When it comes to choosing an end-to-end or single-process HRO provider, we look to the experiences and challenges of others in an attempt to shorten the decision making process for faster results. There are typically 5 stages in any deal – evaluating, procuring, implementing, operating, renewal – and here we will assess how to navigate this. By popular request we will also investigate how to maximize working with procurement on requirements for changes to structure, processes and systems to enable new business needs.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.
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:
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.
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.
CHRO Leadership and Tomorrow
CEO’s Letter
By Elliot H. Clark, CEO
This month we preview our annual Chief HR Officer of the Year awards (see finalists on page 10). Modeled after our highly successful CEO program administered by sister publication Corporate Responsibility Magazine, it will feature a dozen finalists selected by our editorial team that is then sent to a panel of judges composed of prior winners. The process is overseen by myself in partnership with Dr. Peter Cappelli of the Center for Human Resources Studies at the Wharton School of the University of Pennsylvania. This is a peer-reviewed award for the annual winners. We received many more than 12 nominations so even being a finalist is an honor. The winners will be announced at our CHRO of the Year Dinner held May 4th at the Westin Hotel in Philadelphia in concert with our HRO Today Forum, North America.
Solutions Found Here
The sessions at this year’s HRO Today Forum address the top concerns of HR executives.
By Debbie Bolla
Turning Around a Turnaround
Darrell Ford is tasked with leading a dedicated HR team as a global organization adjusts to market needs.
By Kim Shanahan
Darrell Ford was recruited to Advanced Micro Devices (AMD), a global technology company, as SVP and CHRO three years ago in the midst of a comprehensive turnaround. A Fortune 500 company that competes directly with Intel and other global semiconductor players, AMD has more than 10,000 people in 50 locations across 31 countries and reported 2014 annual revenue of $5.5 billion. As Ford knows all too well, a turnaround CHRO requires a different type of skillset. He or she needs the courage to drive change and encourage stability while facing competing pressures and intense scrutiny on a daily basis.
CEO’s Letter: Happily Ever After
Happily Ever After
By Elliot H. Clark
Happily ever after is the way most fairy tales end, but real life has a way of making them, well, fairy tales. I had an old friend who used to say that you could tell the difference between a fairy tale and a war story because fairy tales began with “once upon a time” and war stories started “this s#*t really happened.” When it comes to HR and the selection of HR partners, it typically starts as a fairy tale and ends as a war story.
Taking Flight
EVP and CHRO Lisa Buckingham’s role expands outside of HR—and it has given her wings to fly.
By Kim Shanahan
Many HR leaders are tasked with expanding their roles beyond the basics of human resources. Lisa Buckingham, executive vice president and chief HR officer for Lincoln Financial Group, is one of those executives who is doing just that—and doing it well. She is currently responsible for HR, brand and enterprise communications, and corporate social responsibility activities for the financial services company. Headquartered in the Philadelphia region, Lincoln Financial Group is a Fortune 500 company with more than 10,000 employees. With a strong focus on four core business areas—life insurance, annuities, retirement plan services, and group protection—the business is built around supporting, preserving, and enhancing customers’ lifestyles and providing better retirement outcomes.
Elevating Employer Branding
Organizations are now looking to RPO to effectively communicate their corporate reputation—and it’s working.
By Gary Bragar
Employer branding has become an integral piece to an effective talent strategy since it’s synonymous with a company’s reputation as an employer. It portrays the image of what the company is like to work for. The purpose of properly conveying and clearly communicating an employer’s brand is essential to attract, engage, develop, and retain the best talent for your organization.
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