By Debbie Bolla, Executive Editor
Confidence. Competition. Potential. Doing what you love.
These are a few words and phrases that made a lasting impact after my deep-dive discussion with four HR industry leaders at the HRO Today Forum this May. The quartet that joined me on stage (pictured above):
• John Wilson, Founder and CEO of WilsonHCG
• Sue Marks, CEO of Cielo
• Paul Harty, President of Seven Step RPO
• Gene Zaino, President & CEO of MBO Partners
Employee confidence levels are seemingly up, said the foursome—and forward-thinking organizations need to get in the game and take advantage of that confidence. To Wilson, competition between organizations is a signifier of an improved economy. Companies should consider how willing they are to get and keep the talent they want.
Re-Calculating the HR Equation
By Elliot H. Clark, CEO
We just held the 2014 HRO Today Forum in both North America and in Singapore. We are thrilled and gratified at the level of engagement of our audience and thankful for the opportunity to advance the practice of HR. We are also appreciative of the ongoing support of our sponsors, who are the most sophisticated HR services and technology companies in the world. Don’t miss the industry’s only global HR Forum in Edinburgh, Scotland, Nov. 11-13.
The theme for all of the HRO Today Forums is the HR Value Equation. Expressed in this form: Great HR + Great Workforce = Great Business Outcomes
It is an intuitive expression. If you have a great workforce this is due to better workforce policies. Your great workforce will produce better products, give better services, and achieve better business outcomes.
The 2014 HRO Today Awards winners are innovating their way to strategic partnerships.
By Russ Banham
Over the past generation, the people heading up HR in many organizations have become key strategic partners to their respective CEOs, entrusted to lead diverse workforce initiatives to improve talent acquisition and retention, spur business growth, enhance sustainability practices and cultivate a workforce culture that differentiates the organization.
These CHROs are transforming HR in an era where vital skill sets are increasingly difficult to come by and hold, when global outsourcing decisions have never been more complex and challenging, and when the economic environment has demanded greater cost-effectiveness, particularly with respect to finding a balance between retained labor and outsourcing. Workforce innovation is now a strategic imperative at many enterprises, and it is the CHRO who is in charge of achieving and nurturing it.
The gathering of our annual Forum equaled great business outcomes.
By The Editors
Click here for photo spread.
A robust approach to verifications can help land top talent—and keep them happy, too.
By Debbie Bolla
Background screening plays a critical role in vetting top talent. With 78 percent of resumes containing false information, it’s pivotal that organizations enlist a robust approach in ensuring that candidate experience is valid. As the talent market continues to remain competitive and employee retention plays a greater role in impacting the bottom line, organizations can leverage background screening for improved hiring processes. In fact, HireRight’s 2014 Employee Screening Benchmark Report finds 93 percent of respondents report they receive benefits from conducting employment screening, and 56 percent say the top benefit is improved quality of hires.
“The days of HR performance based on time-to-hire metrics are gone,” says Ben Goldberg, president of background screening provider Aurico.
The 3 ‘R’s for getting the most value from these candidate pools.
By Erin Bazinet
Talent communities are an essential component of today’s social recruiter’s game plan. Not only do they provide a warm, inviting place for recruiters to connect and communicate with candidates, but they also facilitate crowd sourcing high-quality candidates. Just so we are all on the same page: Talent communities differ from career sites in their dynamic interactivity and their focus on building relationships between the recruiter and candidate.
You can think of it this way: Career sites are an entry point for people to be introduced to your employment brand, get to know the basics about your company, apply to a job, and be invited to join your talent community. Your talent community is where you build relationships with community members, share valuable content, and engage people to stay involved with your brand.
How Hershey delivered a personalized employee experience.
By Mike Yeagley
Hershey Entertainment & Resorts (HE&R) was founded in 1927 when Milton S. Hershey elected to separate his chocolate manufacturing operations from his other businesses. With more than 1,600 full-time and 6,300 part- time and seasonal employees, HE&R owns and operates brands such as Hersheypark, Hershey Theatre, and The Hotel Hershey located in Hershey, Pennsylvania.
Hershey has been a long-time user of Infor Infinium for financials and human capital management (HCM). Decision-makers recognized the need for a portal through which employees could access Infor Infinium’s self-service functions. In order for employees to fully utilize the open enrollment capabilities of self-service, they would also need access to detailed information about their benefits options.
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