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.
What does this all mean for the future? Frankly, I do not know.
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. It’s less of a question of whether they are working or slacking off and more about whether or not we are enabling them to be successful. So how do we make these colleagues successful?
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.
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. And interestingly, the new economy has proffered some intriguing dynamics in this arena.
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?
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.
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.
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.
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. Nearly one-half (48.1 percent) of respondents with staffing needs reported difficulty finding the right hires as the biggest reason for understaffing.
Hospital HR professionals say the lack of staff covering demand is a major reason for not achieving a higher census, which is above 80 percent only about half of the time. This is the second most commonly cited reason for census variability in the study. Lack of staffing also adversely impacts patient care and new wellness programs and puts added stress on staff—these, in turn, result in increased turnover. More than three-quarters (78. 8 percent) of respondents agreed that they could achieve higher patient satisfaction scores with additional headcount, according to the survey.
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