LinkedIn’s CHRO Pat Wadors shares how she invests in the workforce to drive HR and business returns.
By Debbie Bolla
LinkedIn has become known for being a great place to work. It sits among the ranks of organizations on Glassdoor and Fortune’s coveted lists of the world’s top employers. But it didn’t happen overnight—it happened with intent. That’s how LinkedIn’s CHRO and senior vice president of global talent organization, Pat Wadors, explains it. Also an HRO Today CHRO of the Year for 2016, the executive says the values-based organization provides a work environment in which employees strive to make one another great. And it’s working: LinkedIn’s employee engagement is in the top 5 percentile globally.
HRO Today had the opportunity to speak with Wadors about today’s pressing issues: engaging talent, creating company culture, retaining millennials, and bringing innovation to HR. Here, she shares some of the secrets to her success.
We rank the top providers of talent management platforms based on customer satisfaction surveys.
By The Editors
HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today 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.
Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required 10 responses from 8 companies. We reached out to more than 35 providers of talent management technology.
In order to determine an overall ranking, we analyze results across three subcategories: features breadth, deal sizes, and quality.
Many tech platforms have received face-lifts and offer a wealth of beneficial features.
In today’s highly competitive labor market, the applicant tracking system (ATS) is a key tactical weapon in attaining a sustainable talent advantage. Having the right skill sets aligned with the organization’s culture and energized by its value proposition can dramatically improve business outcomes.
Organizations should expect an ATS platform to handle job candidate sourcing and relationship management, video interviewing, candidate analytics, application management, and even the onboarding process. To maintain a pipeline of passive candidates, an ATS must be designed to engage a job seeker into a “dialogue” that will conclude with extending the person a job offer.
“Employers need to stop worrying about filling their talent funnels and become more concerned about getting the right people to opt into a relationship with them,” says Paul Rubinstein, a partner in Aon Hewitt’s human capital advisory practice.
Today’s technology provides three key components to ensure a rewarding employee experience.
Research shows that modern employees, regardless of age, gender or industry, want to be recognized for a job well done. Despite this desire—and the fact that SHRM research finds 76 percent of companies have recognition programs—a 2014 survey from BambooHR found that nearly 82 percent of employees don’t think they’re recognized for their work as often as they deserve. But technology is helping to solve this problem. Today’s recognition platforms are designed to make delivering, streamlining, and tracking company-wide recognition efforts more intuitive.
“Rewards and recognition act as a primary feedback mechanism for organizations to communicate their vision and goals to staff, not to mention a tool to create positive feedback loops within teams to encourage successful behaviors,” says Cord Himelstein, head of marketing for Michael C.
Flexibility, data, and personalization are shaping the way organizations deliver employee benefits.
By Chris Bruce
In years past, employee benefits were seen as the status quo elements of HR. Employees and employers alike grew accustomed to the same list of standard benefits—from healthcare to retirement options. However, in recent years, this mentality has shifted as employees have demanded more of the companies they work for—not only in terms of the benefits they receive, but also in how they are able to interact with their benefits packages.
In response to this heightened awareness from today’s workforce, HR professionals have put a renewed focus on benefits schemes when it comes to attraction and retention strategies. A new report from Thomson, Global Employee Benefits Watch, finds a clear disconnect between employees’ demand for personalized benefits and the employers’ ability to deliver those benefits. This reveals a missed opportunity for HR professionals to leverage employee data to drive relevancy.
Healthcare organizations are leveraging mobility strategies to help fill their talent gaps.
By Michael Krasman
There has been a lot of buzz about the growing shortage of physicians in the U.S.—in fact, a deficit of as many as 90,000 physicians is predicted in the next decade, according to the Association of American Medical Colleges.
This is an alarming development, especially given the unique recruiting challenges that the healthcare industry already faces. With demand steadily outpacing supply, this deficit poses a threat to recruiting and hiring initiatives for hospitals and healthcare providers across the nation.
