TA Metrics for Business Results

Get the most from your talent acquisition strategies by keeping an eye on these metrics.

By Debbie Bolla

As the saying goes, “the proof is in the pudding,” and there’s no better way to understand the success of a business strategy than by tracking and analyzing a variety of specific metrics. This is the case for a talent acquisition and management strategies, especially in a tight candidate market.

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Building a People-First Approach

Four key differentiators in today’s talent market.

By Debbie Bolla

How quickly the pendulum swings. Take a quick step back pre-pandemic, says Jill Vitali, division vice president and general manager of RPO operations for ADP, and severe labor shortages were a concern. The national fill rate was at 84% and 20,000 baby boomers were retiring daily. COVID-19 hits, the U.S. saw the largest single month of jobs loss at over 20 million in April 2020, and talent appears plentiful for those who were hiring. However, during the pandemic, some workers didn’t return to work, driving wage inflation as high as 7.3% in May 2020—currently it’s around 4.5%. Now, the U.S. fill rate is down to low pre-pandemic levels, making the talent environment tight once again and driving the skills gap wider.

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Building on Feedback

Over half of employees are seeking new opportunities in 2021, upping the ante on employee experience.

By Marta Chmielowicz

As the world recovers from the challenges of the pandemic, employee experience is emerging as a key business differentiator. According to Achievers’ 2021 Engagement and Retention Report, an astonishing 52% of surveyed employees intend to look for a new job this year, compared to 35% in 2020. Additionally, only one in five (21%) respondents say they are very engaged and planning to stay with their company for a long time.

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A Hiring Boom

As organizations look to hire and retain workers post-pandemic, three considerations must be top of mind.

By Marta Chmielowicz

The COVID-19 pandemic has put a spotlight on company culture, values, and flexibility, forcing employers to innovate in order to attract and retain top talent. But while some progress has been made, Achievers’ 2021 Engagement and Retention Report indicates that as many as 52% of surveyed employees intend to look for a new job this year, up from 35% in 2020. What accounts for this dramatic increase?

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Pushing the Right Buttons

In the new world of work, three drivers of employee engagement have emerged: connection, well-being, and feedback.

By Marta Chmielowicz

The obstacles of 2020 tested the business world in unimaginable ways, reshaping the way people live, work, and relate to each other—potentially for the better. According to Qualtrics’ 2021 Employee Experience Trends Report, employee engagement has actually increased since the pandemic began, from 53% in November 2019 to 66% in November 2020.

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2021 Baker’s Dozen Customer Satisfaction Ratings: Employee Engagement

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.

Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. In order to determine an overall ranking, we analyze results across three subcategories: breadth of services, deal size, and quality of service. Using a predetermined algorithm that weighs questions and categories based on importance, we calculate scores in all three subcategories as well as an overall score. The Baker’s Dozen Customer Satisfaction Ratings are based on those scores. The numbers presented in the tables represent those calculated scores; we include them to demonstrate the relative differences among the ranked service providers.

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Flexibility is the Future

HR can rethink the ways of work by learning from the remote experiment ushered in by the pandemic.

By Ray Baumruk, Susie Rowe, and Dilip Nair

With most major enterprises still having a large percentage of their employees working from home while the COVID-19 pandemic persists, it’s clear that the adoption of remote work has been broader and deeper than anyone could have expected. Plus, there’s a growing consensus among employees who believe and expect that remote work—either fully virtual or part of a hybrid model—should be made a permanent part of their work experience.

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Leadership Deficient

New research shows that organizations are facing a significant gap when it comes to the leadership bench.

By Stephanie Neal and Rosey Rhyne

The pandemic has truly transformed how business and work gets done. As a result, leaders and teams must constantly adapt to meet not only business needs, but also individual needs such as safety, engagement, and balance.

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Data-Driven Diversity

Organizations need to look at the numbers in order to turn D&I commitments into impactful change.

By E.J. Marin

According to a new report from McKinsey & Company, it may take 95 years for Black employees to reach parity in management positions if there is no change to the current promotion, attrition, and hiring rates in the U.S. In the past year, diversity, equity, and inclusion have become major topics of conversation as COVID-19’s disparate health impact on people of color, the pandemic’s outsized negative economic effects on women in the workforce, and the rise of Black Lives Matter protests made disparities glaringly clear.

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A Tough Year for Worker Confidence

COVID-19 left its mark on employee sentiments around job security in 2020.

By Larry Basinait

As the rollercoaster of 2020 came to an end, the results of the Worker Confidence Index (WCI) followed suit. The year started with the U.S. unemployment rate reaching its lowest level in nearly 50 years while the stock market soared at an all-time high. But once the pandemic hit critical mass in March, the economy was plagued with job losses, high unemployment, and nationwide lockdowns.

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