The 2018 iTalent Competition winner empowers organisations to act on worker feedback in real-time to make a real difference.
By Taylor Thompson
In the past few decades alone, human resources has evolved from an administrative function to a growing industry arguably centered around the most important department in an organisation. The workforce has transformed to accommodate advancements in technology and the work-life balance expectations of the up-and-coming generation of workers. Out of this change comes the race to not only retain top talent, but to maintain an organisation’s current workforce. What better way to keep top performers than going to them directly to find out what works and what doesn’t? Whilst asking employers for feedback on current business practices sounds like a straightforward task, James Anderson, co-founder of Peachy Mondays, began to see otherwise.
CHRO Hein Knaapen shares how ING developed its Orange Code based on three employee practices and the success that followed.
By Debbie Bolla
Sometimes the key to success is simplicity. That less is more philosophy is a guiding force behind ING’s highly visible “Orange Code,” which drives the organisation’s culture and human capital initiatives. The bank’s CHRO Hein Knaapen says although the three phrases of the “Orange Code” are simple, they encapsulate who ING is at the core. It is based on three elements:
This year’s superstars are transforming HR through innovation and agility.
By The Editors
We are living in an age of immense technological disruption. Digital transformation is a top concern in boardrooms across the world, with companies adopting new technologies to reinvent themselves, deliver more value to their customers, and remain relevant in today’s high-paced business climate. But to succeed, organisations need to transform at a more fundamental cultural level.
The future of learning is digital—but are organisations ready to make the transition?
By Marta Chmielowicz
“The only sustainable competitive advantage is an organisation’s ability to learn faster than the competition.”
View the top providers of recruitment process outsourcing in EMEA and APAC.
By the Editors
HRO Today Global’s Baker’s Dozen Customer Satisfaction Ratings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today Global 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.
New research reveals four trends driving successful programmes.
By Mary Stoik Dymond
The mobility industry is constantly evolving to meet company goals and employee needs, especially in the midst of globalisation, tight labour markets, technology innovations, and multiple generations in the workforce.
By Elliot H. Clark
Or should I begin with “never say never again?” This will be the last print edition of HRO Today Global. But it is not goodbye; it’s more of an “au revoir” or until we meet again. HRO Today Global has existed as a magazine since it was founded as HRO Today Europe more than a dozen years ago. Originally, it was supposed to cover the HRO industry in Europe, but, in truth, it included quite a bit of re-purposed North America content. It was sort of good, but not really local. It was sort of global, but not really.
But, HRO Today was globalising. Our readership in both print and digital formats was rapidly expanding and our digital offerings were doing very well. We considered going digital, but our reader surveys indicated that our subscribers still wanted the tactile experience of the printed book. We were limited to four editions per year in that format. We moved into APAC about a decade ago. We then morphed HRO Today Europe into a print edition in Europe and a digital edition in Asia rebadged as HRO Today Global. We split content in the new edition between APAC and EMEA, so… it was half as good for everyone. We offered content on EMEA that did not resonate with our APAC readers and vice versa. After years of commenting on how other companies were globalising, we went ahead and made the same mistakes ourselves. Being a critic is really easy unless you own mirrors.
By D. Zachary Misko
Recognition continues to be an important part of employee engagement, corporate culture, and our global HR association. For the past 10 years, the HRO Today Services and Technology Association awards have been a highlight at our events and an aspiration for those in the HR industry worldwide. Winners for APAC and EMEA will be announced at their corresponding regional HRO Today Forum events. This year they take place in Hong Kong (3 and 4 June) and Dublin (4 to 6 November). Don’t forget to take a look at the programming schedule and agenda for our events as well: You don’t want to miss this year’s lineup of learning, networking, and best practice sharing.
The award categories have been revised for 2019. We will be recognising teams, business units, companies, and groups in our company category, as well as executives who are standouts in their own right in the Individual category.
By Debbie Bolla
What drives success at global banking giant ING?
“There are a number of management practices that define the success of the bank,” says Hein Knaapen, CHRO of ING. “If you look at how company performance is driven, then culture is certainly an important element. But there is much more to it. There’s performance management, leadership development, the candidates you attract, and how you incentivise top talent.”
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