These metrics are indicators not only of what’s to come but also of issues that need to be addressed sooner rather than later, including the rise of hospital vacancy rates for physicians, nurses, and staff.
“Texas healthcare facilities are dealing with a formidable deficit when it comes to the recruitment of emergency room physicians,” says Dr.
Payroll finally gets a much-needed tech upgrade via cloud solutions.
By Paul Bartlett
The payroll function has a well-earned reputation for being one of the least tech-enabled areas of the enterprise. Even in the digital business world of 2017, many organizations still take a paper-checklist approach to payroll management—an approach that’s heavy on spreadsheet-based calendars, manual data uploads, and static PDF reporting.
Increasingly, however, organizations are wising up to the efficiency and cost savings they can achieve by swapping a legacy approach to payroll management for an updated model. Software-as-a-service (SaaS) and cloud solutions are finally seeing significant adoption in the payroll space; according to findings from the Sierra-Cedar 2016-2017 HR Systems Survey, 53 percent of organizations were planning SaaS/cloud payroll deployments in 2016, marking a 12 percent increase over 2015.
By automating tasks throughout the payroll cycle, SaaSbased solutions can equip payroll professionals with more intuitive, efficient ways to execute the process.
Combat impending skill shortages and staffing challenges with strategic workforce planning.
It’s clear that the workforce is changing. As the U.S. unemployment rate holds steady under 5 percent, the competition for top talent has become fierce. Employers are complaining of a skills shortage, which could be attributed to under investment in employee learning and career growth, not to mention a failure to train younger staff to replace retiring employees. Simultaneously, technology and globalization are creating systemic changes in the way business is done, which can also impact staffing requirements.
Now, more than ever, companies must rely on strategic workforce planning (SWP) to get ahead of staffing challenges and skills shortages in the workforce. Employers should identify the skills they will need to be successful and focus on cultivating those skills in current employees and hiring new staff to ensure these needs are met. But where should employers start and how can they anticipate these needs in advance?
A new study, Strategic Drift: How HR Plans for Change, commissioned by the ADP Research Institute® and conducted by The Economist Intelligence Unit® provides valuable answers to these questions and four key trends around SWP:
Choosing the right reimbursement program pays off.
By Craig Powell
By 2020, mobile workers will account for 72 percent of the total U.S. workforce, according to a recent report by IDC. Given this anticipated growth, it’s imperative that employers fairly and accurately reimburse their employees for any business-related driving expenses. Radio Shack, Walgreens, and Starbucks (see sidebar) are just a few of the organizations that have been involved in reimbursement-related lawsuits, which proves that no business—not even a high-profile one—is exempt from ensuring employees’ business-related expenses are covered.
Lawsuits like these show that many of today’s employers don’t fully understand how to accurately and fairly reimburse mobile employees for business mileage. Many choose to use cents-per-mile programs, which have long been used to because they are easy to administer and can oftentimes be paid tax-free. But many employers don’t have the full confidence that they’re providing the most accurate and cost-effective reimbursement program.
By Sharon Cunninghis
A perfect storm is brewing in the healthcare benefits market. Be prepared.
Employers are pivotal players in today’s healthcare system, but their role has remained remarkably passive. Yes, organizations absorb much of the cost of coverage, ensure that they are in compliance with the complicated requirements of the Affordable Care Act, and provide many of the tools their employees need as insurance consumers. However, a transformation is long overdue.
Regardless of the fate of the ACA under a new Republican administration, nearly two-thirds of all insured coverage in the U.S. is provided by employers, who collectively spend nearly $1 trillion annually on health benefits for their work forces. Benefit cost increases outpace overall inflation, and 14.2 percent of payroll is allocated to healthcare benefits, according to Mercer’s National Survey of Employer Sponsored Health Plans.
Healthcare is at the center of impending change. New tech-based entrants are adding more pressure to health plans, which are also facing consolidation pressures.