By Elliot H. Clark
We all grew up listening to the story of David and Goliath. This is a tale of how a young shepherd boy volunteered to face the hulking giant champion of the Philistines one hot day in the Valley of Elah. The triumph of David has become part of cultural lore and religious canon, and has given rise to modern verbal clichés. The problem I usually have with this particular story is that even though David won that afternoon, the smart money in the Valley of Elah was still on the big guy.
That parable leads me to this year’s Baker’s Dozen for Talent Management Technology. This year’s ranking features several large companies, including Workday (a challenger brand 10 years ago, but a Goliath-type today), SAP SuccessFactors, and iCIMS. They are being stack ranked based on three indices: size of deal, breadth of features, and most importantly, quality of service. Smaller firms, including GR8 People, BrightMove, and Hireology, are also in the survey.
By Debbie Bolla
Can you hear me now? Can you hear me now? No, I am not talking about cell phone service. I am talking about how today’s employees want to provide feedback and feel like their employers are listening to them. But in many cases, workers aren’t being heard—or at least that is the perception. In fact, Gallup’s research finds that only three in 10 U.S. employees strongly agree that their opinions seem to count at work.
Such employers have A LOT to learn from Independence Health Group—a company that makes employee feedback a priority. The organization actively listens to its employees through annual surveys and its very popular associate resource groups (ARGs).
By Renée Preston
At its core, a professional association will unite and inform people who work in the same industry. Associations provide networking and professional development opportunities, allowing members to connect with their peers and industry experts.
I’ve seen firsthand the power of an association and the positive impact it can have on its members, as well as the difference it can make to an industry. I’ve made a career of association management, starting in the late 1990s with a small group of executives who began to see themselves as “outsourcing professionals.” The outsourcing industry was still in its infancy, but even in those early years, there was a need for a network where individuals could come together and share. With that, the International Association of Outsourcing Professionals (IAOP) was born.
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