Tag Archives: may-2015

Taking a Closer Look at Learning

A VP of HR shares four qualities of an engaging training program to increase retention. By Jody Rummel Most organizations offer some degree of on-the-job training or access to new technologies for employees. The quality of a company’s training program can have a direct impact on the level at which employees and contingent workers remain engaged and motived. Simply put, your organization’s training and development opportunities could mean the difference between workers that stay and the ones that leave. In this post-recession era where attracting and retaining staff is critical, companies should be evaluating whether their training programs work well to engage their workforce in order to steer them away from the competition. A recent employment situation report from the U.S. Bureau of Labor Statistics reveals job gains continue to exceed
the monthly average of 213,000, and the unemployment rate is at 5.9 percent, the lowest it has been since the end of the recession.

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2015 Baker’s Dozen Customer Satisfaction Ratings: Managed Service Programs

We rank the top providers 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 13 responses from 10 companies, and we received feedback from more than 250 verified customers. In order to determine an overall ranking, we analyze results across three subcategories: service breadth, deal sizes, and quality. Using a predetermined algorithm that weighs questions and categories based on importance, we calculate scores in all three subcategories as well as an overall score.

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Vetting to Impress

While organizations continue to screen to reduce hiring risk, they now also need to consider the impact they leave on the candidates. By Debbie Bolla As organizations continue to compete for top talent, each step in the hiring process is a vital one. Today’s candidates are looking for a positive experience throughout—from applying and interviewing to being screened and on-boarded. Organizations have traditionally leveraged background screening to ensure that the job seeker has the experience, education, and credentials they claim. Plus it helps to eliminate any surprises. While the same is true today, leading companies understand that they have to provide a smooth process in order to attract the right candidates during one of the last steps before an offer is made. In fact, HireRight’s 2015 Employment Screening Benchmark Report finds that 25 percent of respondents indicated that improving the candidate experience is one of the most significant talent acquisition challenges they face.

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Hiring On-Demand

The free agent marketplace is growing—and so are the ways to manage and leverage these workers. By Debbie Bolla As the contingent labor market expands, the types and classifications of part-time workers continues to evolve as well. Organizations have finally realized the benefits of a contingent workforce—flexibility, scalability, and access to key skills—and are beginning to rethink their strategy. One specific area experiencing a big growth spike is independent contractors (IC). Also known as freelancers, these on-demand workers deliver specific needs and skills for organizations looking to tackle a project or initiative. Data from the Bureau of Labor and MBO Partners forecasts that freelancers will make up nearly 16 percent of the workforce in 2020, up from just 6.5 percent nearly 10 years ago. “Independent contractors are an easy way for companies to bring on important skill sets without the cost and administration associated with hiring full-time employees.

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Is Your Supplier Relationship Management Program Delivering Value?

How to get the most from clear and defined oversight of suppliers.  By Jennifer Beck The call to do more with your strategic relationship management program is not new or easy, but the time is now to start executing a well-orchestrated strategy. In other words “talk is cheap, action speaks.” By managing third-party partnerships in a strategic and organized way, organizations are solidifying the movement future forward in joint growth and value creation. As a result of further increased outsourcing of non-core competencies, organizations are starting to realize that they have to be more reliant on suppliers in terms of innovation, corporate social responsibility, and ongoing cost savings. Many organizations have trouble developing, implementing, and managing key partnerships. A solid partnership foundation is based on four values: • Trust • Open communication • Empathy • A win-win positioning Remember, not every supplier is qualified as a partner; supplier segmentation is necessary to differentiate supplier strategies.

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Editor’s Note: Up, Up, and Away

By Debbie Bolla Editor-in-Chief When I joined the magazine six years ago, the economy was about to enter the worst recession of my generation to date. The timing was fortuitous for me because I had the opportunity to get a clear-cut view of how outsourcing could really shine. One area in particular that really took off was contingent labor management. Times were tough for businesses, and those looking to fill holes—with an already fractured workforce—turned to temporary workers. Most organizations earned reasonable gains from leveraging this approach, catapulting an upward trend. According to industry research, the average percent of the workforce considered contingent, temporary, or contract labor has increased as follows: • 2009 reported 18 percent • 2010 showed 20 percent • 2011 reported 23 percent • 2012 showed 26 percent • 2013 and beyond growing to 30 percent As the economy came out of the recession, it became obvious that leveraging continent labor was here to stay.

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CEO’s Letter: DQ is Not For Dairy Queen

By Elliot H. Clark CEO, HRO Today I want to congratulate Pontoon, the 2015 MSP Baker’s Dozen industry leader, for an excellent survey year and every provider who made the 2015 HRO Today MSP Baker’s Dozen Customer Satisfaction Ratings list. Pontoon dominated in both size and service, and their team is clearly doing a great job on some of the most challenging global programs. Methodology Changes Each year, we review and evolve the various HRO Today Baker’s Dozen Customer Satisfaction surveys. We do this based
on advice from practitioners and providers about the changing nature of the services and technologies they use or offer. After five years of data, we have changed the weightings methodology of the MSP Baker’s Dozen. Quality of service is still paramount, followed by breadth of service, then size of deal. What we have changed is the quality of service score itself. As the MSP industry has evolved and deals have grown in size and complexity, it was critical to create accelerators for these two factors.

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Keeping Stars Shining

Research finds four approaches to retaining employees. By Didier Elzinga If you work in and around tech, then you are aware of just how intense the competition for talent is. As a result, the issue of employee retention is a priority for the majority of global organizations. There’s more to this than fears around churn and the associated headaches with replacing high potentials: it’s about staying competitive and innovative. Not surprisingly, companies with strong cultures are often the innovators and industry leaders in their field. However, such organizations with highly engaged employees should not expect them to stick around for long. People analytics software company Culture Amp’s latest benchmark report finds that the percentage of employees who could still see themselves at their company in two years time dropped from 70 percent in 2013 to 58 percent in 2014. So how can organizations work to better retain employees? The research report looked for key drivers of employee engagement by analyzing data across engagement components—such as confidence in company leaders or open, honest two-way communication—to identify what were the most consistent predictors of highly engaging companies.

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Game On

Gaby Toledano plays by her own rules—and is winning by a landslide. By Kim Shanahan In an industry that changes at the speed of technology, Electronic Arts (EA) keeps ahead of pace through a team of forward-thinking business leaders including its head of human resources and facilities, Gaby Toledano. The HR executive has been with the global interactive entertainment software company for the past nine years and has helped lead a significant transformation during an era in which the gaming industry entered a digital revolution. With fiscal year 2014 net revenue of $3.6 billion, EA is recognized for critically acclaimed, high-quality blockbuster franchises including The Sims, Madden NFL, EA SPORTS FIFA, Battlefield, Dragon Age, and Plants vs. Zombies. Recently, Toledano shared her experiences, the importance of the human element in an evolving company, and how solid leadership can develop future CHROs. Describe the market conditions when you joined EA.

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Catalysts for Change

Three drivers for the continued growth of contingent labor. By Christopher Dwyer In today’s day and age, business functions and processes often mimic the consumer world when advancements are made in technology, software, and solutions. Better yet, when combined with the natural evolution of enterprise technology, such as the advents of cloud-based software and agile business analytics, certain corporate operations have been revolutionized in recent years. No one will argue that the realm of contingent workforce management has become an extremely critical function in the greater scope of today’s flexible economy. Companies across the globe have realized that, in order to reach their most important goals and objectives, they require the top skillsets and workers—regardless of the sources of that talent. Where we are now is an exciting culmination of transformative thinking and technology, both of which are actively pushing contingent workforce management into a new era.

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