Tag Archives: HRO Today Global

The “Brexit’s” Effect on Global Workforce Management

How the U.K.’s Withdrawal from the European Union’s Could Affect Workforce Management By Rick Norgate Editor's note: This article was published before the Brexit on June 23. The referendum will decide whether Britain should leave or remain in the European Union. Thus, U.K. businesses that employ EU workers will need to contemplate the potential influence of the British Exit ( or “Brexit”) on their future hiring, talent management, and overall workforce management best practices. Currently, millions of highly skilled EU immigrants work in the U.K. Below are a few possible scenarios and outcomes of the Brexit, details on its potential impact on the U.K., as well as its impact on the increasingly global workforce. We will also review how human capital management technology can help businesses comply with the current and future world of work. Recruitment and Workforce Management Could be Affected If the U.K. exits the EU, it is likely that all European workers will need immigration permission to work in the U.

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Benelux: On the Rise

Traditionally a smaller market, companies are increasingly ‘testing the waters.’ By Audrey Roth EMEA growth as a whole has increased in recent years, according to the Everest Group Recruitment Process Outsourcing (RPO) Annual Report 2014. The EMEA market for RPO services grew from $407 million to $442 million in the past year. The increase in adoption in the Benelux region is contributing to the overall European market’s gradual climb. Organisations are able to see the obvious advantages, and will continue increasing in implementation as more consider the beneficial possibilities. For Randstad Sourceright, an operating company of Randstad, the second largest HR services provider in the world with global revenues of $22 billion, the Netherlands is proving to be a key constituent. The industry within the Netherlands had slowed down in the past few years, but times are changing as Jacques Van Den Broek, chief executive officer of Randstad Holding NV, recently shared on Bloomberg Television’s “On the Move.

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Editor’s Letter: The Right People in the Right Place

By Bill Hatton Editorial Director Global HR continues to grow -- and so this issue focuses on getting the right people in the right place, puts a spotlight on a growing European market, and digs deeper into the Asia-Pacific region. Among the highlights:
  • Global mobility and relocation: We offer up our annual Baker’s Dozen on Relocation, demonstrating which vendors are doing the best jobs at delivering the best value for their customers, according to their customers. Accompanying the ranking is a series of features detailing what’s working in global mobility.
  • Spotlight on Benelux: Margriet Koldijk, Managing Director of Global Client Solutions at Randstad Sourceright, leads us through the HR market in the Benelux countries – explaining that companies are testing the outsourcing waters there, and preparing for the economy to pick up.
  • Regional report on APAC: We have a pair of experts weighing in on the Asia Pacific region. Futurestep’s Sue Campbell discusses some ways the high competition for talent is impacting recruiting.

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Defining the Global Business Traveler

Keys for understanding the evolving definition of global mobility assignments—and the visa and immigration compliance concerns that accompany these shifts. By Jennifer Igva Most companies today are in expansion mode, sharpening their focus on growth inside and outside their home country; they are positioning their workforce to take full advantage of regional opportunities everywhere in the world. It is an exciting time, but also one that brings with it a range of global assignment types and added demands for visa and immigration compliance. There are some decided shifts in the types and lengths of global assignments, with a continued trend away from “fully loaded” long-term assignments to more shortterm and commuter assignments; international transfers, localisation and intra-regional assignments, as well as a rise in the visibility of extended business travelers (EBTs) and frequent business travelers (FBTs). Long-term assignments usually last three to five years and are costly, in part because they come with a higher tax commitment, include numerous benefits and allowances, and support accompanying dependents.

