CHRO Kawel LauBach took a chance, and it paid off for Mohegan Sun’s employees.
By The Editors
Kawel LauBach understands the high risk—and high reward—of taking a big gamble. The chief human resources officer of the Mohegan Tribal Gaming Authority rolled the dice by going from a managerial role at UPS to a services role at Southwest Airlines—a career restart that required LauBach to use his brawn to load and unload planes. It was a gamble that paid off: He was promoted five short months later, and it was at Southwest where LauBach discovered the business philosophy that drives his strategic decision-making today.
A director of HRIT shares his journey to unlocking the power of HR technology.
By Ward Christman
Joe DeMaio, director of human resources information technology and HR shared services at Thomas Jefferson University and Hospitals, has moved full speed ahead in the last year and half since he joined the organization, transforming its approach to HR technology. Bogging down the process was paper-based onboarding and basic under use of technology.
Global talent acquisition and management provider Cielo has formed a talent acquisition partnership with Standard Insurance Company (“The Standard”), a leading provider of financial products and services. Based on the success of an initial pilot program, during which Cielo was engaged to source, screen, and schedule interviews with candidates, The Standard has expanded the partnership with Cielo to a multi-year, company-wide recruitment process outsourcing (RPO) solution. This includes Bridge services where Cielo becomes a concierge for new hires to guide them through the pre-employment process.
“Talent is re-defining today’s business landscape, requiring companies to have a talent strategy that will enable their corporate vision and future success,” says Angela Hills, executive vice president and managing director, North America, at Cielo. “The Standard recognizes this imperative. Through our continued partnership, we will work with their internal team to solve The Standard’s complex talent needs.”
Cielo’s Bridge teams are expert at background verification, reference checking, drug screening and onboarding. Through the use of multiple drug vendors, reference systems and background vendors, the Bridge team provides a high-touch candidate experience while ensuring compliance and mitigating risk. It is also a consultative resource for changes in laws and regulations affecting client industries.
Survey: Digital job application technology and processes frustrate applicants
The job application process is not always a walk in the park, and a new survey from Jibe has the numbers to prove it. Recruitment technology company Jibe recently announced the results to a study which reveals the challenges faced by job seekers and how that can affect a company’s ability to attract and hire top talent. The 2014 Jibe Talent Acquisition Survey, conducted by independent research firm Kelton Global, polled more than 1,000 job seekers and more than 300 HR professionals
The survey finds that many job seekers have poor user experiences with outdated technology and inefficient processes for job applications, which may even deter some from continuing their applications. A majority of job seekers describe their search as time-consuming (80 percent), stressful (78 percent), discouraging (71 percent), and even painful (60 percent). Three in five job seekers feel that job applications are more challenging to fill out than other common types of applications, including those required to apply for a mortgage (48 percent), get health insurance (46 percent), or a student loan (32 percent) and 19 percent of respondents said they would rather spend a day in line at the DMV than go through the pain of applying for a job online, while 12 percent would rather get a root canal or go skydiving without training.
Allegis Group, Inc. today announced the completion of its acquisition of Talent2. In September of 2012, Allegis Group formed a joint venture with Morgan & Banks Investments Pty Limited to privatize Talent2. The acquisition of Talent2 cements Allegis Group’s footprint in the Asia Pacific region. With Talent2’s strong presence in the Asia Pacific region combined with Allegis Group’s dominant position in North America and growing presence in the Europe Middle East Africa (EMEA) region, the organization now has a true global reach.
In the Asia Pacific region, customers will benefit from the strength and expertise of Allegis Group’s global network of specialized companies. Local teams will be able to deliver services to customers in their local markets, offering the right kinds of skills and services to best suit their needs.
All Allegis Group businesses in the Asia Pacific region, including Talent2, will continue to operate in that market. The existing leadership of the businesses will remain as well.
Robert A. Lopes will serve as president of RPO for the talent leader.
Randstad Sourceright welcomes Robert A. Lopes, a proven business leader with nearly three decades of experience, as its new president of Recruitment Process Outsourcing (RPO). In this capacity, Lopes is responsible for leading the company’s RPO operations in North America, helping to grow the business and ensure the company continually improves its operational, sales and service delivery focus.
“Bob’s impressive credentials, including decades of experience in the HR field and proven ability to lead companies to success, make him uniquely qualified to take on the role of president of RPO,” says Rebecca Callahan, group president, professional solutions for Randstad U.S. “More than that, he is a visionary thinker who has the skills and know-how to ensure our continued growth and innovation in the RPO market. I am pleased to welcome him to the team and confident that his talents and expertise will serve us well.”
2014 Baker’s Dozen Customer Satisfaction Ratings: Recognition
By The Editors
HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.
8 best practices for integrating mobility and talent management.
By Yvonne McNulty and John Brice
Today’s global mobility practices have evolved considerably from what they were five years ago. Global careerists have emerged: According to McNulty & Inkson, global careerists are those who will live in whatever location suits their purpose at the moment while building career skills that are not organization or location specific. Organizations are seeing expatriates increasingly demand rewards beyond only financial remuneration. And the prestige of an international assignment has been replaced by global mobility being a routine step on the career ladder.
These challenges are further complicated by organizations’ resistance to change. Companies need to adjust structures, policies, and procedures to provide a new level of service in line with the changing demographic of the assignee profile.
Global careerists—who are often high performers—will continue to become more nimble, savvy, and demanding. Organizations need to ensure they have the right strategic processes in place to administer a more integrated talent management program within their mobility offering.
But how is this done? One important way to address global talent management is to shift the focus away from the end points of the process—finding and acquiring talent, and then trying to keep it—to the intervening processes of developing talent. There are a number of best practices for motivating global talent and driving employee engagement.
1. Offer career planning.It helps for organizations to identify a global talent pool with key positions, including successors for key executive positions, and high potentials. Assignees can then be monitored in terms of what they do and how best to develop them. Global talent review systems are crucial for managing assignees because they enable all parties to know what level assignees are operating at so that business units can pinpoint people with potential and determine the roles they should be considered for next.
Companies may also consider investing in executive coaching and mentoring, which millennial employees in particular find to be a valuable part of their expected training and development.
Editor’s Note: Share the Love
By Debbie Bolla
There are few things more satisfying at work than when someone tells you that you’ve done a great job. A manager, a peer—whomever it comes from, it can often make your day. We recently conducted a readers’ survey—thanks to all who participated—and I was pleased to see that percent of our readership finds the publication well-written. That type of feedback, especially coming from our readers, was powerful for me. A little recognition goes a long way.
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