Merck KGaA, Darmstadt, Germany’s streamlined approach to global recruiting positions them for success.
By Debbie Bolla
By its nature, Merck KGaA, Darmstadt, Germany is a complex business. With 50,000 employees in nearly 70 countries, the leading science and technology company executes business in not one, but three sectors: healthcare, life science, and performance materials. In the United States and Canada, they are operating as EMD Serono in healthcare, MilliporeSigma in life science and EMD in performance materials.
With such a high level of complexity, there is no understating the value of consistent processes. Just ask Severin Faust. The head of HR services and recruiting is tasked with overseeing the company’s nearly 7,000 annual permanent hires across its global footprint. When he took over the recruiting organization in 2014, streamlining the hiring process was at the top of his priority list.
“I came with a very particular mission and mandate from my organization to ﬁnd a way to make recruiting much more reliable, measurable, more visible to customers, and to identify the cost drivers,” he says.
Every year, HRO Today’s editorial team highlights and celebrates the transformative leadership of a carefully selected group of HR executives. These individuals represent the best of the best in HR leadership. Through forward thinking and innovative practices, the 2016 HR Superstars below have earned the recognition that HR research suggests is so important to motivating performance.
According to Aon Hewitt’s 2016 Trends in Global Employee Engagement, rewards and recognition are among the top engagement drivers in business. Here at HRO Today, we make a point of practicing what we preach and giving credit where credit is due when it comes to recognizing top performers.
We also believe in the power of HR—a critical business sector responsible for managing and retaining top talent.
Our 2016 Superstars Directory recognizes three categories of leadership because each has a signiﬁcant impact on the success equation: Providers, Practitioners, and Advisors/Analysts. Providers deliver the services that practitioners leverage, and advisors/analysts offer expertise and guidance.
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 five responses from a location in Europe, Middle East or Africa, or Asia Pacific.
In order to determine an overall ranking, we analyze results across three subcategories: service breadth, deal sizes, and quality. Using a predetermined algorithm that weighs questions and categories based on importance, we calculate scores in all three subcategories as well as an overall score. The rankings are based on those scores. The numbers presented in the tables represent those calculated scores; we include them to demonstrate the relative differences among the ranked service providers.
FLSA’s new overtime pay regulations are set to have major organizational and ﬁnancial implications.
By Rosemarie Hill
A major change to the Fair Labor Standards Act, originally slated for December 1, 2016, has been put on hold – but don’t forget about it altogether. While a federal district court in Texas has issued a nationwide preliminary injunction prohibiting the Department of Labor from implementing its revised overtime rule, it does not mean that the DOL’s new overtime rule is invalid.
The ﬁnal rule was poised to double the salary level required for employees to be exempt from overtime under the FLSA, but a consolidated lawsuit originally
ﬁ led by the U.S. Chamber of Commerce and 21 separate states triggered an injunction. Judges generally do not issue such injunctions unless they think the underlying case has a substantial likelihood of succeeding, and this court admonished that the rule change “is contrary to the statutory text and Congress’s intent” and that “Congress, not the (DOL) should make (the) change.
Hold on tight HR: Big things are to come in 2017.
By Amy L. Gurchensky
2016 had its share of trending topics in HR: cloud-based technology, open ecosystems, marketplaces, and robotics process automation. These issues, as well as a few others, will play a key role in shaping the future of the landscape over the next several years.
Developments in 2016 are bound to drive change in 2017. Here are some predictions by HR service line for the next year.
In 2017, NelsonHall estimates that the global payroll market will grow nearly 5.8 percent to nearly $18 billion, driven by the wider HR agenda for change. HR and payroll transformation and the move to cloud-based solutions will position this area for growth.
While the majority of payroll service providers utilize proprietary payroll software, most of which is already available in a cloud environment, the focus over the last year has been on integration capabilities. Nearly 65 percent of vendors are developing or investing in integrations and interfaces with some of the most prevalent human capital management software.
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.