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‘Patience not an industry virtue’

Tim O’Shea, vice president consulting services, Graebel Relocation, shares his thoughts on the biggest challenges companies face in relocation. By Bill Hatton As part of our special section on Global Mobility and Relocation, we asked Graebel’s Tim O’Shea to comment on the state of the relocation market. What are the biggest challenges that companies (i.e., your clients and potential clients) face right now in international relocation? Speed is the biggest challenge for all of us – speed to understand everything about a new location or changes in a familiar location and speed to ensure expats or one-way transfers are in place, productive and delivering value as soon as possible. It seems we’ve found ourselves in a hyper-responsive world where complex questions with far-reaching ramifications need answering immediately, either by corporate relocation teams or by RMCs and their industry partners. Senior leaders ask simple questions like, “When can these three expats be on the ground in Kuala Lumpur? Why don’t we already have all the answers we need? I need them there tomorrow!” Whether expectations are fair or not, that’s the challenge we’re facing.

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Editor’s Note: Point Taken

Point Taken
Editor’s Note
By Debbie Bolla, Executive Editor
Confidence. Competition. Potential. Doing what you love.
These are a few words and phrases that made a lasting impact after my deep-dive discussion with four HR industry leaders at the HRO Today Forum this May. The quartet that joined me on stage (pictured above):
• John Wilson, Founder and CEO of WilsonHCG
• Sue Marks, CEO of Cielo
• Paul Harty, President of Seven Step RPO
• Gene Zaino, President & CEO of MBO Partners
Employee confidence levels are seemingly up, said the foursome—and forward-thinking organizations need to get in the game and take advantage of that confidence. To Wilson, competition between organizations is a signifier of an improved economy. Companies should consider how willing they are to get and keep the talent they want.

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CEO’s Letter: Re-Calculating the HR Equation

CEO’s Letter
Re-Calculating the HR Equation
By Elliot H. Clark, CEO
We just held the 2014 HRO Today Forum in both North America and in Singapore. We are thrilled and gratified at the level of engagement of our audience and thankful for the opportunity to advance the practice of HR. We are also appreciative of the ongoing support of our sponsors, who are the most sophisticated HR services and technology companies in the world. Don’t miss the industry’s only global HR Forum in Edinburgh, Scotland, Nov. 11-13.
The theme for all of the HRO Today Forums is the HR Value Equation. Expressed in this form: Great HR + Great Workforce = Great Business Outcomes
It is an intuitive expression. If you have a great workforce this is due to better workforce policies. Your great workforce will produce better products, give better services, and achieve better business outcomes.

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Guiding HR’s Transformation

The 2014 HRO Today Awards winners are innovating their way to strategic partnerships.
By Russ Banham
Over the past generation, the people heading up HR in many organizations have become key strategic partners to their respective CEOs, entrusted to lead diverse workforce initiatives to improve talent acquisition and retention, spur business growth, enhance sustainability practices and cultivate a workforce culture that differentiates the organization.
These CHROs are transforming HR in an era where vital skill sets are increasingly difficult to come by and hold, when global outsourcing decisions have never been more complex and challenging, and when the economic environment has demanded greater cost-effectiveness, particularly with respect to finding a balance between retained labor and outsourcing. Workforce innovation is now a strategic imperative at many enterprises, and it is the CHRO who is in charge of achieving and nurturing it.

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Great HR + Great Workforce

The gathering of our annual Forum equaled great business outcomes.
By The Editors
Click here for photo spread.

The Secret Sauce

Recognition may be the answer to your engagement and retention challenges. By Debbie Bolla Today’s recognition programs have quite a heavy load to carry on their shoulders. Organizations expect them to increase loyalty, productivity, and retention. And when executed properly, they are doing just that. Globoforce’s 2014 Workforce Mood Tracker survey found that 51 percent of those with values-based recognition programs are happy at work compared to only 35 percent of all respondents. The study also reveals that 73 percent of respondents name recognition as having a positive impact on their overall happiness at work. The Yankee Candle Company is looking to their newly formed recognition program to drive loyalty within the organization. Working with Michael C. Fina for one year, the company enlists a services recognition program to award employee contributions. The program has a custom feel, which Donna Vance, benefits and HR administrative services manager for the firm, calls “uniquely Yankee.

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