Digital Disruption
Today’s HCM platforms are leveraging AI, analytics, and the cloud for better results.
By Pete Tiliakos
As digital disruption continues to create waves of change across all major industry sectors and companies pivot to remain competitive, HR leaders are tasked with supporting large-scale strategic shifts. Most CHROs are facing the significant task of aligning their human capital to support these critical initiatives—and they are doing so in an increasingly complex environment where the workforce is more diverse, globally dispersed, and operating in a rapidly changing digital economy.
Making Teams Work
Three strategies that help managers enable their employees to succeed.
By Amy Leschke-Kahle
At work, a team can mean many things. Organizations can have a team of executives or a team of frontline workers. They can have a hierarchical team, a flatter team, or a dynamic team that brings together contractors and full-time employees from disparate groups or practices depending on the project at hand. Whether it’s in the field of hospitality, technology, or on the shop floor, teams are where work lives. But increasingly, more and more work gets done in groups outside of the organizational chart.
What’s Ahead
HR leaders discuss their top priorities for 2018.
By Debbie Bolla
Faced with a pressing expectation to deliver strategic initiatives, HR business leaders have become more agile in their approach to human capital management. And it’s making an impact. Randstad Sourceright’s 2018 Talent Trends Report finds that 84 per cent of respondents say the work they do will prepare their organisation for the future. Here, four HR leaders share what is on their agenda for 2018; ways they are attracting, recruiting, and retaining the best talent; and how they are getting ready for the European Union’s impending General Data Protection Regulation (GDPR).
Broadening the Global Footprint
Five steps organisations should consider to ease expansion.
By Kristina Lengyel
Today, many companies are contemplating globalisation in order to grow revenues and increase bottom-line profitability. The idea of going global makes sense, especially considering that the world’s emerging economies represent a very real and immediate opportunity to reach new consumers—an Accenture report says these markets will represent more than 65 per cent of global GDP by 2030—and more efficiently run various aspects of operations, such as manufacturing.
2018 Baker’s Dozen Ranking: Talent Management Technology
We rank the top providers based on customer satisfaction surveys.
By The Editors
HRO Today’s Baker’s Dozen Customer Satisfaction Ratings 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.
Mobilizing for the Future
Ways organizations can leverage their recognition programs to identify potential leaders and improve succession planning strategies.
By Marta Chmielowicz
There’s a saying among some HR professionals today: “The ‘war for talent’ is over—and talent won.” In the new world of work where growing employee expectations and improved workplace conditions are the norm, the job market has become less about employees competing for roles and more about organizations competing for employees.
CEO’s Letter: HR Technology Buying (or Welcome to the Jungle)
By Elliot H. Clark
The song, Welcome to the Jungle by Guns ‘N Roses, opens with big energy, but also a sense of confusion and messiness. This makes it the perfect anthem for the HR tech market today. A plethora of new, best-of-breed point solutions arrive almost daily. HR’s Twitter feeds and LinkedIn channels are being overloaded with the announcement of the next big thing. And voicemails are jammed with messages promising amazing outcomes.
Some of the new technologies are in fact very good and represent innovation. That being said, there are also numerous products that represent long-existing technologies and are just new choices in already crowded markets. The influx of venture capital and private equity (PE) into the human capital solutions market is great, but not many of these PE folks have experience in the HR suite and most do not understand a day in the life of HR. They actually like new iterations of proven technologies because they think if they can just pick up a few points of market share, their investment will be bought by a larger established player. Of course, the investment people don’t care about the state of HR’s voicemail box.
Invisible Line
The ways in which organizations manage different types of talent continues to blur.
Rapid growth in the contingent workforce is compelling many businesses to rethink how they identify, access, and onboard the varied skill sets of contingent workers and integrate their work into the full-time workforce.
Moving Toward Maturity
A recent survey provides a snapshot of the current state of human capital management systems.
Human capital management (HCM) technology is an ecosystem that advances and matures one component at a time. Changes and additions are often prompted by new waves of technology in response to evolving business conditions. Like any other technology, an HCM platform is more than the sum of its parts. Different solutions are inexorably linked to each other by common data elements and through cross-cutting business processes. The maturity of the system essentially drives value to the business and must therefore be evaluated holistically.What components make up a mature HCM technology ecosystem?
The Future is Now
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