Tag Archives: Sourcing

WilsonHCG Expands Global Footprint – 4/29

The recruitment process outsourcing provider mergers with UK-based CPH. With the growth of global enterprise comes the need for companies to have a global RPO partner with a central point of governance for streamlined multi-country delivery models. The merger accomplishes this and expands WilsonHCG and CPH’s global footprint across North and South America, EMEA and APAC. The combined organization has approximately 300 employees. “Since 2012 we’ve been seeking a global partner that met our high expectations of quality and performance. Not only did CPH meet that criteria, but they are a natural culture fit for WilsonHCG. The decision to merge has been solidified during the last 18 months, as we learned more about each other’s values and ambitions,” said John Wilson, Founder and CEO of WilsonHCG and CEO of the combined organization. “Not only is the market dictating a need for global capabilities from a single vendor model, but our clients expressed a need for further on-site and in-market support around the world.

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“Un”Trusted Brand

CEO's Letter
 
 “Un”Trusted Brand
 
We all live in a world populated by brands. Your company is worried about your consumer or customer brand, your social responsibility brand, HR, specifically your “employer brand.” Would you bet your job and career on your provider’s brand? Whether you want to or not, you will.
 
I am not advocating only engaging the largest provider companies for your needs. Actually, some global brands may be in this space but not completely committed to it (more on that below). I am saying that there are easily identifiable and public proxies for knowing the commitment a company has to the line of business for which you may be considering them.
 
All vendors (other than start-ups that have no choice) come into initial meetings regaling you about their size, geographical footprint, and their overarching commitment to their business.

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Editor’s Note: Leading the Leaders

Leading the Leaders

Earlier this month, I had the opportunity to steal some minutes of three veritable industry leaders who will be speaking at our HRO Today Forum in May. I posed the same questions to the trio around the main challenges HR faces today, and discovered a common thread in their answers: leading the leaders.
 
When I asked Joe Cabral, senior vice president and CHRO for North Shore-LIJ Health System, about what is driving his talent management strategy, he said investing in leadership: “We are working on helping leaders become better leaders. It’s leaders who are responsible for developing the workforce, and we need those leaders to take responsibility to help foster the talent.”
 
John Murabito, executive vice president of human resources and services for Cigna Corporation, has a similar outlook: Global growth needs to be executed from within.

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Best in Class

The finalists for our first annual CHRO of the Year awards.

By The Editors

For our first annual CHRO of the Year awards, HRO Today is recognizing those CHROs with the capabilities to adapt to a competitive business environment in order to deliver the insight needed for HR transformation. We understand the importance of CHROs who drive workforce initiatives through innovation with measurable excellence in employee engagement and retention to prove it.

We have a roundup of incredible finalists. These CHROs are responsible for providing leadership to ensure talent acquisition and retention, business growth, and a culture that can lead in a global workforce.

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Unlocking Key Issues

New research from The Hackett Group examines HR’s top priorities.
 
By Natalie Bression, Harry Osle, and Lynne Schneider
 
The pressure is mounting on HR to change the balance of the services it offers while keeping costs and headcount in check. The Hackett Group’s 2014 Key Issues Study reflects how HR organizations are attempting to successfully shift their service mix and the required enabling capabilities.
HR must not let attention slip from integrated talent management and helping to use those processes to further the goals of the business as a whole. Key priorities for the coming year include:

  • Creating and enhancing partnerships with internal business customers
  • Effectively managing talent
  • Building the skills required to obtain maximum value from data

The business environment continues to be characterized by high levels of volatility and risk.

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Full Integration – 4/7

Human capital management industry leader Allegis Group announced this week that it is formally combining the recruitment process outsourcing (RPO), managed services provider (MSP), and integrated talent operations of its subsidiary Allegis Group Services with the MSP and RPO operations of Australian-based Talent2 under the name Allegis Global Solutions. This continues the integration of the two businesses that has been underway since late 2012 when Allegis Group entered into a joint venture to take Talent2 private. The combined businesses (www.allegisglobalsolutions.com) create one of the largest human capital solutions management firms in the world. In Asia, Australia and New Zealand, the recruitment managed services division of Talent2 will continue to operate as part of Talent2 while the transition to the new organization, Allegis Global Solutions, takes place. “This combination immediately strengthens our global ability to serve clients in North America, Europe, Asia, Australia and Latin America,” said Rick Haviland, president of the newly combined Allegis Global Solutions.

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SIRVA Acquires SMARTBOX – 3/18

SIRVA Worldwide, Inc., provider of relocation and moving solutions, has expanded its repertoire with the recent acquisition of SMARTBOX, a Virginia-based portable moving and storage services company.
 
SIRVA offers over 50 mobility solutions in 170 countries, providing more than 230,000 relocations per year. The acquisition of SMARTBOX easily integrates with existing offerings and expands the value proposition for customers and clients. The investment adds to SIRVA’s “do-it-yourself” mobility solutions within its extensive list of services.
 
SMARTBOX will continue to operate under the SMARTBOX brand and will maintain its 19 franchise locations throughout the United States and call center operations in Richmond, Virginia. Founder, CEO and franchise-owner Bryan Bostic will also continue to operate as a franchisee and will provide consulting services to SIRVA.
 
 

New Cloud HR Leadership for SAP – 3/11

SAP welcomes industry vet Mike Ettling as head of global cloud HR. Ettling will oversee the cloud for HR line of business, which includes leading cloud solutions from SuccessFactors, an SAP company, and the SAP ERP human capital management solution, and help to manage the more than 17,000 customers worldwide that use them.
 
Ettling was most previously the CEO of NGA Human Resources, multimillion global HR and payroll services provider. Ettling managed relationships with leading HR technology companies and successfully guided many of the world’s largest companies in finding HR solutions that fit their business needs. He was named the HRO Today Services and Technology Association (formerly the HROA) (link to association) “Global Thought Leader of the Year” in 2012, recognizing his innovative contribution and influence around HR transformation and the HR industry as a whole. Ettling’s professional history includes a variety of executive roles within HRO and IT and software culminating in his extensive experience and knowledge that he will bring to his new role with SAP.

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Piloting Success

Cindy Fiedelman worked to ensure the cultural differences between American Airlines and US Airways didn’t plague the merger. Mission accomplished.
 
By Russ Banham
 
As anyone who has participated in a corporate merger or acquisition will attest, all the work leading up to the transaction pales in comparison to the post-merger integration tasks. At the new American Airlines, which merged with US Airways in December, a key consideration is blending two very different cultures from a combined workforce standpoint, says Cindy A. Fiedelman, vice president, people and diversity, at the Fort Worth, Texas- based air carrier.
 
This significant challenge adds to the many other daunting post-merger integrations among airline carriers, one of the tougher industries to smoothly align two companies after the ink is dry on the contract. There are various labor agreements to consider, as well as different aircraft fleet sizes and types, and the usual multitude of disparate business IT systems and networks.

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What’s On Your Mind?

Get your questions answered at this year’s HRO Today Forum.
 
By Debbie Bolla
 
Leading by experience: It’s a central theme of the upcoming HRO Today Forum. The conference is set to bring together thought leaders in the industry to share their experiences. It offers the opportunity to glean advice on how to grow and drive the HR business forward. As Cindy Fiedelman reveals in the cover story, Piloting Success, HR is the central business unit to drive strategy around talent management and growth.

  • Want to find out how to lead initiatives in employee engagement, internal branding, and talent management for 62,000 employees? Michelle DiTondo, senior vice president of human resources for MGM Resorts International will be sharing her secrets on stage. Your organization may not be to the scale of this hospitality leader, but DiTondo’s advice will surely be transferable.

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