We celebrate our anniversary by looking back and looking forward.
By Debbie Bolla
It has been 10 years since SharedXpertise took over the reigns of HRO Today magazine, and I don’t think anyone could have ever possibly predicted how much the industry would change. This field has been transformed by many things—multiprocess HRO, best-in-breed solutions, on-premise to SaaS, the Great Recession, the never-ending war for talent, the rise of RPO, the ACA and consumer-driven healthcare, social media’s growth, the impact of contingent labor, and so much more!
I have pulled together a timeline to show how the industry—and our magazine—has evolved over the years. I am so happy I landed here nine years ago—here’s to the next 10!
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 eight companies. We reached out to more than 25 providers of managed service programs.
In order to determine an overall ranking, we analyze results across three subcategories: features 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.
Much like candidates applying for jobs, the employer branding game is constantly changing.
By Christa Elliott
To attract today’s top job seekers, employers need to put their best faces forward. This means not only offering competitive compensation and stellar benefits, but also cultivating an employer brand that tells candidates, “Your search is over! You belong here.” But the job market is constantly changing, and the job seekers and employees of today aren’t going to be wooed by yesterday’s branding tactics. Innovation in branding should be a strong and focused effort for maximum impact.
“[Job seekers want] excitement—will this be a job or an experience?” Lori Hock, CEO Americas, Hudson says. “They want opportunities for learning, growth, cultural fit, and alignment to the company’s values.
Successfully managing remote workers can be achieved with the right planning and tech tools.
By Belinda Sharr
In today’s high-tech atmosphere, it’s essential to be able to manage virtual employees effectively. With the right technology, HR executives can ensure that their staff is able to work efficiently from anywhere, without being restricted to nearby offices. There are still a few important things, however, that managers need to keep in mind when utilizing far-flung workers.
According to a recent Gallup survey, 43 percent of U.S. employees said they spent at least some time working remotely in 2016—four percent more than only five years ago. The number of people going remote is increasing rapidly. Technology has allowed talent to be just as productive at home as they are in the office. In fact, they may be even more so, as they do not have office chatter— or even a lengthy commute—to deal with.
The ways in which organizations manage different types of talent continues to blur.
By Russ Banham
Rapid growth in the contingent workforce is compelling many businesses to rethink how they identify, access, and onboard the varied skill sets of contingent workers and integrate their work into the full-time workforce.
The overarching goal is to create a total workforce in which the whole is greater than the sum of its parts. In other words, the traditional line between full-time-equivalent employees and contingent workers is blurring to the point of invisibility.
“The contemporary talent supply chain today is diverse, multifaceted, and spread across numerous sources,” says Christopher Dwyer, vice president of research, at advisory firm Ardent Partners.
A new research study reveals seven key preferences of younger workers.
By The Editors
With so much riding on millennials’ contributions, just how different are millennials’ expectations from those of the other generations before them? This isn’t the easiest question to answer.
What makes millennials truly unique is their lifelong use of technology—they are the hashtag generation. Using mobile technology and continuously accessing social media has given them almost instant access to data and ideas—and the means to share their own. That is not the only real difference, but it’s the key difference, and it profoundly influences how they will team with others and react to all forms of communication. In order to better understand this group and how to best communicate with them, Continue reading →
From sourcing to exit interviews, learn ways to engage with talent throughout their entire tenure.
By Amber Hyatt
Organizations need to move beyond traditional talent management activities to create an employee journey that attracts, motivates, and connects to employee results. This is the central finding of SilkRoad’s 2017 State of Talent report.How can organizations do this? There are several steps leading HR teams can take to ensure top talent is engaged:
1. Create amazing experiences for candidates and employees
2. Move beyond talent management to excite, engage, and motivate employees
3. Blend agile performance with traditional programs
4. Closely align workforce and business outcomes
5. Leverage apps to build the best experience
What’s clear from these recommendations is that organizations must say goodbye to a traditional talent management approach focused solely on processes and transactions .
Predictive technology is driving both patient and nurse satisfaction up while pushing costs down.
By Jackie Larson
It’s no secret that the healthcare industry continues to face tumultuous times. On one hand, the demand for patient care services is surging, prompted largely by an improving economy and an aging U.S. population that requires more services. On the other hand, growing shortages of qualified nurses and other clinicians leave hospitals and healthcare organizations around the country struggling to fill vacancies.
This juxtaposition of factors—rising demand amid a supply-constrained labor market—makes the ability to efficiently manage the healthcare workforce essential to an organization’s success.
Few understand this better than the HR officers charged with hiring the appropriate number of clinicians to meet patient demand—a difficult task given that the volume of patients in a healthcare facility can fluctuate daily.
A recent survey provides a snapshot of the current state of human capital management systems.
By James Arsenault
Human capital management (HCM) technology is an ecosystem that advances and matures one component at a time. Changes and additions are often prompted by new waves of technology in response to evolving business conditions. Like any other technology, an HCM platform is more than the sum of its parts. Different solutions are inexorably linked to each other by common data elements and through cross-cutting business processes. The maturity of the system essentially drives value to the business and must therefore be evaluated holistically.What components make up a mature HCM technology ecosystem?
1. Integration. Interfaces between systems or unintegrated systems preclude both speed and accuracy.
New research reveals how organizations can keep up with the evolving workplace.
By Bill Pelster
The pace of technology is at odds with the traditional organizational structure. One-hundred-year-old industrial models and rigid hierarchies can no longer accommodate the rapid pace in which technology is upending businesses. Siloed departments are increasingly giving way to cross-functional, project-oriented teams as digitization demands agility and collaboration. Individuals are relatively quick to acclimate to technological advancements, but are companies prepared to do what it takes to adapt and remain competitive?
Deloitte’s 2017 Global Human Capital Trends Report captures the degree to which companies feel unprepared for the future of work.