Mobility Metrics That Matter

Harnessing the power of data is leading to better decision-making and improved employee satisfaction to boot.

By Debbie Bolla

Global mobility has traditionally been a costly investment for organizations. In fact, according to Urban Bound, it costs more than $97,100 to relocate current employees who are homeowners and nearly $73,000 to relocate new hires who own homes. But in a tight labor market where talent is often a key differentiator, can organizations put a price on having the right person in the right role at the right time? That’s a tough question to answer, but luckily data is easing the cost implications of relocation while delivering additional insight into employee satisfaction, productivity, and retention.

A Two-Way Street

Temp-to-hire roles are driving better hiring decisions among both employers and employees.

By Marta Chmielowicz

Talent has long been considered a competitive differentiator for organizations as they seek new ways to thrive, but success in the modern business world increasingly hinges on one capability: agility. Organizations need to be flexible, adapting to dynamic market needs while offering candidates and employees a positive experience. Faced with growing innovation and competition, skill sets and expertise—rather than worker type—are the priority.

Putting the Micro in Microsoft

Microsoft’s micro-internship program delivers learning with a practical touch.

By Marta Chmielowicz

The transition from college student to working professional can be challenging for recent graduates. According to McGraw-Hill’s 2018 Future Workforce Survey report, only 41 percent of college students feel well-prepared for their future careers, and 51 percent desire more opportunities for internships and professional experiences. But when 40 percent of today’s internships are unpaid, according to NACE, these opportunities remain inaccessible to a large percentage of the student population. Microsoft, in partnership with Parker Dewey, is one enterprise addressing the weaknesses of the traditional structure with a new approach: the micro-internship.

Thirst for Knowledge

Employees are demanding more immersive and frequent training, forcing organizations to transform their L&D programs.

By Doug Stephen

As the labor market tightens and the skills gap for highly technical roles widens, companies need to find new ways to secure the capabilities they are lacking—without having to completely re-staff. Data shows that the solution is to ensure learning and development (L&D) plays a much more central role in the employee journey.

Wellness: The Next Generation

Investing in a holistic well-being benefits strategy is a win-win for employees and employers alike. By Ruth Hunt Wellness has become a popular catchphrase. Employers are now truly seeing how well-being is contributing to organizational effectiveness and the bottom line, if only indirectly. While there is some debate about the most effective ways to demonstrate the ROI of traditional wellness, there is […]

Future-Proof Payroll

New research finds organizations are moving to cloud-based platforms for global and compliance capabilities.

By Pete Tiliakos

Payroll transformation has become a priority for many organizations, finds NelsonHall’s annual Next Generation Payroll Services study. Historically, payroll has long been treated as a simple cost center, and frankly, many payroll departments have gotten by with disparate and outdated—albeit reliable—platforms that lack global reporting capabilities and require burdensome manual processes. And in some cases, payroll has been overlooked when it comes to allocating funding to improve the operating model.

The New Why Behind Work

Organizations need to provide a meaningful, human experience while fulfilling their purpose to succeed today.

By David Mallon

The “why” of work is shifting. People want meaning, and organizations may need to temper technology by focusing on the human element of work. Responding to a range of economic, social, and political pressures, organizations have been working to bring their inspirational corporate mission, vision, and values to life by operating as social enterprises as well as profit-making business enterprises. But to truly lead as a social enterprise, organizations must focus on the people within their four walls, as well as externally in society.

Human Resources New Technology Quarterly Summary: Q2 2019

The rate of new technologies being developed and the number of companies providing them are increasing dramatically each year, and the second quarter of 2019 was no exception. During the second quarter, there were 66 major announcements, up from 57 in the second quarter of 2018. Investment deals in HR technology in the second quarter […]