• Pre-Employment Screening Provider Directory 2018
• HRO Today November 2018
• HRO Today Global Autumn 2018
• HRO Today October 2018

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• A Clean Slate

  – VP of HR Doug Harris shares how Clean Harbors is benefiting from its new pre-employment screening approach.

  By Debbie Bolla

  When you are in the business of removing some of the most hazardous materials in the world, there is no room for error when it comes to hiring nearly 5,000 employees a year. Nobody knows this better than Clean Harbors, North America’s leading provider of environmental and energy services responsible for end-to-end hazardous waste management, emergency spill response, industrial cleaning and maintenance, and recycling services.

• 2018 Baker’s Dozen Customer Satisfaction Ratings: Pre-Employment Screening

  – View the results of this year’s RPO Baker’s Dozen ranking.

  By The Editors

  The results of the 2018 HRO Today Baker’s Dozen ranking for pre-employment screening are here! View the top providers in the size of deal, quality of service, and breadth of service categories.

• Ensuring Fair Hiring Practices

  – Criminal records are keeping millions of people out of the workforce but new policies are closing the divide.

  By Marta Chmielowicz

  77 million. According to the Bureau of Justice Statistics, that’s the number of American adults who have a criminal record—one in three. While this population group represents a huge pool of prospective employees, having a criminal record can make it difficult to find work. As defined by the FBI, a criminal record includes a history of all arrests and criminal charges, even if they did not lead to a conviction. In some cases, this may include misdemeanors, juvenile offenses, and traffic offenses such as speeding and driving under the influence.

• CEO’s Letter: Presumption Versus Investigation and the Role of HR

  – By Elliot H. Clark

  Here I go again writing about the impact of political culture on the life of HR. And I hope the hate mail I get is not too hateful in these overwrought times. But there is an important cultural moment at hand and depending on how social views become ingrained, it may impact the practice of HR.

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• Higher Learning: Lessons in Leadership

  – VP of HR Antonio Climent shares the secrets to building culture and a strong leadership pipeline for Laureate International Universities.

  By Marta Chmielowicz

  Expanding into new international markets is fraught with difficulties. From aligning cultures to ensuring talent gaps are filled, multinational organisations can struggle to adapt to the norms and realities of their many areas of operation. But with the shift of economic activity from Europe and North America to markets in Africa, Asia, and Latin America comes a renewed need to manage global organisations. In fact, according to the McKinsey Global Institute, 400 midsize emerging-market cities, many unfamiliar in the West, will generate nearly 40 per cent of global growth over the next 15 years.

• Putting Learning into Action

  – An experiential approach to training can solve business challenges whilst strengthening leadership abilities.

  By Michael McGowan

  Industry 4.0 is permeating both business and personal lives—and revolutionising the way people work. But in corporate learning, one thing hasn’t changed: People learn best by doing.

• Cultural Connections

  – A robust cross-cultural training programme is key for successful international relocations.

  By Marta Chmielowicz

  Cross-border relocations are becoming more commonplace as companies of all sizes embrace globalisation, battle skills shortages, and compete for top talent. Graebel’s Cross Border Transfers: Analysing Best Practices and Trends study reports that 83 per cent of HR professionals say these types of programmes help their organisations achieve talent and workplace management goals, and 66 per cent say they help meet internal development goals.

• Getting Ahead

  – An agile TA process solves many of the talent challenges today’s multinationals are facing.

  By Marta Chmielowicz

  Imagine this: An organisation is seeking a candidate to fill a newly open leadership position. A team of recruiters gets to work and just a few days later, there’s already several promising options on the table, with contract workers ready to fill the temporary talent gap in the meantime. But that’s not all—the search has revealed potential candidates for a variety of other positions that aren’t even listed yet. Not only have recruiters filled the existing job opening quickly and efficiently, but they have delivered a top-of-the-line experience, engaged a number of high-quality potential hires, and made strides to solve their organisation’s future hiring challenges.

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