Tag Archives: June-2016

Retail Therapy

HR Outsourcing

Meijer partnered with EG Workforce Solutions to find—and keep—talent in new and challenging markets.

By Debbie Bolla

When it comes to the retail industry, growth is always a good thing, but it can present business challenges. Such was the case for Meijer, the nation’s 19th largest privately held company with headquarters in Michigan. The retailer operates more than 220 stores in six states, including Michigan, Illinois, Indiana, Ohio, Wisconsin, and Kentucky. In recent years, growth has driven a succession of new store openings, presenting several hiring challenges for SVP of HR and CHRO Michael Rotelle.

“We have an aggressive growth strategy in the number of new stores that we’ve opened for the last few years,” says Rotelle. “This required us to rethink how we go about the hiring process.”

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CHRO Champions

HR Outsourcing
Our annual awards celebrate and recognize the many successes of leading HR executives.
By Belinda Sharr
Chief human resource officers are responsible for the most valuable asset to a company: its people. CHROs have a challenging task as they take on multiple important roles in the workplace. They are successful workforce strategists who manage talent, oversee management policies, ensure compliance and best practices, and advise the C-Suite on procedure and everything related to HR.HRO Today magazine recognizes all of the skills required for CHROs to drive workforce initiatives in their organizations by inspiring others and leading them to success. They are responsible for a company’s talent and performance, moving both business and the bottom line forward in an ever-changing market. The role of the CHRO continues to evolve to meet the constant human capital needs of organizations in all industries.

To recognize CHROs and all of the important goals they achieve, HRO Today presents the annual CHRO of the Year Awards at the HRO Today Awards Gala during the HRO Today Forum. The awards are presented in four categories: For Profit; Non-Profit; Sustainable Workforce; and Lifetime Achievement. These CHROs are responsible for providing leadership to ensure talent acquisition, retention, business growth, and a culture that can lead in a global workforce.

Nominees were evaluated based on the scope of their impact on their organization or community, the extent to which the nominees drove these initiatives, and the individual reputational or professional risk taken by each nominee. We are proud to announce the winners for 2016.

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2016 TekTonic Award Winners

HR Executive

Get additional insight into this year’s honorees and their contributions to the HR field.

Marta Chmielowicz

There is no question that technology has significantly changed the way that businesses are run. HR tech companies continue to challenge the status quo by developing and enhancing products that approach HR platforms and processes from a consumer perspective. We’ve recognized these types of organizations for the last seven years with our annual TekTonic awards, which were presented at the HRO Today Forum in Chicago. This year’s winners are honored for their valuable and innovative contributions to the areas of HRMS, talent management, mobile capability, performance management, compensation, and relocation.

Category: HRMS Suites

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Revolving Door Recruitment

HR Outsourcing
Hold onto hires with these RPO and engagement strategies.

By Russ Banham

It’s one thing for a company to recruit the best and the brightest, but what happens when those recruits leave within a couple years?

It’s a difficult question with which many businesses struggle. Several studies indicate a strong tendency in the Millennial generation to join an organization and, not long after, turn in their letters of resignations if the work experience is not what they expected.

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Work That’s Rewarding

HR Outsourcing

Today’s employees seek meaningful and personalized appreciation. Leverage these five strategies to get it right.

By Christa Elliott

Today’s employees seek meaningful and personalized appreciation. Leverage these five strategies to get it right.

Since the millennial generation first surpassed the baby boomers as the largest age group in the workforce last year, HR practitioners have become more and more interested in accommodating the needs and preferences of each generation. This is especially true when it comes to recognizing and rewarding employees. In fact, Aon Hewitt’s 2015 Trends in Employee Engagement Survey found that globally, rewards and recognition ranked third among the top drivers of employee engagement. Likewise, successful recognition programs also contribute to employee retention and talent acquisition.

