals.
Organizations need to reinvent growth strategies by providing opportunities to all levels of employees.
By Meghann Arnold
When it comes to developing a strong workforce, organizations too often provide opportunity to only “traditional” employees: Those who have college degrees and a resume full of experience, volunteerism, and organizational involvement. To put it lightly, organizations don’t always give opportunities to those who don’t fit the mold of advancement.
By Debbie Bolla
Did you know that the millennials at the tail end of their generation will be turning 38 this year? According to Pew Research Center, the age range for this cohort is now between 23 and 38. What does that mean for HR and the workforce? More and more millennials are entering—or are in—leadership positions. In fact, according to Upwork’s recent study, Future Workforce Report, nearly half of this younger generation is in positions at the director level or above. So the big question is: How will millennials manage?
In The Future is Bright, Zoe Harte, senior vice president of HR and talent innovation and head of human resources at Upwork, shares four ways millennials and Generation Z are shaping the workforce based on findings from the company’s recent Future Workforce Report. Two factors are likely to have an impact on their management styles. Millennial and Gen Z workers are nearly three times more likely than baby boomers to believe that individual workers need to take personal responsibility for their development. They also believe that by 2028, nearly three-quarters of all teams will have remote workers and 33 percent of full-time employees will exclusively work remotely. Will these two factors lead to more autonomous management styles?
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