Tag Archives: November-2015

CEO’s Letter: Hypocrisy [hi-pok-ruh-see]

Why potential buyers should boycott First Advantage, Pre-employ, and SterlingBackCheck.

By Elliot H. Clark

I have never suggested a boycott before, but I have also never been so annoyed at the rank hypocrisy of a group of service providers. Here is a group of companies that tells customers to perform due diligence on prospective employees, but seeks to evade disclosure of strengths and weaknesses. Here is a group of companies that demands prospective recruits be transparent, but tells prospective clients (you), “trust us.” If you think this first paragraph is rife with righteous indignation, keep reading.

Their first defense to this column will be to accuse us of attacking them because they are or are not clients. We feature more than 78 companies a year on the various HRO Today Baker’s Dozen Customer Satisfaction surveys and many of them have little or absolutely no commercial relationship with us. They tell us that they have “opted” out of the survey. Here is the part they are missing: We do not engage this process to allow providers to ascend to the supremacy of Olympus.

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Editor’s Note: I Love My Job—No Buts

debbie bolla

By Debbie Bolla

Like many business professionals, I am inundated with emails daily. In a given hour, my unread messages can go from zero to 75. So it’s not very common that a subject line captures my attention, but a recent headline from a Mercer study caught my eye: “I Love My Job But I Am Leaving.” While 45 percent of employees are very satisfied with their organizations and 42 percent with their jobs, these same employees are also looking to leave their current positions. My initial reaction was to ask: Why? Why are happy employees looking to leave? But the real question to ask: How can I prevent this attrition?

Mercer’s 2015 Inside Employees’ Minds survey also revealed the employment incentives that employees value most. These factors are key in helping prevent losing satisfied workers. We examine three deal elements: career opportunities, low healthcare costs, and flexible schedules.

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2015 Baker’s Dozen Customer Satisfaction Ratings: Employee Screening

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.

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Moving Millennials

Younger workers seek out mobility assignments for professional growth. Organizations achieve better retention rates. Advice on how to do it right.

By Audrey Roth

Stereotypes of Millennials are in no shortage, ranging from their brief attention spans to a need for incessant affirmation—but they aren’t all bad. Millennials are also assumed to be tech-savvy, interested in work that has value, and curious about the world around them. This curiosity may be driving an increased interest in corporate relocation.

According PricewaterhouseCoopers’ report Millennials at Work: Reshaping the Workplace, 70 percent of Millennials want or expect an overseas assignment at some point in their careers. And with 1.8 billion Millennials globally predicted to make up 50 percent of the workforce by 2020, employers need to ensure their relocation programs are attractive to this generation.

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Improving SOW Management

Four ways organizations can achieve the most value from their
contract workforce.

By Christopher Dwyer

Evolution is a word thrown around frequently when discussing the contingent workforce or non-employee workforce industry. No matter where an executive turns, he or she is faced with the great question of: Where’s great talent? In today’s rapidly-changing business world, a company’s top-performing workforce is what often sets them apart from their peers and competitors.

Flexible, on-demand talent is the name of today’s game. As contingent workforce management (CWM) programs across the globe evolve and improve, many of the inner workings and capabilities must revolve around the talent utilized by the greater organization. And, in most cases, that talent is services-oriented and requires a statement-of- work (SOW) for more control as non-employee workers contribute to critical business projects.

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Navigating Workforce Changes

Learn several trends in temporary labor management derived from
a gathering of HR professionals.

By The Editors

There’s no doubt about it: The way people work is changing and how organizations accommodate and manage the diverse needs of talent is evolving too. The wireless, interconnected world is a game-changer at every level, from how people socialize to how employees deliver their work. Technology has certainly opened new doors and contributes to how organizations approach projects and deadlines, and advance the bottom line.

How can companies keep up with this ever-changing world? It’s not easy, and there isn’t necessarily a one-size-fits-all answer. But technology should be part of the
big picture strategy in how organizations approach and manage talent. “Tools are emerging that allow an enterprise to have an pervasive and direct relationship with workers regardless of their operating status. From that connection the entire continuum of engagement with workers evolves,” says Stephen DeWitt, CEO of technology solutions provider Work Market.

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Pinpointing Innovation

Three ways to determine if your talent acquisition process is ahead
of the curve.

By Beth Gilfeather

Today’s RPO buyers demand a more exponential value proposition from providers. Simply achieving a client’s hiring goals and satisfying SLAs are not enough. Buyers want a crystal ball and guarantee of their future state. They want a transformative RPO solution that provides measurable value to both the talent acquisition department itself and the business as a whole. This more expansive buying motive means that innovation has taken center stage and has officially become the core differentiator and a key selling point in today’s recruitment contracts.

Gary Bragar, HRO research director at NelsonHall, agrees: “RPO buyers’ key vendor selection criteria today extend to innovation, not just current recruitment capability. Clients are looking for a provider with a focus on continuous process improvement, and who will continually introduce new ideas and recommend innovative approaches.”

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A Healthy Concern

debbie bolla

The healthcare industry is facing several talent challenges, but RPO can help.

By Debbie Bolla

Now more than ever, the healthcare industry is experiencing the age-old challenge of supply and demand when it comes to jobs and talent. Demand is up: The US Bureau of Labor Statistics reports that the healthcare industry is projected to add about five million new jobs by 2022. And the 2015 Healthcare Recruiting Trends Survey conducted by HealtheCareers Network finds that 73 percent of respondents expect that they will have the same or more job openings in 2015 than in 2014. But at the same time, supply is predicted to decrease rapidly, with an aging workforce population driving shortages of both physicians and nurses.

“Shortages of healthcare professionals exist throughout the healthcare industry,” says Dan White, president of workforce solutions at AMN Healthcare. “We are currently seeing high demand and limited supply among physicians, nurses, and allied healthcare professionals,
such as physical therapists.” And the supply is continuing to trend down. White points
to drivers of shortages:
• Education gap: a decreasing amount of new graduates to replace retirees
• Aging clinical workforce: driving up the amount of retirements and part-time work

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On the Minds of Hiring Managers

A new survey outlines key factors that influence the hiring process. Do you agree?

By Steve Wolfe

While technology has transformed how HR sources and reviews candidates, there continues to be certain pillars in the job application process. Hiring managers still want to have a sense of a candidate’s background—their work experience, their schooling, their interpersonal skills.

Resume and online profile information, plus formal interviews remain the greatest indicators of how well a jobseeker will fit into a position. What has changed is what hiring managers look for in the resume and during the interview process. A recent survey from Addison Group sought to determine exactly what hiring managers prioritize when it comes to evaluating a candidate. Some of the most interesting insights include generational preferences among hiring managers.

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Flexible Work Programs Too Flexible?

Organizations need to embrace a more structured approach that’s aligned to business metrics in order to reap the rewards of offering varying work options.

By Kristin Thomas

There appears to be a big disconnect when it comes to flexible work options. WorldAtWork’s new survey 2015 Trends in Workplace Flexibility measured the usage and management of work flexibility programs of 375 companies. Across the board, flexible work seems to be utilized in an ad-hoc way with few companies harnessing the potential business benefits of such programs.

Flexible work programs have risen in popularity. The report found that more than 80 percent of organizations offer such programs to some or all of their employees. Findings also provide guidance on how today’s flexible work options are defined. The most prevalent flexible programs offered include such features as:
• telework on an ad-hoc basis
• flex time (the ability to set start and end times at work, or to change schedules easily)
• part-time schedules
• compressed workweeks (working 40 hours in four days, rather than the typical five-day workweek)

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