Targeted sourcing is key to Ericsson’s tech-driven talent acquisition strategy.
By Debbie Bolla
Ericsson is no stranger to changing with the times. The communications tech company has gone through several iterations during its 140-year history—from producing mechanical to electrical switchboards to electronic solutions and today’s mobile systems. The organisation is always trying to get ahead of the latest technology, and having the best talent at its fingertips is critical to achieving this goal.
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. In order to determine an overall ranking, we analyse 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.
Learn more about the 2017 CHRO of the Year EMEA and Talent Acquisition Leader of the Year EMEA Award finalists.
By Christa Elliott
CHROs and talent acquisition leaders are the driving forces behind a company’s culture and productivity. The processes of finding, selecting, and managing employees are never simple, but thanks to the vision of great HR leaders, organisations have the ability to attract and retain top talent at all levels. The 2017 CHRO of the Year EMEA and Talent Acquisition Leader of the Year EMEA finalists have taken the necessary steps to accomplish this for their organisations, and these awards honour their great work and accomplishments.
Organisations need to evolve their hiring practices around the preferences of emerging career archetypes in Asia.
By Rachele Focardi
Today, every company’s main priority is talent attraction. Whether hiring numbers increase or decrease, every organisation needs to attract the right people to fulfill its business objectives. This is especially true for companies recruiting in Asia, where the pressure on the talent market has increased tremendously in recent years. Enter millennials. Their approach to work has fundamentally changed how organisations approach hiring.
Take a closer look at how Shop Direct revamped its recognition strategy during a big transition.
By Christa Elliott
Today, Shop Direct is a multi-brand, online retailer serving the United Kingdom and Ireland. The company’s 4,700 on and ofﬂine employees successfully ship more than 50 million products every year, but its digital success was a long time coming. Only after transitioning to an online platform and rethinking the way that it recognised its workforce was Shop Direct able to meet its full potential and become the retail success that
it is today.
Shop Direct was born from the iconic British retailer Littlewoods—a company founded more than 80 years ago when mass-market retailing was in its infancy. Although Shop Direct became a brand well-loved by consumers, the shift to online shopping and marketing over time meant that the U.K.-based retailer had to adapt alongside industry developments or risk becoming obsolete.
An influx of remote workers means new compensation considerations.
By Jean-Luc Barbier
In recent years, HR departments have witnessed the rise of a whole new type of workforce, one that now includes remote workers. As globalisation, skill availability, and outsourcing practices change, businesses have been taking advantage of freelancers, and the traditional work environment is being reshaped.
Bringing a positive candidate experience to relocation assignments can be a key differentiator.
By Christa Elliott
Most HR professionals agree that creating an outstanding candidate experience—from recruitment through onboarding—is a great way to boost employee engagement and well-being. But relocated employees, whether they are new hires or transferees, will have a very different “candidate experience” due to the special circumstances of their employment and the careful planning that goes into a relocation. Done well, a relocation can illustrate that the organisation is invested in the employee’s success and growth. But if the relocation assignment isn’t given special attention and care and becomes stressful for the employee, it can work against the organisation.
The future of HR is always a question for me. I had the chance to visit the Wharton Center for Human Resources recently, and my conversation with professor Peter Cappelli turned to some interesting work he is doing with the staff there, studying the concept of “agility.” Agility is about adaptive structure- and action-oriented decision-making (see Harvard Business Review, The Future of Performance Management, October 2016). I wonder if someday someone will describe Superman as “faster than a speeding HR person,” but I doubt it. Being agile requires entrepreneurship in the corporate setting and a fair bit of risk-taking. HR needs to do these things, and great progress has been made, but just how agile can HR get?
I will get negative mail about this column, so before I begin, I want to remind everyone I have dedicated my life to the HR community. I have written often about the growing impact and importance of the HR function. I have wondered why HR doesn’t have more authority and prerogative in its daily operations, and I have to also acknowledge its weaknesses.
When I studied HR at Wharton three decades ago, I was served up the practice of HR as a risk avoidance profession. Who is attracted to risk management activities? It was pretty obvious after looking at many of my classmates. Risk-averse people go into risk-averse professions. So pronounced was my own disaffection for that mindset that I eschewed the traditional corporate HR role and went into the HR service business. Little did I know, someday I would have an HR department reporting to me.
If you are in the 68 per cent of HR leaders that are experiencing talent challenges (according to SHRM research), than this is the issue for you.
HRO Today covers strategies to attract, develop, and retain top performers in every issue, but our Autumn edition is essentially your Golden Ticket to talent acquisition and management.
Our issue begins with our long-awaited RPO Baker’s Dozen, covering the top leaders in enterprise recruitment process outsourcing (see page 15). This is one of most highly competitive surveys with more than 800 HR leaders participating. So if you took part, we thank you!
In our cover story, Built by Innovation, former vice president of people for Ericsson Gunjan Aggarwal shares her journey to an effective talent acquisition strategy through a partnership with Pontoon Solutions.
The city centre is beautiful, boasting colorful doors, a great variety of pubs, and narrow cobblestones streets. The city is Dublin and we are excited to be back here again for the 2017 HRO Today Forum EMEA from 6 to 8 November. Recognition, learning, and networking are all part of the plan as delegates will hear from industry thought leaders and experts, discover the talented companies and individuals receiving awards during our Talent Acquisition Leader and CHRO Awards Gala, and meet HR professionals from around the region.
The HRO Today Services and Technology Association is a global association of HR executives, thought leaders and industry experts working in roles as practitioners, providers, and analysts. Whilst the Forum is an excellent opportunity for our members and delegates to participate in thought leadership through great conversations and best-practice sharing, the association allows you to continue these actions daily. If you are not already a member of the HRO Today Association, I urge you to do so and keep the conversation, connections, and learning, active every month.
Association benefits include monthly Thought Leadership Councils (TLCs) on topics about talent acquisition and management, employee services and benefits, and outsourcing. Monthly, committees members connect with HR leaders across the globe to discuss key practices and work to set standards and practices for the industry. Our member network enables engaging with peers in the industry and allows you to enhance and grow your network. Our monthly newsletter, podcasts, demos, and more also provide access and information that you need to be successful in your role. Visit
www.hrotoday.com/association to learn more about all membership has to offer.
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