By Elliot H. Clark
This year, we introduce our first-ever HRO Today Baker’s Dozen Customer Satisfaction Ratings for total workforce solutions (TWS). The companies listed are the absolute best providers in the TWS market. We believe this is a representative list of the HR service providers that can manage the large, complex, integrated programs necessary to service global companies. HRO Today defines TWS as the combination of RPO and MSP services into a seamless platform. Prior to the release of this Baker’s Dozen, we discovered through research that hundreds of companies claim to be “leading providers of global total workforce solutions.” However, after reviewing our data sets on clients that leverage both RPO and MSP products from a single provider in multiple regions, there seems to be only a handful of firms that can provide the integrated service offering.
There are some very good HR service partner companies in the enterprise and mid-market sectors offering a total workforce solution and the number of organizations looking for the combined solution is also growing rapidly. And there lies the problem: Market demand leads less capable companies to claim capabilities that they don’t actually have. This month’s cover story focuses on global technology leader DXC Technology and its innovative view of the workforce. One aspect of the company’s talent approach is what CHRO Jo Mason calls the “unincorporated workforce,” which supports candidates who don’t want to be traditionally employed. DXC partners with Allegis Global Solutions for this, as well as the sourcing and hiring of full-time employees. Given the scale and complexity, it’s hard to imagine that many HR service partners could accomplish the program objectives. And, in fact, there aren’t many—and we list most of them on the Baker’s Dozen this month. So, the overwhelming message of this column if you remember nothing else is “Caveat Emptor.”
A consistent background screening approach is critical when hiring contingent workers.
By Marta Chmielowicz
With talent emerging as a top competitive differentiator, organizations are turning to non-traditional sources in order to secure the skillsets required for business growth, development, and agility. And the proof is in the numbers: Ardent Partners’ The State of Contingent Workforce Management 2017-2018 study found that 40 percent of today’s global workforce is comprised of non-employee talent, including independent contractors, freelancers, consultants, and temporary workers. These workers play a critical role in the way business is done, with HR professionals leveraging contingent labor to become more agile (71 percent) and fill critical skill gaps (54 percent).
Organizations need to ensure staffing companies are properly screening contingent workers.
By Marta Chmielowicz
Screening new employees is not only a smart business move—it is a necessity. Regardless of whether a job candidate is applying for a full-time, temporary, or contract role, business owners need to implement a robust and efficient background screening process that protects the company and its employees. After all, temporary workers often receive the same access to company resources, customers, and sensitive information as permanent employees, so gaps in the background check process could pose serious risks to company reputation, culture, and even safety.
Technology is getting candidates into seats faster and more efficiently.
By Tierney McAfee
With many organizations entering peak hiring season, technology can be a huge asset by making high volume talent acquisition more scalable, efficient, and cost-effective.
Five steps to accelerate the talent management process.
By Emily He
The most vital asset of any business is its people. While some companies focus their efforts on the adoption of the latest technologies, it’s important to remember that technology paired with human expertise is what delivers the biggest benefits.
Companies are shifting their talent acquisition strategies to succeed in a candidate-driven market.
By Marissa Geist
In a stark reminder of how challenging today’s talent shortages have become, 54 percent of business leaders in Cielo’s recent Talent Acquisition 360 study said their companies have more open positions than ever before. Nearly 70 percent of stakeholders said they believe the existing talent pool is shrinking while the competition for talent is increasing. This battle of supply and demand is causing C-Suite leaders to include talent acquisition and retention as a critical component of their overall business strategies to ensure organizational performance is not hampered by talent gaps.
An expert breaks down the best talent approaches that suit different organizational needs.
By Debbie Bolla
When it comes to building an effective talent approach, Mark Condon, managing director of global product and solutions for Allegis Global Solutions says it is critical for organizations to link business objectives with talent objectives. “By doing this, it gives us a north star on how to design programs,” he explains. “We also try to understand the key talent segments that drive business.”
This holistic approach to recruitment may be the answer healthcare organizations are searching for.
By Tierney McAfee
The healthcare industry continues to grapple with a shortage of available talent to fill open positions, driving an increase in the use of flexible work arrangements, such as locum tenens and traveler nurses. Because of this growing reliance on contingent staff, not just in the healthcare industry, Total Talent Acquisition—a consistent and comprehensive approach to both full-time and contingent labor—has emerged as a new priority for organizations in 2019 and beyond.
A roundup of the top providers and product vendors across 19 sectors of HR services.
By The Editors
The HR industry is experiencing a transformation. Faced with new technologies and shifting employee expectations, organizations are looking beyond the functional role of HR and developing strategies to increase its impact on business performance and growth.
An agile TA process solves many of the talent challenges today’s multinationals are facing.
By Marta Chmielowicz
Imagine this: An organisation is seeking a candidate to fill a newly open leadership position. A team of recruiters gets to work and just a few days later, there’s already several promising options on the table, with contract workers ready to fill the temporary talent gap in the meantime. But that’s not all—the search has revealed potential candidates for a variety of other positions that aren’t even listed yet. Not only have recruiters filled the existing job opening quickly and efficiently, but they have delivered a top-of-the-line experience, engaged a number of high-quality potential hires, and made strides to solve their organisation’s future hiring challenges.
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