In the new world of work, three drivers of employee engagement have emerged: connection, well-being, and feedback.
By Marta Chmielowicz
The obstacles of 2020 tested the business world in unimaginable ways, reshaping the way people live, work, and relate to each other—potentially for the better. According to Qualtrics’ 2021 Employee Experience Trends Report, employee engagement has actually increased since the pandemic began, from 53% in November 2019 to 66% in November 2020.
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.
Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. In order to determine an overall ranking, we analyze results across three subcategories: breadth of services, deal size, and quality of service. Using a predetermined algorithm that weighs questions and categories based on importance, we calculate scores in all three subcategories as well as an overall score. The Baker’s Dozen Customer Satisfaction Ratings are based on those scores. The numbers presented in the tables represent those calculated scores; we include them to demonstrate the relative differences among the ranked service providers.
The challenges of 2020 are accelerating even more transformation in 2021.
By Anthony DiRomualdo, Dorothée El-Khoury, and Franco Girimonte
Unprecedented disruption in 2020 upended the HR agenda. Many business leaders were forced to put plans for growth on hold in order to step up and guide their organizations through challenging strategic and operational issues, including a global pandemic, a tense political climate, and growing calls for social justice around the world.
HR can rethink the ways of work by learning from the remote experiment ushered in by the pandemic.
By Ray Baumruk, Susie Rowe, and Dilip Nair
With most major enterprises still having a large percentage of their employees working from home while the COVID-19 pandemic persists, it’s clear that the adoption of remote work has been broader and deeper than anyone could have expected. Plus, there’s a growing consensus among employees who believe and expect that remote work—either fully virtual or part of a hybrid model—should be made a permanent part of their work experience.
New research shows that organizations are facing a significant gap when it comes to the leadership bench.
By Stephanie Neal and Rosey Rhyne
The pandemic has truly transformed how business and work gets done. As a result, leaders and teams must constantly adapt to meet not only business needs, but also individual needs such as safety, engagement, and balance.
Organizations need to look at the numbers in order to turn D&I commitments into impactful change.
By E.J. Marin
According to a new report from McKinsey & Company, it may take 95 years for Black employees to reach parity in management positions if there is no change to the current promotion, attrition, and hiring rates in the U.S. In the past year, diversity, equity, and inclusion have become major topics of conversation as COVID-19’s disparate health impact on people of color, the pandemic’s outsized negative economic effects on women in the workforce, and the rise of Black Lives Matter protests made disparities glaringly clear.
COVID-19 left its mark on employee sentiments around job security in 2020.
By Larry Basinait
As the rollercoaster of 2020 came to an end, the results of the Worker Confidence Index (WCI) followed suit. The year started with the U.S. unemployment rate reaching its lowest level in nearly 50 years while the stock market soared at an all-time high. But once the pandemic hit critical mass in March, the economy was plagued with job losses, high unemployment, and nationwide lockdowns.
Worldwide employment rate staggers from COVID-19’s impact.
By Larry Basinait
2020 was a year like no other. The United Nations estimates that the coronavirus pandemic caused the equivalent of more than a quarter of a billion lost jobs. The UN’s International Labour Organization (ILO) found that a full 8.8% of global working hours were lost in 2020 compared to the fourth quarter of 2019. That is equivalent to 255 million full-time jobs—a number “approximately four times greater than the number lost during the 2009 global financial crisis,” the ILO said in a statement.
The circumstances of COVID-19 are driving learning, virtual, and employee engagement technology investment.
By Larry Basinait
While the economy was slowed by COVID-19 in the fourth quarter of 2020, the development of new HR technologies continued at a rapid pace. In total, there were 127 major announcements—those with at least $1 million in funding—up substantially from the 77 announced in the third quarter of 2020. Private equity and venture capital firms continued to invest heavily in HR technology, totaling $1.02 billion in the quarter, down 13.3% from $1.18 billion in the third quarter. The average investment declined from $26.0 million to $16.5 million.
Contingent labor is emerging as a critical talent pool helping companies stay flexible and resilient as the market rebounds from the pandemic.
By Marta Chmielowicz
Contingent labor has been critical to many organizations’ talent strategies for years, but the COVID-19 pandemic has forced employers to rethink their approaches. As companies have coped with extended lockdowns, shifting consumer demand, and historic levels of unemployment and economic uncertainty, many are turning to temporary labor to fuel their recoveries. But to succeed and come out of the pandemic with greater flexibility and resilience, new talent procurement and management strategies are essential.
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