Essential approaches that speed up HR technology adoption.
By Amber Hyatt
The explosion of cutting-edge HR technology has placed tremendous responsibility in the hands of talent management professionals. With the range of software technology options available and demand to manage the increasingly complex world of talent management, pressure is on HR leaders to select systems that deliver the biggest business value for their organizations. But for HR decision makers, implementing HR technology takes time. A thorough approach enables organizations to adapt at each step of the process, ensuring optimal results upon integration. Some good news: Implementation is underway for one third of HR professionals, according to SilkRoad’s State of HR Technology Report. This group reports that their organizations are making steady progress toward business goals with “evolution, not revolution,” the primary pace when it comes to HR technology adoption.
So why is the implementation of HR technology being woven at a slow, deliberate pace? The report finds:
Many companies are just introducing technologies to replace manual solutions, with most in the early-to- intermediate phases of system automation.
From sourcing and screening to interviewing and onboarding, video is a critical tool in the hiring process.
By Audrey Roth
In today’s talent market, attracting, engaging, screening, interviewing, hiring, and onboarding talent is no walk in the park. It takes an average of 52 days to fill a position in the United States, at a cost of nearly $4,000 per hire. To alleviate the challenges and make the process more efficient, more and more companies are turning to a video-enabled approach.
The uptick of video use during the hiring process is emulating the increase of video across the world: According to Cisco, it would take an individual more than 5 million years to watch the amount of video that will cross global IP networks each month in 2019. This is a main reason why innovative organizations are getting on board with using video-enabled approaches before they get left behind. Leveraging video technology—before and beyond interviewing—is a surefire way to streamline the talent acquisition process, benefiting both candidates and employers alike.
A structured approach over three steps will help HR gain critical insights from data.
By Nigel Guenole
Many organizations today use some sort of analytics in HR, but are still in the early stages of adopting an evidence- based approach to decision making. There are two reasons for this.
First, HR has traditionally struggled with showing the returns that CEOs expect to justify the capital expenditure on analytics. Only in recent years has HR been staffed by professionals focused on the business consequences of human capital management actions rather than on policy, procedures, and people.
These two issues are stubborn obstacles for HR, but there’s genuine cause for more optimism concerning the speed of workforce analytics adoption.
HR departments are now gaining competence in the realm of analytics much faster than was the case for any of the other functions. Since other business units—like marketing—have competently navigated and documented the business case challenges, HR can reduce the time for implementation.
By Debbie BollaEditor-in-Chief
September is one of our most popular issues of the year since we release the highly anticipated Baker’s Dozen ranking of the industry’s top recruitment process outsourcing providers. This year’s enterprise, mid-tier, and healthcare leaders are revealed. It also inspires us to gain extra insight from these experts on what is emerging in the talent game. And it’s not surprising that we learned that technology continues to be pivotal in the process.
“Nowadays if you don’t position your employment brand as tech-savvy and sophisticated, you won’t attract the people you need to attract,” reports Eileen Benwitt, Horizon Media’s chief talent officer, in Russ Banham’s cover story, A Whole New Ball Game. To achieve this, the media company integrated all of their social media recruitment efforts and made sure job postings could be accessed via mobile devices.
The story dives deep into the explosion of mobile apps and cloud-based technologies that are delivering that sought-after candidate experience.
Transform your talent acquisition process with these marketing-inspired strategies.
By Debbie Bolla
Over the last few years, the job-seeking behaviors of candidates have changed drastically, driven by an increased availability of information on potential employers through online networks and social media channels. CareerBuilder’s 2015 Candidate Behavior report finds that today’s job seekers leverage 17 different resources during their job search, including company websites, personal networks, job boards, social media networks like LinkedIn, and employer review sites like Glassdoor. With the power of information in the hands of candidates, organizations need to get out in front of top talent and perhaps rethink their recruiting strategy. In fact, according to 42 percent of respondents to a LinkedIn Talent Solutions survey, the second most significant trend shaping the recruiting industry is recruiting becoming more like marketing.
“The digital revolution has required recruiters to take on more of a marketing focus,” says Kristen Wright, global marketing senior vice president for Cielo.
