The theme for 2016’s HRO Today Forums is “Talent Cloud.” We are using that phrase to symbolize the fact that technology is now integral to HR and to the relationship between employee and employer. The world is not “changing.” It’s changed. And while we still sometimes think of HR as being all about the people, the bits and bytes are just as important as the heart and the brain. However, we all know what we want to fall out of the talent cloud is the best possible workforce with the highest possible productivity.
We are awash in technology for HR. So much so that it is becoming a jungle out there. At our last event in Amsterdam this past November, we had 10 HRDs for major global companies share their stories of challenges and innovation, and in each case, technology was critical to success and measurement. In fact, the overhaul of infrastructure was core to several of their successes. Many of these HRDs were also struggling to interact effectively with their workforce, and one had implemented a mobile app for almost all HR services.
5 field-tested methods for managing virtual employees
By Jayson Saba
The world of work is changing. Employee preferences for more flexibility and need for a better work-life balance have led companies to adapt by allowing their employees to work virtually or to telecommute. The evolution of technology – phone, email, instant messaging, VPN, laptop, mobile email - has also allowed companies to provide that flexibility. In addition, more companies have teams in which managers and their employees work in different offices around the world. HR needs to recruit and retain the best talent and maximize performance and development. For virtual employees, the goals are the same, but the challenge is relationships and inclusion. Companies need to ensure that these employees understand and live the company culture, feel part of their respective teams, and get support from their supervisors.
Five Critical Mindset Shifts for Using Data to Increase Learning Impact
By Jenny Dearborn, Senior Vice President, Chief Learning Officer, SAP
My job as CLO is to help achieve my company’s business goals. The same is true of pretty much anyone working for an organization, whether they answer phones, sell products, develop new technologies, or oversee global mergers and acquisitions. When a company is well-run, every employee is able to map their daily tasks to one or more strategic business outcomes.
Yet it’s the CLO who acts as an enabler to equip employees with the right knowledge and skills to execute daily tasks and drive business outcomes.
All this seems simple and straightforward, and yet learning and other human capital management (HCM) professionals keep getting it wrong.
For many years prior to the great recession, astute HR leaders knew the positive impact that employee rewards and recognition could have on their ability to improve employee engagement, retention, and cultural alignment. Although their efforts often took a backseat to other initiatives during the economic downturn, recent research now shows three-fourths of all U.S. businesses use non-cash rewards and recognition to motivate their core constituencies, and that these businesses conservatively spend almost $77 Billion annually on these efforts. Additionally, multiple management consultancies now incorporate rewards and recognition into their advisory services and continuously find them to be top levers for increasing engagement metrics and retention scores.
What forces have collided in the new economy to garner rewards and recognition national attention across a broad spectrum of management, consulting and HR disciplines? What trends exist to guide future efforts? The Incentive Research Foundation, a nonprofit dedicated to research and education on the topic of motivation in the workplace, has spent over two decades tracking down the answers to these questions.
Why it’s time for HR to improve workforce planning
Imagine you survey business leaders across your organization, and nearly three quarters of them agree that one particular issue is causing the organization to miss its business goals. A business sponsor would be selected, a project team would be assigned, and regular reviews would take place to ensure this issue was addressed.So why aren’t organizations mobilizing their efforts into workforce planning?
Harvard Business Review Analytics Services (HBR-AS) surveyed over 300 corporate executives, and their key finding was, “Poor workforce planning has caused talent shortfalls, which in turn, led to the inability to meet business goals, according to nearly three out of four respondents.”
The report, Tackling Talent Strategically: Winning with Workforce Planning, highlighted this disconnect where the C-Suite “constantly adjust the markets where they compete, the products they offer, and the customer they serve, [but] decisions about hiring and developing the talent needed to carry out these plans are frequently unconnected.
New direction: single platform for continuous recruiting
By Russ Banham
Yesterday’s ATS (applicant tracking system) was a great way to manage the flood of job applications that overwhelmed hiring managers in the past. By automatically filtering the submissions based on a range of candidate criteria, these applications could be handled in a streamlined and regulatory-compliant manner.
Today’s ATS does this and much, much more.
The insatiable demand for talent in an extremely tight employment marketplace compels companies to transform their ATS into a single platform. The single platform ATS promotes more personalized talent communities, markets the employment brand across multiple channels, identifies an applicant’s cultural and behavioral fit through predictive analytics, and makes the user experience less arduous for recruiters.
By tearing down organizational silos and keeping all aspects of talent recruitment, onboarding, and management in one place, recruiting teams can source, brand, hire, and communicate across all workforce types and in multiple countries and time zones.
Global payroll trends focus on compliance, cloud integration, and growth growth growth
By Bill Hatton
No tree grows to the sky, the old saying goes. But trees do grow rapidly under certain conditions. In the case of global payroll, that is exactly what’s happening, and the industry is growing to the Cloud, if not to the sky.
Payroll services have been growing at about a 6.6 percent Compounded Average Annual Growth Rate since 2014, and that is expected to continue until 2019 across all global regions. The quickest regional growth is expected in Asia Pacifi, followed by Latin America and EMEA. That’s according to Gary Bragar, HR Outsourcing Research Director at BPO research and analysis firm NelsonHall.
“Growth will come from the need to drive increased efficiencies in HR/payroll service delivery through HR transformation projects,” Bragar says.
Employers can turn to background screening technology to improve candidate experience
In today’s constant war for talent, the job market has become candidate-driven with more than half of all employers admitting that it’s hard to find candidates with the appropriate skills for the positions they are hiring for, according to CareerBuilder’s 2015 Candidate Behavior Study. Job seekers expect a consumer-grade experience and an unpleasant, slow, or invasive background check can easily turn a candidate off of a potential employer. In today’s marketplace, employers should focus on creating the best candidate experience with their background screening processes.
Twenty-five percent of companies surveyed in HireRight’s 2015 Employment Screening Benchmark Report indicated that improving the candidate experience, from application through onboarding is one of their most significant talent acquisition challenges.
Four effective ways to speak the language of millennials
Executives at global companies know they need to communicate with the millennial generation differently than previous ones. One key strategy has been the use of newer technology and social media, which the millennials grew up using. When it comes to communicating health benefits to millennials, however, these global decision-makers need to keep an eye on the best ways to reach millennials—particularly because the stakes are so high.
“Companies are challenged by rising medical costs way beyond pay inflation—typically 15 percent increases, but in some markets, by as much as 30 percent,” says Chris Bruce, managing director of Thomsons Online Benefits. “They’re also challenged by the fact that millennials are not looking at their employers as employers for life or as individuals who need to be paternalistic because they’re not foreseeing a long-term relationship.
This past summer, HRO Today Magazine and Clinical Magnet launched an online study to address the perceived impact of hospital staffing among human resources professionals in hospitals and health systems. bResults indicate that professionals believe health systems are both understaffed and under-occupied.
The study also found that hospitals and health systems have underfunded staff, which has led to lost revenue opportunities. At the same time, HR professionals feel that they are asked to accomplish nearly impossible tasks in workforce recruitment and retention given the current investments in infrastructure, technology, and HR staff levels.