Schneider Electric is transforming its human capital management approaches one tech solution at a time.
By Olivier Blum
Demands on employees have increased—and HR must keep pace or risk falling behind. It’s a daily occurrence that employees attend video conferences, use workplace productivity apps, and receive smartphone notifications. They can’t wait for their HR department to catch up with them via phone calls or letters. Modern workers want the same prompt customer service experience that they receive from online marketers. They also expect to feel empowered by their HR departments, not disenfranchised by them.
Pairing a VMS with a traditional MSP—and its many benefits—is now possible for organizations with lower spend.
By Brandon Vogel
Consider this scenario: An organization and a handful of other vendors are sharing a client with an established budget. Each vendor gets a small piece of the pie—enough for them to stay interested, but not enough to be truly invested.
By Elliot H. Clark
When Hamlet contemplates “To be or not to be,” he is actually thinking about suicide, so forgive the title of this column. I am not comparing outsourcing—or not outsourcing—to self-destruction. In fact, I don’t even think outsourcing is a “strategy.” It is a tactical approach to achieve a given set of HR-related tasks or outcomes. That is it. It is not a gut-wrenching test of your philosophical gestalt. It is a big decision to use an external fi rm, but in the modern world of RPO with so many top quality providers, it is an equally big decision to keep recruiting in-house. I have heard of a few big companies that are now working to bring recruiting back in-house. Most of them will fail.
I have seen this movie before. When the unemployment rate drops below the full-employment level, recruiting—and retention, but that is a subject for another day—difficulty rises proportionally. As time to interview and time to fill rise, hiring manager frustrations begin to boil over. The object of their displeasure is the recruiting infrastructure. The talent acquisition leadership and the CHRO come under fire and eventually decide their provider cannot get “the job” done. Then they will make the momentous decision to bring TA back in-house. Welcome to 2005 and 2006! It’s back to the future. The main problem is it largely failed back then. Most of the insourced deals wound up back in the hands of a provider after a few years.
Organisations in Asia need to adopt a five-pronged talent strategy to contend with rising skills shortages.
By Michael Switow
A severe talent crunch is leaving key positions unfilled across Asia-Pacific.
Strategies to develop and communicate a compelling employee value proposition.
By Michael Switow
In the early 2000s, not long after Kenexa (now part of IBM) launched a development and recruiting centre in an office park in Hyderabad, India, a new building rose quickly nearby. As workers uncrated the sign, the then Kenexa COO Elliot Clark had a shock. One of the world’s largest, most resourceful technology companies was setting up shop.
EVP of HR Liz McAuliffe explains how she carries the Un-carrier culture of T-Mobile through to the talent strategy.
By The Editors
Within one’s career, taking the biggest risk often comes with earning the biggest reward. Just ask Liz McAuliffe. While practicing as the in-house employment attorney at Starbucks, Jim Donald, the then CEO, asked her to take a risk by moving into the coffee company’s HR practice. And from that transition, she has been rewarded with a highly successful second career. McAuliffe is now the executive vice president of HR at T-Mobile, the self-proclaimed Un-carrier that is radically changing its approach to both its customers and employees, adopting a people-first strategy that listens first and acts second. McAuliffe has spearheaded this transformation, introducing a number of initiatives to better support employees in their personal and career growth—and drive business success as a result. Learn more here.
Temp-to-hire roles are driving better hiring decisions among both employers and employees.
By Marta Chmielowicz
Talent has long been considered a competitive differentiator for organizations as they seek new ways to thrive, but success in the modern business world increasingly hinges on one capability: agility. Organizations need to be flexible, adapting to dynamic market needs while offering candidates and employees a positive experience. Faced with growing innovation and competition, skill sets and expertise—rather than worker type—are the priority.
Microsoft’s micro-internship program delivers learning with a practical touch.
By Marta Chmielowicz
The transition from college student to working professional can be challenging for recent graduates. According to McGraw-Hill’s 2018 Future Workforce Survey report, only 41 percent of college students feel well-prepared for their future careers, and 51 percent desire more opportunities for internships and professional experiences.
Organizations are faced with a precarious worldwide economic environment and tight labor market in the first quarter of 2019.
By Larry Basinait
Coming off a strong year in 2018 where unemployment continued to fall in many countries, global growth in the first quarter of 2019 declined. The International Monetary Fund cut its outlook for global growth to 3.3 percent this year, the lowest since the financial crisis of 2009. A range of threats are menacing the global economy, including the possible collapse of negotiations between the U.S. and China to end their trade war and the departure of Britain from the European Union without a transition agreement.
Progress may be slow, but organisations are finding success with programmes that promote gender inclusion.
By Michael Switow
When Aliza Knox, a tech industry veteran with a track record of growing global brands in Asia-Pacific, applied for a job with the content delivery network Cloudflare, she did her homework. She went to the company’s website and came across a day-long forum it had sponsored. What struck her was that almost every discussion had at least one woman on the panel. There was even a session with two female professionals and no men—a rarity in an industry that is 80 per cent male.
© 2009 - 2019 Copyright SharedXpertise Media, LLC.
All SharedXpertise Media logos and marks as well as all other proprietary materials depicted herein are the property of SharedXpertise Media. All rights reserved.
SharedXpertise Media, LLC, 123 South Broad Street, Philadelphia, PA 19123