Our annual award winners share their most transformative initiatives and the next big thing for their organizations.
By The Editors
HRO Today CEO Elliot Clark has said that it has become this magazine’s job to recognize those who take so much time recognizing others in the workforce that they don’t have time to honor themselves. This job has become an annual privilege for the staff of HRO Today and for the judging board of previous award winners who are also part of the process. The HRO Today Forum in Chicago in May provided the perfect opportunity to share the incredible work of this year’s leaders of distinction. The winners of our CHRO of the Year Awards, Talent Acquisition Leader of the Year Awards, and HR Healthcare Program of the Year Awards were also honored. Here, learn more about how these HR leaders have impacted their organizations and how they plan to do so in the future.
CHRO OF THE YEAR
David Almeda, Chief People Officer, Kronos Incorporated
Learn about this year’s most disruptive and innovative technology in the HR space.
By Marta Chmielowicz
We are entering a new period of innovation and disruption in the HR technology and software marketplace. Driven by fundamental changes in how employees want to be managed, HR has to evolve to accommodate these needs. Emerging tools are increasingly data-driven, automated, integrated across functions, and accessible. Although they all serve different functions, they have a common thread—the goal of making life at work better. This year’s TekTonic award winners were announced at the HRO Today Forum in May and are being recognized for their valuable contributions to the areas of workforce management, background screening, talent management, sourcing, relocation, and recognition.
Organizations can maximize the impact of their recognition programs by offering experiential rewards.
By Christa Elliott
The research is clear—employees want to be recognized at work, and according to a 2016 Gallup poll, only 51 percent of workers are satisfied with the recognition they receive at work. But when approaches such as social recognition or monetary rewards aren’t resonating with employees, there is another option. Using experiential rewards can be an effective way to engage employees through a personalized approach, proving to them that their employer values what they bring to the table.
Seven perk-driven strategies to engage and retain employees.
By Jeanie Heffernan
A company’s greatest asset is its workforce, and that is why it is vital to equip workers with the best tools and resources to do their jobs. But today’s employees are also looking for benefits that help maintain a positive work-life balance. While traditional benefits such as medical, dental, and vision insurance might be what initially come to mind, many organizations are beginning to think outside of the box to foster a more engaged, productive, and healthier workforce. Recent iCIMS research found that 92 percent of full-time employees believe that companies offering non-traditional benefits are more likely to recruit top-tier talent. These benefits also serve as retention tools; a comprehensive benefits package gives employees a reason to stay with a company other than the paycheck.
Integration and mobile applications are improving the vetting process for organizations and candidates alike.
By Debbie Bolla
It’s quite a dilemma. Organizations can put themselves in a compromising position if they don’t have a background screening process. Candidates continue to fabricate details: HireRight’s 2017 Employment Screening Benchmark Report found that 77 percent of organizations report that screening revealed an issue with a candidate that would have not be discovered otherwise. But having a background screening program can also put companies in jeopardy. A recent CareerBuilder survey found 68 percent of candidates continue looking for a job while a background check is being issued. So what’s the solution? A faster, more efficient process that mitigates organizational risk while providing a positive candidate experience. But how? By integrating background screening services with applicant tracking systems (ATSs) or HRIS management systems.
Three best practices to consider when incorporating online communication channels to recruiting practices.
By Christa Elliott
Today, talent shortages are a reality for many industry sectors, but healthcare has been hit particularly hard. The Bureau of Labor Statistics projects that by 2024, 439,000 new nursing jobs will be created. Likewise, 23 percent of the current nursing workforce is expected to reach retirement age by 2018, creating a projected 700,000 nursing vacancies. With experienced baby boomer healthcare workers retiring and fewer professionals to train the incoming millennial and Generation Z workers, organizations are eager for skilled labor. And because demand outweighs supply, healthcare organizations need to consider how they are marketing their brand and to do so on the proper talent channels.
Five ways to create a workforce environment that can help increase employee happiness and productivity.
By Marilyn Tyfting
Think about how many hours one person can spend at work in a year or across an entire career. According to Psychology Today, the average person spends 90,000 hours at work over a lifetime, which equates roughly to more than 10 full years spent in the office. With such a significant portion of time dedicated to—and to being at—work, careful consideration should go into workplace design.
Today’s tools are helping staffing providers deliver key full-time and contingent talent to organizations.
By Russ Banham
Companies sourcing the best and the brightest candidates for both full-time and contingent-labor positions constantly compete for this talent, given the rapidly diminishing supply pool. To win the day, organizations are increasingly relying on managed services program (MSP) providers and their technology tools.
Going through a company transition? Here’s advice on how to ensure the best from employees.
By Chatelle A. Lynch
When our organization made the decision to become an independently-owned and dedicated global cybersecurity company, we were given only six short months to transition. What made this situation even more unique is that just two years earlier, our employees had already undergone significant transformation. This was during a yearlong integration effort following an acquisition.
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