Innovation

Each year we focus on topics that go further than continuous improvement and seek to drive innovation for the world-class workforce. HR executives are constantly challenged with making the right investments, balancing standardization, and customization, and redirecting investment from areas with low impact to areas of higher value based on evidence. This drives not only a need for optimization but also risk management in knowing when and when not to take a risk with a differing approach. Simultaneously HR people benefit from gaining ‘employee insight’ through methods such as employee attitude surveys and focus groups. This insight should inform the HR strategy, influence how internal communications are handled and help in the design of effective people management initiatives – hence a clear employer branding strategy should be prevalent.

Going All In

MGM bets its recognition program on a tech-driven approach—and is winning.

By Debbie Bolla

In the high stakes business of gaming and hospitality, for MGM Resorts International, one gamble that isn’t worth the risk is its workforce. The multi-resort empire understands that in the highly competitive guest services industry, an organization is only as successful as its employees: They are the ones delivering the customer experience. With this knowledge in hand, MGM was implementing recognition initiatives across its multiple properties to honor its employees for exemplary work. But not without its challenges: Each resort had its own budget and approach—some were using employee-of-the-month awards, others delivering on-the-spot rewards. This inconsistency was preventing recognition from making the biggest possible impact on employee engagement, retention, and productivity. It was time for a change.

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Benelux: On the Rise

Traditionally a smaller market, companies are increasingly ‘testing the waters.’

By Audrey Roth

EMEA growth as a whole has increased in recent years, according to the Everest Group Recruitment Process Outsourcing (RPO) Annual Report 2014. The EMEA market for RPO services grew from $407 million to $442 million in the past year. The increase in adoption in the Benelux region is contributing to the overall European market’s gradual climb. Organisations are able to see the obvious advantages, and will continue increasing in implementation as more consider the beneficial possibilities.

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Leading for Tomorrow

The winners of the 2015 CHRO of the Year awards are blazing the trail for the future of HR.

By Debbie Bolla

Chief human resources officers are often tasked with some of the most challenging business initiatives
since they revolve around an organization’s most important asset: their people. Pressing issues around talent, culture, and engagement have risen to the top of the human capital management agenda. In fact, topping this year’s Deloitte Human Capital Trends survey is culture and engagement, with 78 percent of leaders naming it a concern. Respondents citing these two factors as a very important issue nearly doubled, increasing from 26 percent to 50 percent. Having an engaged culture that supports the mission and vision of the business has become a competitive advantage
in today’s hot talent market. CHROs need to keep their finger on the pulse in order to lead their organization’s talent into the future.

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CEO’s Letter: Tomorrow and Tomorrow and Tomorrow

By Elliot H. Clark, CEO

In MacBeth Act V, Shakespeare wrote: “To-morrow, and to-morrow, and to-morrow, Creeps in this petty pace from day to day” and the verse has been quoted ever since. Sorry, Bard, nothing is creep or petty in the pace nowadays. Everything is moving or “pacing” at breakneck speed. Nowhere did we see more evidence of the pace of change—and some of it creepy—than at the HRO Today Forum, North America.

For the second year, the CHRO of the Year award winners demonstrate the changing model of HR leadership (see Leading for Tomorrow on page 8). HR is now more than ever about productivity, analysis, and business outcomes. In addition, many of the CHROs are breaking out of the traditional mold of CHRO and leading business operating units, including for-profit winner Kawel LauBach. In our October issue, we covered LauBach’s role at Mohegan Sun where he heads up

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Editor’s Note: Up, Up, and Away

By Debbie Bolla

Editor-in-Chief

When I joined the magazine six years ago, the economy was about to enter the worst recession of my generation to date. The timing was fortuitous for me because I had the opportunity to get a clear-cut view of how outsourcing could really shine. One area in particular that really took off was contingent labor management. Times were tough for businesses, and those looking to fill holes—with an already fractured workforce—turned to temporary workers. Most organizations earned reasonable gains from leveraging this approach, catapulting an upward trend.

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Game On

Gaby Toledano plays by her own rules—and is winning by a landslide.

By Kim Shanahan

In an industry that changes at the speed of technology, Electronic Arts (EA) keeps ahead of pace through a team of forward-thinking business leaders including its head of human resources and facilities, Gaby Toledano. The HR executive has been with the global interactive entertainment software company for the past nine years and has helped lead a significant transformation during an era in which the gaming industry entered a digital revolution. With fiscal year 2014 net revenue of $3.6 billion, EA is recognized for critically acclaimed, high-quality blockbuster franchises including The Sims,

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Impact HR

Editor’s Note

By Debbie Bolla, Editor-in-Chief

As we gear up for the HRO Today Forum in May, there is definitely an air of excitement for the networking, knowledge sharing, and fun that will be had at our annual confab. I had the opportunity to get to know our outstanding lineup of 12 CHRO of the Year finalists when writing this month’s cover story, Making on Impact. The accomplishments of this dozen is impressive. The numbers speak for themselves:

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Under One Umbrella

The benefits and challenges of a total workforce solution.

By Debbie Bolla

As organizations strive to succeed in today’s competitive workforce, talent officers, HR executives, and procurement managers all understand the need to be agile in order to achieve business goals. This means embracing all types of workers—full-time employees, contingent labor, independent contractors, and statement-of-work (SOW) consultants—and integrating them into talent programs. Non-permanent workers have the ability to fill key skills gaps while reducing costs and providing flexibility—and organizations are taking notice. Randstad Sourceright’s 2015 Talent Trends Report shows that 46 percent of respondents say they consider all types of workers when workforce planning and 69 percent say in order to maintain a competitive workforce over the next five to 10 years, HR leaders will need a larger portion of contingent workers than they have today.

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Making an Impact

We recognize 12 CHRO of the Year finalists for their leadership, vision, and willingness to transform HR.

By Debbie Bolla

For our second annual CHRO of the Year awards, HRO Today is recognizing those CHROs with the capabilities to adapt to a competitive business environment in order to deliver the insight needed for HR transformation. We understand the importance of CHROs who drive workforce initiatives through innovation with measurable excellence in employee engagement and retention to prove it.

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