CHRO Jo Mason explains DXC Technology’s agile approach to attracting and retaining talent.
By Debbie Bolla
As a global player in the technology services business, no one understands the speed of change better than DXC Technology. Jo Mason, the company’s executive vice president and CHRO, has led a dynamic and comprehensive approach to human capital management that helps DXC guide its 6,000 clients across 70 countries on their digital transformation journeys, even while the company transforms itself.
Artificial intelligence can elevate workforce planning by providing insight into the key skills and growth potential of talent.
By Steven T. Hunt
Gartner predicts that by 2020, artificial intelligence (AI) will create 2.3 million jobs and eliminate 1.8 million. This shift will redefine the value that employees bring to the workplace, and in many cases, make people’s roles more strategic as machines start to take over manual tasks. However, AI’s impact on administrative roles is only the beginning—leadership roles are also set for disruption.
Four strategies that build synergies with HR and help achieve upward mobility.
By Maria Bunting Smedley
In my 20-plus year career as an HR executive, I’ve witnessed first-hand that as professionals assemble their career development resources to help weather the ups and downs of climbing the corporate ladder, the value of an HR partnership is often overlooked. But it shouldn’t be: HR is responsible for creating policies and crafting the framework that drives compensation, promotions, succession planning, career development, and talent management decisions. However, the “power” of HR is derived from three major components: access, information, and influence.
Today’s HCM platforms are leveraging AI, analytics, and the cloud for better results.
By Pete Tiliakos
As digital disruption continues to create waves of change across all major industry sectors and companies pivot to remain competitive, HR leaders are tasked with supporting large-scale strategic shifts. Most CHROs are facing the significant task of aligning their human capital to support these critical initiatives—and they are doing so in an increasingly complex environment where the workforce is more diverse, globally dispersed, and operating in a rapidly changing digital economy.
We rank the top providers based on customer satisfaction surveys.
By The Editors
HRO Today’s Baker’s Dozen Customer Satisfaction Ratings 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.
Today’s AI-enabled talent management platforms deliver a quality user experience and best-fit candidates to boot.
By Marta Chmielowicz
Every business leader knows one thing to be true: Customer experience is essential to good business. And in today’s socially connected world, the consequences of delivering a bad customer experience can be costly.
By Debbie Bolla
It’s pretty fitting that HRO Today’s first issue of the New Year has a keen focus on talent. Having the right candidates continues to keep HR up at night. In fact, according to The Conference Board’s new report C-suite Challenge 2018, the top concern of CEOs, CFOs, and CHROs is attracting and retaining talent. But rest assured: This issue has plenty of resources to ease those concerns.
Start by getting some key insights on talent management from a TA leader who oversaw more than 6,600 hires in 2016, which added up to a 13 percent year-over-year increase for his organization. Michael Spear was faced with fluctuating seasonal hiring challenges that come with being an airline food service provider. So the director of talent acquisition and development worked tirelessly across multiple departments to build a data-driven workforce planning tool that empowers gategroup to have the right amount of staff at the right time.
Learn how and why today’s organisations are moving toward a total talent approach.
By Michael Switow
From direct sourcing, alumni referrals, RPO, and redeployment to full-time workers, freelancers, SOWs, interns, and robots, the universe of talent acquisition has never been more complicated. Contemporary HR and talent acquisition (TA) professionals now manage more than a dozen potential talent streams, with one eye on recruiting and retaining the right workforce and another on keeping costs under control.
Organizations need to rethink how they manage talent and develop the next generation of leaders.
By Ruediger Schaefer
Today’s optimism for growth is limited by a lack of organizational agility. C-suite leaders who look to retire after sailing through rough recessionary waters are tethered by weak leadership pipelines that threaten not only their next move, but also their organization’s growth potential. Boardrooms around the world are feeling the repercussions of the financial cutbacks, belt-tightening and right-sizing that knocked talent management off the executive agenda. Insufficient investment in talent development has hit organizations hard and at all levels. Increasingly, employers struggle with grooming and growing the talent needed to fill leadership positions with individuals who have the skills needed to turn strategy into action.
By Audrey Roth
The recent rocky state of the economy has challenged organizations to rethink their global mobility strategies. One particular driver has been talent. How can organizations find, attract, cultivate, and retain the top talent? One solution is to align their global mobility strategy with talent management goals. Organizations can enhance their employer brand, develop the workforce, retain top talent, and engage their employees by allowing them to have new professional experiences in a variety of geographic locations. The integration of these goals can make planning the global mobility program an attainable action item.
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