How Candace Osunsade transformed HR from tactical to strategic at the National Aquarium.
Human resources at its core is about people, and no one understands this better than Candace Osunsade. On her journey from VP of HR to SVP and chief administrative offi cer for the National Aquarium, Osunsade has helped shift the organization’s focus from family entertainment to conservation and its HR department from a tactical service to a true strategic partner.
During this process, Osunsade focused on mining the right talent that fit with the not-for-profit's mission of inspiring conservation of the world's aquatic treasures. She overhauled the organization's sourcing strategy from reactive to proactive, and improved benefits and compensation for current employees to help increase retention. Initially this meant higher spending—a bold move for a not-for-profit, but ultimately the right one for the aquarium as a business.
Her vision, 25 years of proven experience, and impressive leadership earned her recognition in 2015 when she received HRO Today's Chief Human Resources Officer of the Year Award.
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.
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. The rankings are based on those scores.
Communicating an authentic employer brand is an effective way to get the attention of today's top performers.
By Russ Banham
Employer branding has become a highly useful tool in the tight labor market, distinguishing companies by engaging job candidates with a compelling illustration of what they can expect post-hire.
Gone are the days when people simply applied for a job based solely on compensation. In fact, according to a 2015 survey by Korn Ferry Futurestep, companies that focus their recruitment efforts on promoting higher salaries are less competitive in obtaining the talent they seek.
Today, many Millennials and older generational cohorts want to work for organizations that offer more than big pay packages, seeking such opportunities as flexible working conditions, employee benefits like wellness centers, longer paid leave practices, and a culture that is exactly as the employer has made it out to be.
The latter point is especially critical in today's recruitment space.
Seven ways organizations can make their learning programs appealing to Millennials.
By Audrey Roth
It's no secret that the Millennial generation is taking over the workforce. Employees born in the 1980s and 1990s, also known as the Millennials or Generation Y, will make up 75 percent of the workforce by 2025. Between text messaging, YouTube, Photoshop, and memes, Millennials have become accustomed to a certain level of engagement. These employees will not be satisfied with an antiquated training program. Organizations need to adopt new approaches to learning and development to meet the contemporary needs of millennial employees.
Take advantage of technology. The expectations Millennials have for their training programs have significantly changed from those of their generational predecessors, and this incongruence is rooted in their tech-savvy upbringings. Although training Millennials appears difficult, their differences can actually be used to make the training process easier.
In today's social world, how organizations treat job seekers is more important than ever.
Kevin W. Grossman
It is well-documented in business today that poor customer service impacts customer retention, referrals, and potential new business. Social media has given consumers an open forum to share both good and bad product and service experiences with all who will listen. The same has been true for job seekers, and for too long, employers were resistant to treating the candidate as the primary customer of recruiting. However, according to Talent Board Candidate Experience (CandE) Awards and benchmark research conducted over the past five years, employers are finally making candidates a high priority.
The majority of organizations are investing in better strategies, providing greater opportunities for candidate engagement from pre-application to onboarding, and leveraging leading-edge technology to support these strategies. Unfortunately, many others are still falling short, and in some cases, ignoring the most basic strategy for engaging talent: consistent communication.
Employees don't feel in control of their finances. Here's how organizations can help.
By James Reid
Employers play a large and important role in educating employees to help them address their rising financial concerns. This is the key finding from MetLife's 14th annual U.S. Employee Benefit Trends Study (EBTS), which found that just 46 percent of all employees expect their personal financial situation to get better in the next year, compared to over half (52 percent) in 2014. Similarly, just 44 percent of employees felt in control of their finances.
This may be why employees, particularly Millennials, are looking to their employers for support to achieve financial security. The study found that just under half of Millennials (44 percent) said they wanted their employer to help them solve their financial concerns, a response more than double that of boomers. In addition, the majority of employees (65 percent) said that their employers have a responsibility for the financial wellbeing of their employees.
Six strategies for increasing employee engagement.
What makes data powerful is that it shifts conversations from anecdotes to evidence. It is all too easy, however, to gloss over the limitations of data; after all, information is not the same as knowledge. One of the biggest challenges for companies working with data is understanding both its power and its shortfalls. Using data-driven insights in the HR space is a relatively new phenomenon, and the idea of 'people analytics' has only really taken off in the last five years. As HR has progressed, organizations have been able to do increasingly insightful analysis, but that's not enough. Organizations need to use this information to take action to improve workplaces.
Culture Amp's New Tech Benchmark for 2016 surveyed 60,000 respondents to identify overall trends in employee engagement and flag overall shifts in the employment market or employee expectations. Although the data focuses on tech companies, the insights can apply to almost any industry.
Five key ways to engage job seekers on their mobile devices.
By Jessica Stephenson
Remember life before smartphones and tablets? It shouldn't be too hard; it has only been a decade since the mass adoption of smartphone technology. However, despite the fact that not much time has passed since they came into the market, these devices have significantly changes society's behavioral tendencies. Although they started a revolution capable of propelling organizations to success, their proliferation also challenges companies to continuously stay abreast of technological innovations.
For better or worse, modern technology creates a societal expectation that information should be immediately available and visually pleasing—and accessible from anywhere.
Modern, tech-enabled job seekers have increasingly high expectations for the candidate recruitment experience. What does this mean for organizations? Employers must embrace technology and modernize the process to find future employees wherever they are and while they are on the go.
New research shows five approaches that effectively attract and retain healthcare talent.
By Mike Supple
Health system boards and healthcare human resource professionals face tough challenges when it comes to leadership recruitment and retention. It is possible, however for an organization to overcome these challenges by analyzing and changing certain processes and practices, according to a recent report that identifies workforce trends of interest to executives.
Before exploring these solutions, here is a bit of background on the rapidly changing and complex healthcare landscape. The Healthcare Trends - 2016 report by B.E. Smith, which surveyed nearly 1,200 healthcare leaders, finds that job growth is up and hospitals are doing the most hiring. In fact, hospitals reported a gain of more than 180,000 jobs from February 2015 to February 2016, according to the U.S. Bureau of Labor Statistics.
Value-based care also continues to generate an increasing focus on patient-centered care, which requires coordination between hospitals and a variety of outpatient and post-acute providers.
Three factors are changing managed service programs for the better.
By Arkadev "Arko" Basak
The managed service program (MSP) market is undergoing more rapid evolution today than it has at any time in its history. The winds of change are blowing in from different directions, fundamentally altering the nature and purpose of the MSP industry. All stakeholders in this market, whether it be organizations, MSP providers or staffing vendors, are contributing to the change and will need to embrace it as well.
The biggest factors impacing the MSP market include:
• Nature of talent. It is a well-known fact that people's preferences with respect to work are changing, and the contingent labor market dynamics are directly influenced by that. The proportion of contingent labor across the world is increasing as more candidates are opting out of permanent positions and as employers are seeking a more nimble workforce. The size and skill level of the contingent labor pool is changing and becoming a more important part of any organizational strategy.