Leading organizations are seeing the value of managing all of their talent with a single, integrated approach.
By Debbie Bolla
When it comes to hiring the best talent, Waste Management doesn’t let worker type—permanent or contingent—impact its decision. The best fit is the best fit—end of story.
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 relocation services.
A snapshot of what to expect at this year’s HRO Today Forum in Chicago.
By The Editors
Pressure on HR to solve business problems has never been greater than it is today. In fact, according to a recent Visier survey, 79 percent report their organization can’t succeed without a strategic CHRO and 78 percent agree that company success is driven by a CHRO who contributes to business performance. That is why this year’s HRO Today Forum in Chicago is all about HR driving corporate strategy. What can be expected during the confab on May 1-3? The opportunity to learn and share best practices with peers, leading service providers, and tech analysts.
Automation is set to take hold of—but not take over—the talent acquisition space. Here are some ways to prepare.
By Christa Elliott
Will top candidates be hired by robots in the near future? Not likely. Although 65 percent of Americans expect that within 50 years, robots and computers will do much of the work currently done by humans—according to a study from the Pew Research Center—these fears may be unfounded for those who work the talent acquisition space. The early phases of the hiring process can benefit from applying artificial intelligence (AI) technology, but recruitment will always need a human touch. Provided that recruiters do more than source and screen, they are unlikely to be entirely replaced by software. On the contrary, the automation revolution will make their jobs easier and allow them to do more. With the right preparation, organizations can use automation to their advantage—saving time, money, and strategic resources in the process.
Organizations can expect costly fines—or worse—if they don’t follow the ever-changing rules of relocation compliance.
By Russ Banham
At the end of the last century, globalization resulted in an extraordinary uptick in the volume of employees on assignment abroad and the length of their stays. The tax, legal, and immigration rules limiting the duration of these assignments were different but difficult to enforce given the mass of assignees and their ebb and flow. Those days are long gone.
Organizations can achieve benefits by offering employees sought-after flexibility, but best practices should be followed.
By Greg Besner
Work-life balance is more important than it used to be. While previous generations didn’t question the nine-to-five workday format, modern job seekers are willing to forgo higher paying positions based on company culture alone, according to research from Fidelity. Whether telecommuting, working four 10-hour days, working part-time or simply adjusting the start or end times of a workday, flexible work schedules can increase commitment and retention.
A new research study examines seven trends in incentivizing the workforce.
By Melissa VanDyke
As economic growth continues and CEOs replace their recessionary view with a longer-term focus on growth and innovation, talent retention and motivation will be a key battleground. A recent 2017 Incentive Research Foundation (IRF) Trends Study sought to identify important changes taking place in motivation. The research uncovered seven strategies CHROs can leverage to incentivize their workforce.
As HR leaders look to 2017 and beyond, a key question has emerged: How can HR teams and their organizations better enable their workforce to provide a substantial, competitive business advantage?
Many believe HR technology should be that enabler, but traditional talent management technologies focus on automating HR functions, often ignoring the most important “consumers”: employees. The primary goal of automating HR functions has been to increase efficiency.It’s true that the focus on integrated talent management made HR tools easier for HR pros to use by streamlining time-intensive, paper-based processes of the “personnel office” to make time for more strategic initiatives and saving hard costs for the business. Still, they may not be as beneficial for employees who are forced to interact with multiple systems. To keep pace with today’s self-service and mobile employees who guide their own skill and career development, organizations need more than process automation, and instead should opt for an employee-first mentality, internally and externally.
Shift Toward Employee-Centric Solutions
Employees—and organizations—can benefit from financial, soft skills, and leadership development programs.
When it comes to training programs, most organizations tend to stick to the basics: skills needed to perform everyday functions or topics covering compliance requirements. While those are important and necessary, HR leaders should consider additional types of training that can benefit employees and the bottom line. Financial management, soft skills, and leadership training are three areas that can increase employee well-being as well as productivity and retention.
Today’s top recruitment challenge is no longer identifying and sourcing talent. It’s engagement: Keeping candidates interested and active throughout the recruitment process. A new research report, 2016 Candidate Engagement, from Hudson RPO and HRO Today, uncovers how recruiters and hiring managers are grabbing candidates’ attention and keeping it.
The study examines the engagement techniques that hiring managers and recruiters report are the most effective and compares them to what candidates say are most effective. The results highlight where and when hiring managers and recruiters are spending their time and resources most effectively.
The research also makes a clear distinction between active and passive candidates. Active candidates, meaning those that are actively looking or casually looking a few times a week, comprise only 25 percent of the U.S. workforce, or 63 million workers. The lion’s share of the workforce are passive candidates, described as reaching out to their personal networks, open to talking to a recruiter, or completely satisfied/did not want to move. This group totals nearly 190 million workers in the U.S.
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