Generating buzz on social media helps hire masses of people in new markets.
By Tierney McAfee
Social media is not just changing the way people communicate—it’s changing the way organizations recruit.
Algorithmic advertising helps HR leaders find the best candidates, far and wide.
By Tierney McAfee
Retail companies have long been using targeted online advertising to find and engage the right buyers for the right products. Now, HR leaders are applying the same data-driven approach to recruitment—to great efficiency and success.
The complexity of pre-employment screening and the associated technologies that drive it have changed radically during the past decade. However, the problem is that the largest providers and the investment engines, such as private equity who backed them in the first round of development and the second round of adaptation, have not been persuaded or incented to make new rounds of investments in rebuilding legacy systems.
At best, this situation represents a missed opportunity. At worst, it risks a world in which employers will suffer declining compliance and worsening performance. As is often the case, these legacy provider platforms and practices present the most significant obstacle
Instead, we need a profound rethinking of the market’s arrangements and expectations. To equip today’s employers with the speed and scale necessary to renovate and invigorate hiring background screening technological systems, providers need more than an investment engine.
Schneider Electric is transforming its human capital management approaches one tech solution at a time.
By Olivier Blum
Demands on employees have increased—and HR must keep pace or risk falling behind. It’s a daily occurrence that employees attend video conferences, use workplace productivity apps, and receive smartphone notifications. They can’t wait for their HR department to catch up with them via phone calls or letters. Modern workers want the same prompt customer service experience that they receive from online marketers. They also expect to feel empowered by their HR departments, not disenfranchised by them.
What does the expanding tech market mean for the future of HR?
By Larry Basinait
The rate of new technologies being developed to support HR is exponentially increasing each year, and the second quarter of 2019 was no exception. In total, there were 65 major announcements (those with at least $1 million in funding), up from 57 announced in the second quarter of 2018.
How new technologies are revolutionising HR in an Asian icon.
By Michael Switow
Shirley Fong is the vice president of human resources at Li & Fung, a trading company that started from very humble beginnings exporting Chinese porcelain and silk and which now operates one of the most world’s extensive supply chains. The company employs some 17,000 people in more than 230 offices across 40 markets.
Organisations in Asia need to adopt a five-pronged talent strategy to contend with rising skills shortages.
By Michael Switow
A severe talent crunch is leaving key positions unfilled across Asia-Pacific.
Innovative technology advancements are changing the global mobility landscape.
By Simon Kent
A recent report from the RES Forum shows that there is still huge untapped potential for the use of technology in aiding global mobility. The report suggests that areas such as pre-assignment support, payroll processes, and repatriation could all benefit significantly from digitalisation. The report’s author, Professor Benjamin Bader, senior lecturer in international HR management at Newcastle University Business School in the UK, says the sector is only just beginning to adopt technology and the future of the function is still up for debate.
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.
HR and IT need to partner to fix the broken employee experience.
By Donna Kimmel
When it comes to attracting and retaining talent, employee experience is one of the most critical elements of success. Around the world, the gap between the number of jobs available and the people available to fill them is the largest it has ever been. And competition is stiff. To get the talent they want and need to power and move their businesses forward, companies need to create an environment that inspires people to do great work.
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