Keys to building a roadmap for employee financial wellness.
By Kathy Hall
Financial stress is not a problem based on income. According to Price Waterhouse Coopers’ 2015 Employee Financial Wellness Survey, 22 percent of employees earning $100,000 or more find it difficult to make their minimum credit card payments on time each month. When employees can’t meet their financial needs or wants, it’s hard for them to keep their focus during the day and engagement suffers. According to the Society for Human Resource Management (SHRM), 83 percent of HR professionals indicated that personal financial challenges had a “large or some impact” on overall employee performance. Almost half indicated that an employee’s ability to focus on work (47 percent) and overall employee stress (46 percent) were the aspects of employee performance that were most negatively affected by personal financial challenges.
To help, more organizations are recognizing that adding or incorporating a financial wellness component to their benefits is a smart move.
How RPO providers help organizations secure top talent with innovative tech tools
By Russ Banham
In just a year, the scope of mobile and cloud-based technologies in the talent acquisition and recruitment process outsourcing fields has enlarged to the point that one can confidently state a new era is underway.
In 2014, the talent tech industry focused the wider use of applicant tracking systems (ATSs) and software vetting the accuracy of candidate resumes, academic backgrounds, and possible criminal past. Video interviews of job applicants were picking up speed as a way to reduce costs and improve the candidate experience. Now it’s a whole new ball game, technologically speaking.
Mobile and cloud-based applications are changing the nature of acquiring, managing, and retaining skill sets— for the better. A galaxy of mobile apps has altered the paradigm, offering everything from more refined job postings to improved scheduling of interviews to deeper talent communities.
Experience the benefits - knowledge transfer, skills develop, cost savings - of short-term mobility approaches.
By Debbie Bolla
As global mobility becomes a more important part of talent management, organizations continue to look to leverage savvy strategies to help recruit and retain the right employees while containing costs. Relocation opportunities are playing a larger role in enhancing a company’s brand, culture, and reputation as an employer of choice. Valued employees are looking to relocation assignments as growth opportunities to gain job skills and global exposure.
“Relocation is a critical tool to help organizations meet succession planning goals, workforce planning needs, and employee developmental strategies,” says Tim O’Shea, vice president of consulting services for Graebel Relocation. “Any company that cares about talent management should care equally about the processes and programs to move those employees.”
According to Weichert Workforce Mobility’s ninth annual survey, 60 percent of companies say that relocation policy benefits are critical to recruiting talent.
Leverage these three strategies to show the strength of your benefits program in order to attract and retain Millennials.
By Missy Jaeger
HR professionals have confronted the challenge of effectively communicating the value of the company benefits package to successive generations of workers with varying degrees of success. As Millennial employees become the dominant workplace demographic, it’s time for organizations to rethink the way they engage staff in their benefits program. Some good news: According to a US Chamber of Commerce research review report, Millennials value their benefits. More than 50 percent surveyed say benefits are a key factor in choosing where to work, and more than 60 percent indicate that their benefits package encourages them to stay with a company. The challenge for HR is to elevate awareness around the benefits they offer in order to attract and retain the best and brightest Millennials. There are three strategies that can help:
By Elliot H. Clark, CEO
Each year, we survey more than 3,000 companies to produce our six HRO Today Baker’s Dozen Customer Satisfaction Survey rankings. We measure the top providers’ effectiveness in delivering critical HR management services to global companies.
The system of rankings has been the subject of significant disclosures on our part. That way, we’ve ensured that practitioners using the rankings understood what the data represented, and how it was accumulated and treated. Every year, the number of companies in our surveys has risen and the number of inquiries we have received about interpreting the data has risen as well. The rapid adoption of the Baker’s Dozen rankings as a core part of partnership selection is well-documented—both by the many providers who tell us that they are being questioned about the rankings at bid meetings, and the practitioners who inquire about the outcomes.
However, it is time for a refresh. Because we look to the HRO Today Services and Technology Association (the successor to the Human Resources Outsourcing Association) to be the governing body of standard and practices in the HRO industry, we will be using the association’s infrastructure to manage a group of standing committees.