Bearing these facts in mind, organizations need to be able to accommodate an entirely different type of workforce—one that wants to included in company culture but that won’t be wooed by annual bonuses or the promise of a promotion. Gone are the days when hiring contract workers meant not having to offer any benefits or leaving those employee to their own devices, so where should employers begin in improving the workplace experience for contingent workers?
“Employers hire contingent workers to ensure appropriate staff are available for mission-critical services and systems,” says Leanne Oatman, president of RightSourcing, which helps healthcare organizations manage contract talent.
A new research report ﬁnds that 81 percent of job candidates wouldn’t join a company with a bad reputation.
By the Editors
The importance of a company’s reputation cannot be understated. Corporate Responsibility Magazine’s* annual corporate reputation study indicates that an organization can be perceived as “good” or “bad,” and this perception directly affects both the quantity and quality of talent, and people won’t work at a company that gives off a bad impression.
CR Magazine worked with leading strategic recruitment process outsourcing partner Cielo on the survey, titled The Cost of a Bad Reputation. The results were announced at the 2016 COMMIT!Forum in New York City on Oct. 18.
The report presents the ﬁndings of a telephone survey conducted among two national probability samples, which, when combined, consists of 1,001 adults, 482 men and 519 women 18 years of age and older living in the continental United States. Interviewing was completed Sept.
Implementing diversity-focused recruitment strategies can help organizations obtain the right talent.
By Belinda Sharr
Successful companies know the importance of diversity and inclusion (D&I) in the recruitment process. According to a Forbes | Insight report, 65 percent of respondents say they have a diversity-focused recruitment plan. It’s essential for HR executives to build the goal of having a diverse workforce into the talent strategy.
Organizations can experience a higher level of collaboration and creative thinking from individuals of differing backgrounds, values, and viewpoints, says Taryn Owen, president of PeopleScout. Plus, top performers have a great interest in working for organizations that refl ect a true picture of today’s global and diverse world. D&I strategies are, in fact, talent grabbers.
“When you support diversity and inclusion, you have the ability to attract a higher tier of talent,” says John Wilson, CEO of WilsonHCG. “This results in higher customer satisfaction and employee retention.
Younger workers are ready and willing to relocate. Use it to your beneﬁt.
By Tim O’Shea
Twenty years ago, only a small percentage of the workforce—typically C-suite executives—expected to relocate for career advancement. Now the industry is seeing a signiﬁcant shift toward younger employees relocating to grow professionally. It’s changing how organizations think about talent acquisition, retention, and development and how employees map their lives and careers. In fact, a new Wakeﬁeld survey for Graebel found that millennials are willing to relocate for work, believe mobility is essential for career advancement, are willing to postpone life milestones for professional development, and are highly independent.
Where does this stem from? Millennials’ willingness to relocate is probably the result of the study-abroad programs they utilize to gain exposure to other countries and cultures during college. Eighty-four percent of millennials are willing to relocate for a job and 82 percent of millennials believe eventual relocation will be necessary for career advancement.
The beneﬁts of integrating video into the talent acquisition process continue to expand through new capabilities.
By Christa Elliott
The ﬁrst webcam was developed in 1991 at Cambridge University; it was used to monitor how much coffee was left in the coffee pot in the Cambridge computer science department break room. Fast-forward 25 years and the use of video technology is now leveraged in many different ways by today’s organizations. Video interviewing has been a key recruiting function for several years, but now employers are discovering other new uses for video in the talent acquisition process. Today’s tools help facilitate onboarding, bring candidate cover letters to life, and enhance employer branding efforts.
It may sound ironic, but video technology can actually bring a personal element to the hiring process: Organizations can reach more candidates on a more personal level through face-to-face interactions, no matter where they are. “Video, by its very nature removes two critical barriers in our everyday lives: not having to be at a speciﬁc location and not having to be available at a speciﬁc time,” says Christopher Young, founder of Async Interview and vice president of marketing for RIVS Digital Interviews.