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CEO’s Letter: Let Me Tell You a Story

I hope that every CEO’s office has a sign paraphrasing political campaign manager James Carville’s advice to the 1992 Clinton campaign (different Clinton): “It’s the Economy, Stupid”. The sign for the CEOs office should read: “It’s the Workforce, Stupid”. The wonderful truth today is that such a sign—so necessary a decade ago—is now largely unneeded. But as the emphasis on the workforce has grown in importance, the responsibility and pressure on HR has grown accordingly.

At the HRO Today Forum North America 2016, we showcased the best leaders in the HR industry. The accomplishments of this group are nothing less than astounding. But through it all was the pervasive feeling that as the bar is raised, the race to keep up with social change continues to make the challenge even harder.

At one point during the conference, Peter Cappelli, director of Wharton’s Center for Human Resources, asked me if I detected a common theme among the conversations I was having with the more than 30 chief HR officers in attendance. That’s a fairly big question to ask and one I had not expected—he always does that to me. But the answer was almost immediately evident. I explained to him that everyone was struggling with managing culture in an increasingly virtual world.

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Editor’s Note: Numbers Don’t Lie

 

When I spoke with Michael Rotelle, senior vice president of HR and CHRO of the Midwestern super-store chain Meijer, for this month’s cover story (see page 12), one of the first topics to come up was employee turnover. Attrition is a notorious challenge for the retail industry, so when I asked him if that was something Meijer was looking to improve, he laughed. You think Captain Obvious? But driving down attrition was simply tablestakes for Meijer’s recent engagement with EG Workforce Solutions. Meijer looked to the provider to fill 1,400 spots—a result of their aggressive growth strategy driven by four store openings in unknown markets—while increasing the quality of candidates and their experience, and retention rates.

First, the thorn in retail’s side: turnover. “The quality of hires that come through EG has reduced our turnover fairly significantly,” says Rotelle. The numbers impress: In the first five months of the partnership, Meijer reported a 25 percent decrease in attrition.

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Searching Global Markets

HR Outsourcing

New research reveals international talent patterns and recruitment needs.

By the Editors

One of the biggest challenges that HR professionals face is the recruitment of high-quality talent in the face of a recovering global recession, increasing talent shortages, and an ever-changing employment landscape. It is becoming more and more difficult to find the best-fit talent that is needed to fill important and highly specialized roles. In order to adapt to these new challenges, many organizations are turning to untapped talent pools that lie in global markets. This strategy provides an opportunity for companies to benefit from international economic and population growth while simultaneously strengthening their global brand.

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Triple Threat

HR Outsourcing

A trio of data-driven metrics healthcare organizations should consider for improved decision-making.

By Jackie Larson

Few conversations in healthcare today get very far before big data, analytics, or predictive modeling is brought up. Relative to workforce management, current key performance indicators (KPIs) that drive an organization’s planning include overtime, turnover, vacancy rate, and labor cost expense, among others. As healthcare evolves as a result of market and reimbursement realities, organizations must also evolve with regard to the data they can capture and how they use that information to make better decisions.

The use of predictive analytics, feeds from sophisticated electronic medical record and acuity systems, and scheduling tools that warehouse enormous amounts of data are enabling healthcare organizations to think about managing their workforce in an entirely new way. New metrics and approaches to measurement that are in some phase of the development process include:

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It’s Better To Check

HR Outsourcing
Why inadequate screening for contingent workers can have long-term consequences.

By Christa Elliott

The term “non-employee” may sound strange, but it’s actually becoming quite common and describes an increasingly large percentage of the workforce. According to the most recent U.S. Department of Labor survey, roughly 30 percent of the American workforce (or 42.6 million people) are contingent workers. These employees, though not always physically present in the office, perform many of the same functions, often have access to the same sensitive company information and, in some cases, are offered the same benefits as traditional employees. So shouldn’t they be subject to the same background screening process?

While this seems logical enough, it is not always the case. Despite the risks associated with insufficient screening, some employers don’t feel they have the time or resources to subject contingent workers to a standard screening process and instead opt for a less thorough approach. More often though, the trouble arrives as a result of a miscommunication between the employer and the third-party screening provider that they employ.

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