HR executives need to focus on company culture, employee engagement, and better decision-making in the coming year.
By Debbie Bolla
2015 is setting up to be an exciting but challenging year for human capital management—one that will require savvy maneuvering by skilled HR executives in order to attract, engage, and retain what truly makes the workforce thrive: talent. For the last few years, decision-making power has remained with organizations, but as economic confidence gains momentum, the job landscape will become a candidate’s market in the coming year.
“2015 looks to be a robust year for job and hiring growth, which means that employees have options, unlike the recession, so the law of supply and demand will continue to shift inexorably toward the worker instead of the organization, particularly for highly skilled roles,” explains Matt Charney, executive editor and head of content for Recruiting Daily. “We’re already seeing this, of course, but I think that HR is finally going to realize that the days of hubris, the assumption that working for your company is a privilege, is finally going to catch up this year.
Our annual roundup of the top leaders in HR.
By The Editors
Each year, the editorial staff of HRO Today culls a list of industry leaders that have demonstrated forward thinking and transformative actions in the field of HR. We understand the power of recognition: Research from McKinsey shows that praise was named a top motivator for performance. This is a good thing because 2015 will certainly have a bevy of challenges for HR with 62 percent of CEOs expecting hiring increases, according to a study from PwC.
Even more, we also understand that power of HR. What business sector is more responsible for managing and maintaining an organization’s most important asset—its talent—than HR?
Our 2014 Superstars Directory recognizes three categories of leadership since each has a significant impact on the success equation: Providers, Practitioners, and Advisors/ Analysts.
Savvy talent management strategies will be a key differentiator in 2015.
By Russ Banham
The competitive talent landscape has put RPO on the front burner of HR, with several trends heating up as the New Year approaches. No organization wants to be caught with skill sets that are inferior to the competition or risk highly talented individuals heading in their direction. This explains why RPO has moved from the back office to the strategy table. Automating manual processes are still important, but only if they achieve global strategic talent management aims.
Trends that focus on strategy include enhanced interest in global RPO solutions that look, act, and pretty much work differently across global entities, followed by greater use of predictive data analytics to gauge retention risks; the creation of progressively unique workforce compositions; heightened interest in assessing current employees for internal hiring; and stepped-up movement toward the development of talent communities.
Independent contractors are here to stay. A new report offers guidelines on how to manage ICs and measure their performance.
By The Editors
According to MBO Partners’ 2014 State of Independence in America Report, the impact of independent contractors is enormous and expanding. The report states that there are 17.9 million independent workers. This is up 1.2 percent from 2013 and 12.5 percent since 2011. Both large and small companies need to be more aware of their presence. Responsibility for engaging this type of human capital is spread throughout organizations, from HR to purchasing to individual departments that need them.
“More and more people, especially the highly skilled and uniquely qualified people, are choosing to be independent,” says Jay Lash, vice president of corporate development for MBO Partners.
Accurate information—received as quickly as possible—tops the list of background screening metrics.
By Russ Banham
“You can’t manage what you don’t measure” goes the old saying. For organizations, developing a structured list of key performance indicators to measure the quality of background screening services and delivery should not be overlooked. When organizations are looking to quickly fill a position, the ability of the screening provider to expeditiously return background data on a job applicant’s employment, educational, and criminal history is a vital service. “The challenging thing about being a background screening provider is that you’re a software enabled service that is pressured by clients’ costs, profit margins, and compliance demands,” says Gregg Gay, president of Cleveland-based Asurint LLC.
Attracting today’s talent requires a customized experience.
By Jim McCoy
Pendulums swing. Paradigms shift. Business cycles fluctuate. With the economy recovering and employment levels picking up, the flow of qualified candidates, with precisely the skills employers need, has slowed to a trickle. Challenged to find the right talent, employers must rethink traditional, time-tested candidate sourcing methods and apply creative strategies that will allow them to dive deeper into talent pools and engage with candidates on a more personal level. In this competitive landscape, employers must understand what makes candidates tick and how to attract them to the roles they need to fill. Here are five strategies to consider:
1. Blend high-tech with high-touch. Technology is a great enabler of the recruiting process.
Don’t let key talent fly away. Ignite passion in your existing workforce with these six strategies.
By John Hagel and John Seely Brown
KimChi Tyler Chen doesn’t shrink from challenges. In fact, she might be described as having a fearless, take- no-prisoners approach to pursuing her goals. As a communications manager at Intuit, she recently acted as the executive producer of a successful TEDxIntuit event, a role which demanded long hours and took her well out of her comfort zone. It is also a role she asked for. “Getting opportunities like TEDx is the reward as far as I’m concerned,” she says. “Intuit gives me opportunities, but also supports me—for instance, by making sure I had access to and support from the previous executive producer. As long as you don’t fall too hard, you get new opportunities.
Three strategies to reduce the risk and potential fines associated with worker misclassification.
By Dana Shaw
Has the worker classification world gone mad? As if economic and governmental issues weren’t challenging enough, the blame-and-shame game for companies who misclassify workers, even unintentionally, has hit an all- time low. Consider the most recent conflicting headlines, HR blog posts, and messaging from state departments:
• “Supreme Court declines to hear challenge to Illinois employment law.”
• “More firms will hire contractors by 2020.”
• “$10.2 million awarded to fund worker misclassification detection, enforcement activities in 19 state unemployment insurance programs.”
• “Does Silicon Valley have a contract-worker problem?”
Then there’s Pennsylvania’s Construction Workplace Misclassification Act that outlines a summary offense in § 933.
New research shows engagement is up—but so is interest in leaving. Four strategies to combat attrition.
By Don MacPherson
With employee engagement at levels not seen since before the recession, it’s surprising that the number of employees who are looking for new jobs at different organizations continues to rise. This finding is a result of Modern Survey’s U.S. Workforce Employee Engagement Study, which surveyed 2,000 full-time, U.S. employees to understand the latest picture of employee engagement. It is clear, however, that employers won’t be able to rest on their laurels. Organizations need to outline strategies to address this dynamic situation as engaged employees are considering greener pastures.
Modern Survey’s employee engagement index is composed of questions based on the following factors:
Employees’ intent to stay with an employer over time;
Whether employees are inspired to give extra effort;
Whether employees are willing to refer the organization as a great place to work;
Employees’ level of pride in the organization; and
Key metrics can help organizations measure what was once elusive: contingent labor quality.
By Eric A. Osterhout
As organizations today rely increasingly on contingent labor to remain competitive in the marketplace, measuring the quality of this growing component of the overall workforce is of paramount importance. Since quality is subjective, changes over time, and varies from organization to organization, it is important to first identify and define worker quality. This can be achieved by looking at worker tenure, favorable versus unfavorable results, worker productivity, or even safety. Hiring manager surveys often produce insights quickly that can yield meaningful answers to what quality looks like for the organization.
Once an organization determines what constitutes quality, quantifiable metrics are next to be developed.