How leveraging competency-based assessments can increase the chances of successful employees.
By Brad Zomick
Often chief learning officers and chief human resource officers use traditional methods—basic completion and quizzes and surveys—as the primary way to gauge success in analyzing a candidate’s fit when making hiring decisions or implementing learning initiatives. But competency-based assessments can demonstrate how the candidate functions in real-world scenarios. Outcomes include:
Findings from a recent study offer key ways to motivate the younger generation.
By Matt Rivera
With seemingly countless articles penned each day about the ways in which the millennial generation will ruin, enhance, destroy, or enrich our future, the only consensus appears to be that they’re quite the enigmatic bunch. Some say they’re too busy following their dreams to focus enough on reality while others argue that it’s specifically their lofty ambitions that will lead to some truly spectacular technological innovations for the future. So which is it?
Having several roles at the same organization positioned Laurinda Pang for success as CHRO.
By Kim Shanahan
Some people say they do it all—and some people actually do. Laurinda Pang falls into the latter group. As executive vice president and chief administrative officer for Level 3 Communications, she has global responsibility for human resources, corporate strategy, corporate development, corporate communications, investor relations, and corporate social responsibility. She is also executive sponsor of the company’s global diversity and inclusion initiatives. Here she explains her long journey into her role in HR and how her approach is creating an engaged workforce.
Why organizations should be screening all employees, not just permanent ones.
By Debbie Bolla
Recent research expects that within the next three years, 45 to 50 percent of the total global workforce will be considered non-employee, independent, or temporary. But according to the 2015 HireRight Employment Screening Benchmark Report, only 29 percent of respondents leverage background screening for non- employees. Where is the disconnect?
New research examines current challenges in the labor market and how organizations can overcome them.
By Ian Cameron
There has been a lot of buzz lately about a talent shortage. The Conference Board’s new report From Not Enough Jobs to Not Enough Workers predicts a 15-year period of tight labor conditions. All signs are pointing in the direction of a candidate’s market.
With today’s limited talent pool, organizations need to leverage strategic workforce planning to stay ahead. RPO can help.
By Russ Banham
The winds of economic opportunity are blowing, whipping up growth prospects in diverse industries. During this period of breakneck business opportunities, HR is increasingly turning to their RPO partners for more strategic assistance. Providers are being asked for advice and input as the growth initiative is being planned and developed, ensuring the right skill sets are in place in the right volume to achieve the business objective.
The winners of the 2015 CHRO of the Year awards are blazing the trail for the future of HR.
By Debbie Bolla
Chief human resources officers are often tasked with some of the most challenging business initiatives since they revolve around an organization’s most important asset: their people. Pressing issues around talent, culture, and engagement have risen to the top of the human capital management agenda. In fact, topping this year’s Deloitte Human Capital Trends survey is culture and engagement, with 78 percent of leaders naming it a concern. Respondents citing these two factors as a very important issue nearly doubled, increasing from 26 percent to 50 percent. Having an engaged culture that supports the mission and vision of the business has become a competitive advantage in today’s hot talent market. CHROs need to keep their finger on the pulse in order to lead their organization’s talent into the future.
This year’s honorees were recognized at the HRO Today Forum in Philadelphia. More on each innovative platform here.
By Debbie Bolla
Rewards and incentives are proven to increase employee retention and productivity. Here’s how.
By Audrey Roth
In today’s global market, engagement and retention of employees is more important than ever. What are organizations doing to help drive this? Leveraging recognition and incentive programs. According to Globoforce’s Workforce Mood Tracker Report, 80 percent of workers who have been appreciated intend to stay with their companies, while 55 percent of employees would leave their current position for a company that has a formal recognition program. The impact of incentives and rewards is obvious: The proof is in the numbers. But what steps do global organizations need to take in order to develop a well-constructed recognition program?
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