Looking to take your internal diversity and inclusion strategy to the next level? The HRO Today Digital Diary shares an all-star lineup of resources, including an inclusive interview with Four Winds Interactive’s CHRO, for creating a D&I strategy that hits a home run with your team!
Click below to view the resources.
The first half of the year put most companies in survival mode in the face of the pandemic. Now, with the health crisis an ongoing presence, companies have begun to shift to organizational recovery as a new form of survival.
HR leaders are not only reworking business goals, they’re reinventing and introducing technology to cater to our foreseeable virtual reality – as is shown by the 77 major technology announcements announced during the third quarter.
But as the COVID-19 pandemic rages on, the development of HR technology shows no signs of slowing down. The HR New Technology Report for Q3 2020 has your insight.
The Future of Hiring: Why Virtual Solutions are Here for Good
featuring Germayne Cade, VP, RPO Client Solutions, North America, Korn Ferry
Historically, recruitment has centered around direct human interaction. But with social distancing restrictions amdist the COVID-19 pandemic, questions have emerged regarding the opportunities and obstacles that a company should be assessing in the new world of recruitment.
Six HR leaders share solutions to the issues keeping HR up at night: the impact of COVID-19, workforce planning, business agility, and the skills gap.
By Marta Chmielowicz
2020 has been a whirlwind of a year and HR leaders have found themselves at the frontlines, leading the charge into a new and uncertain reality. Throughout the COVID-19 pandemic, shelter in place orders, and social unrest of the past months, HR leaders have maintained a sense of normalcy while adapting to the changing needs of their businesses and the workplace at large. Now, they must develop a plan to face the unknown obstacles that lie ahead.
How the global pandemic will shift hiring practices as businesses start to recover.
By Christina Ioannou
2020 has been a year of change, especially for HR teams across the U.S. as they navigate the effects of COVID-19. As a result, HR managers have completely shifted how they evaluate candidates and the overall qualities they view as desirable. Following the initial layoffs and hiring freezes caused by the shock to the economy, now, six months later, some companies are ramping up hiring again as their businesses start to recover.
With cost savings and a consumer-like experience, a customized à la carte approach to relocation is empowering organizations and employees alike.
By Debbie Bolla
Perhaps an unexpected outcome of the COVID-19 pandemic is a recent uptick in relocation in some areas. Highly dense and expensive cities like San Francisco and New York City have experienced residents moving to locales with greener pastures. In fact, according to moveBuddha, searches in NYC suburbs have increased nearly 250% compared to the same period last year. This type of data shows that employees have not ruled out relocation—and neither have organizations.
By Elliot H. Clark
I have been chided before by our editorial team for sinking my fangs into a provider here and there. I have rarely commented on the HR practitioner audience. Throughout 2020, there have been numerous important HR-related stories. From HR’s response to the coronavirus pandemic to the role of HR in social progress with California Assembly Bill 5 (AB5), HR has been at the forefront of the business news. But Wells Fargo is an HR story that has been broken up into fang-sized bites—a story of the complete and utter failure of cultural management at one of America’s largest banks.
How do I loath thee? Let me count the ways. Four years ago, Wells Fargo was embroiled in a series of awful headlines about creating fraudulent banks accounts and loan accounts. At the time, CEO John Stumpf, who later resigned in the wake of these scandals, blamed overzealous employees trying to maximize their commissions and succumbing to greed. This was cold comfort to the thousands of customers who had to actively engage in credit report repair and who were being harassed for loan payments on accounts they knew nothing about. Stumpf at the time promised an overhaul of Wells Fargo’s culture and compensation schemes to avoid this happening in the future. Hold that thought as we move chronologically—we will come back to that issue after we take a side step into a recent diversity and inclusion fiasco.
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