We know that the readers of HRO Today Global magazine turn to us as the go-to resource in the industry-a resource that delivers trends, insights, and the top resources for all of their human resources operations and service needs. In our 2016 Resource Guide, we showcase providers and product vendors across 14 sectors of HR services.
Here you will find providers of everything from recruitment process outsourcing (RPO) to benefits administration to multiprocess HRO, not to mention a treasure trove of HR technology, consulting services, and other ancillary products. We hope that our 2016 Resource Guide will serve you well as a starting point in your search for an appropriate vendor.
Ways organizations can keep the honeymoon alive in order to increase employee productivity and retention.
By Derek Irvine
Picture this: You’re a manager at a company and you’ve just hired the ideal candidate for a new position. They’re qualified, ambitious, and motivated, and once on the job they work hard, produce great results, and appear to truly love their job. Overall you’re thrilled with your new hire, but as their second year rolls around, you notice the employee is becoming progressively disengaged, less productive, and ultimately, unsatisfied in the role. Something critical has changed from the time they first started, but you’re not sure what it is—or how to help. Well, you’re not alone. This feeling of detachment is known as the second year slump and often pollutes the minds of new employees, distorting their perception of their jobs.
Organizations need to shift traditional thinking in order to attract and retain Millennials.
￼By Colleen Albright
With the recent emergence of the young, motivated and savvy Millennials, there have been several rapid changes to traditional workplace expectations. Young professionals are shaking off old trends and driving their careers based on what fits their personality, values, and lifestyle.
How leveraging competency-based assessments can increase the chances of successful employees.
By Brad Zomick
Often chief learning officers and chief human resource officers use traditional methods—basic completion and quizzes and surveys—as the primary way to gauge success in analyzing a candidate’s fit when making hiring decisions or implementing learning initiatives. But competency-based assessments can demonstrate how the candidate functions in real-world scenarios. Outcomes include:
Findings from a recent study offer key ways to motivate the younger generation.
By Matt Rivera
With seemingly countless articles penned each day about the ways in which the millennial generation will ruin, enhance, destroy, or enrich our future, the only consensus appears to be that they’re quite the enigmatic bunch. Some say they’re too busy following their dreams to focus enough on reality while others argue that it’s specifically their lofty ambitions that will lead to some truly spectacular technological innovations for the future. So which is it?
Rewards and incentives are proven to increase employee retention and productivity. Here’s how.
By Audrey Roth
In today’s global market, engagement and retention of employees is more important than ever. What are organizations doing to help drive this? Leveraging recognition and incentive programs. According to Globoforce’s Workforce Mood Tracker Report, 80 percent of workers who have been appreciated intend to stay with their companies, while 55 percent of employees would leave their current position for a company that has a formal recognition program. The impact of incentives and rewards is obvious: The proof is in the numbers. But what steps do global organizations need to take in order to develop a well-constructed recognition program?
Research finds four approaches to retaining employees.
By Didier Elzinga
If you work in and around tech, then you are aware of just how intense the competition for talent is. As a result, the issue of employee retention is a priority for the majority of global organizations. There’s more to this than fears around churn and the associated headaches with replacing high potentials: it’s about staying competitive and innovative.
As the job market opens up, a new report shows that now is the time for organizations to invest in their employees.
By Tim Low
Most companies are very concerned about attracting and retaining top performing employees finds the 2015 Compensation Best Practices Report (CBPR) from cloud compensation software provider Payscale. This creates serious questions about their ability to effectively compete in a rebounding economy. According to the report, the majority of companies (55 percent) added staff and realized greater profits in 2014, and most companies plan to grow in 2015 as well. However, these businesses will face more pressure than ever to attract and retain the right people.
Bringing in talent starts at pre-hire and ends—or rather, begins all again—at rehire
By Marcus Mossberger
In the human capital world, organizations often look to create workforce strategies that address everything from hire to retire. It is a sentiment that is well-meaning, but one that frankly does not account for newer tools, resources, and trends that are contributing to the experiences of baby boomers (as they begin their mass exodus) and Millennials (as they begin their ascent into leadership roles). According to Deloitte’s Millennial Survey, this group of workers, who are already emerging as leaders in technology and other industries, will comprise 75 percent of the global workforce by 2025. Understanding the characteristics and expectations of this and other generations, and how they fit with the cultural elements of your unique organization, should be the first point of emphasis as you develop your workforce strategy.
HRO Today Forum speaker Beverly Kaye offers three key strategies that build loyal, productive employees.
By Debbie Bolla
How engaged are my employees? It’s a question that many HR executives face on a daily basis and one that has made its way to the C-suite. In fact, according to Deloitte’s 2014 Global Human Capital Trends research, 78 percent of business leaders rate engagement as urgent or important.
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