Any World-Class Workforce operates as an integrated part of the business. Globally integrated it operates locally, and is powered by highly skilled HR professionals and business partners. It functions on data using research, analytics and logic to make HR work, and drives managers to make data-driven decisions.HRO Today Q&A with Amy Cappellanti-Wolf
Delving Into Data
Three organizations share how they use people data and analytics to amplify business strategy.
By Marta Chmielowicz
“People analytics” has been a hot catchphrase in the business world for years, with data promising to revolutionize recruiting, talent management, and myriad other HR processes. But while organizations have embraced data collection and reporting, data analysis remains in its infancy for all but the most sophisticated companies.
Taking Data-Driven Action
Today’s HR leaders are relying on analytics to drive forward HR strategy—but there are some hurdles to cross along the way.
By Marta Chmielowicz
Human resources has always been a people-focused function—but now it is a numbers-based profession as well. In fact, LinkedIn’s Global Recruiting Trends report indicates that 64 percent of today’s organizations use data at least occasionally and 79 percent are somewhat likely to take advantage of it in the next two years.
Culture by Design
CHRO Kevin Silva has built a human capital blueprint that provides a sense of inclusion, purpose, and opportunities to grow. The result? A 95 percent retention rate of accelerated talent.
By Debbie Bolla
Research from LinkedIn finds that today’s workers feel most engaged when they are challenged and personally connected to their work. Voya Financial is one organization that is providing that type of environment. CHRO Kevin Silva has helped build a culture that is based on the philosophy that the sum of all the parts is stronger than the individual parts. In fact, the phrase “we are the we” is one of the organization’s corporate values.
Survey Says…
Culling data from employee engagement surveys can drive strategic business decisions.
By Marta Chmielowicz
Employee engagement is a key competitive differentiator in today’s business climate. According to DecisionWise’s 2018 State of Employee Engagement Report, engagement is a top priority for 51 percent of executive teams, and 56 percent of organizations have a formal program in place to measure and enhance it. For most, this program consists of employee feedback systems (60 percent), company events (52 percent), recognition programs (45 percent), and more.
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.
Step by Step
Two talent leaders share strategies that are ensuring success in the candidate-driven market.
By Debbie Bolla
Todays’ talent acquisition leaders have a very clear understanding of how each step in the hiring process can impact the end result. Sourcing strategies are critical in finding the right candidates and then once found, there is great pressure to deliver a positive experience in order to attract that key talent. Here, David Schubert, assistant vice president of HR, talent acquisition, and employee development for Baptist Health South Florida, and Scott R. Sell, vice president of talent selection and executive recruitment for Mercy, share their proactive approaches in today’s tight talent market.
Toward Tomorrow
Covering topics from AI to succession planning, the EMEA and APAC HRO Today Forum events provide a valuable opportunity to learn, share, and ultimately, succeed.
By Marta Chmielowicz
Automation. Globalization. Talent shortages. Regulatory compliance. Leadership development. Diversity and inclusion. Employee wellness. Data security. Workforce planning. Employee engagement. Change management. Outsourcing. Succession planning.
Towards Tomorrow
Covering topics from AI to succession planning, the EMEA and APAC HRO Today Forum events provide a valuable opportunity to learn, share, and ultimately, succeed.
By Marta Chmielowicz
Automation. Globalisation. Talent shortages. Regulatory compliance. Leadership development. Diversity and inclusion. Employee wellness. Data security. Workforce planning. Employee engagement. Change management. Outsourcing. Succession planning.
Protecting HR Investments in Services and Technology
By Elliot H. Clark
For many years, HRO Today has provided numerous customer satisfaction based rankings of providers through the HRO Today Magazine Baker’s Dozen Customer Satisfaction surveys. We appreciate the notoriety and respect the practitioner community has placed in the methodology of the ranking. However, we only perform this kind of study in up to 10 areas of technology or service. This leaves many categories that are not covered or fall neatly into the Baker’s Dozen programme.
Juxtaposed to these needs is another disturbing trend. As workforce issues heat up with the global economy, there is a greater demand for HR services and new technology solutions. This causes new providers to flood the space—which can be both good and bad for the market. New providers can bring new approaches and innovations. But when a new provider fails to perform, word can spread through the HR community and raise concerns in the entire industry. I have long referred to unqualified providers that claim to have capabilities beyond the scope of their experience as “Faux POs.” There needs to be a way to protect unwitting clients from the lure of a Faux PO provider. A more comprehensive system is necessary to help identify the best providers.
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