Research from ISG points to increased adoption and further development of SaaS solutions.
By Debora M. Card
For HR organizations, moving their systems to the cloud is not a question of “if” but of “when.” The upside is clear: vastly improved functionality, better data and analytics, and—perhaps most obviously—better user experiences and mobile access. The downside? The cost of change and the lack of resources are real. But neither of these hurdles are new to HR.
New research shows that organizations lack a systematic approach to background checks.
Organizations have a strong need for top-tier background screening providers, and that need is increasing monthly. The pre-employment screening industry alone represents a $2 billion domestic market (according to research by IBISWorld), and that amount is expected to grow as more jobs are added that will need background checking. The U.S. Bureau of Labor Statistics’ 2017 forecast is 2.2 million jobs.
Coupled with the needs to accommodate volume of hiring, HR in the U.S. faces hundreds of work-related homicides, billions of dollars in employee theft, and numerous applications with embellishments or outright lies annually. In fact, bad hires cost a company nearly $17,000 on average, which doesn’t include damage to employee morale, additional supervision time to train or turn around a bad hire, productivity loss for the organization, revenue that’s not being generated, and client relationships that could turn sour as a result of bad impressions.
New research reveals how HR execs are using staffing outsourcing and how providers can still improve.
By Larry Basinait
From background checking to skills assessment, a solid staffing provider can make a huge difference to companies looking to improve or expand their workforce. But which staffing services do organizations consider the most valuable? How are these resources being used strategically? And how far of a reach does the typical contract cover? Until recently, research on the subject was limited, but now, HRO Today has begun to answer these questions.
As the industry has evolved, organizations are beginning to link training to specific business objectives.
By Amy Gurchensky
Over time, there has been a shift in how buyers have leveraged outsourced learning services. The 1990s through the early 2000s has been dubbed the “traditional training” era, which consisted of formal training around assumed needs, with generalized training content that was delivered via instructors in a classroom setting. The objective of outsourcing training during this time was largely focused on cost reduction, which was typically obtained via labor arbitrage. The outsourcing relationship was characterized as very vendor/vendee.
What is your best strategy for retaining workers?
This question was asked during my one-on-one interview with Laurie Dalton, CHRO of gategroup North America, at the HRO Today Forum in Chicago. Through Dalton’s “People First” initiative, gategroup takes actions to ensure employees stay with the company. There is a large focus during the first 90 days to build new worker trust and loyalty.
A member from the audience shared that their approach to increase retention is offering worker flexibility. Employees are empowered to set their own schedules with fl ex time or they can opt to work from home. The organization tracks the success of the program through surveys, and results show that it has rated very well.
I once told one of my grown kids that “there is nothing more expensive than a cheap lawyer.” I have a lot of these little aphorisms. I’ve appropriated ones like “a penny saved is a penny earned.” Most people rely on these little sayings for building frameworks around things that matter. Unfortunately, there are few good aphorisms in HR. If there was ever an area that needed good aphorisms, it is background screening. If this often-overlooked aspect of the hiring process is done poorly, it can lead to litigation, turnover, and workplace danger.
That’s right, danger. Background screens are often seen as a commoditized aspect of HR. All firms subscribe to the same databases and all reports are based on the same data, right? Wrong!
Our recent research on pre-employment background screening (sponsored by CSS, Inc.) reveals some troubling news about the lack of engagement by the buyers of pre-employment screening. Let’s cover some salient statistics. There are more than 500 workplace-related homicides on average a year; employees steal an estimated $18 billion just from retail firms; and the average cost of a bad hire is about $17,000. Does that get everyone’s attention? The research report details the need for accuracy, compliance, and timeliness.
I write this month’s article on a plane heading to London for the HRO Today Services and Technology Association EMEA board meeting. As usual, I people watch when I travel; I’m always curious to see how people interact, respond to situations, and behave. Maybe it’s the HR person in me, or maybe I’m just curious. It’s interesting to watch the “middle-seat” people approach their aisle and anxiously look to see who they are stuck with on either side as they maneuver to settle in for the long trip.
At our annual HRO Today Forum North America, we introduced our Talent Acquisition Leader Executive Network Team (TALENT). This is HRO Today’s effort to help companies and talent acquisition leaders be more successful and work in a collaborative executive network. This group will be dedicated to advancing the profession and industry with essential knowledge-based and data-driven thought leadership, collaboration, and transformation. This is your opportunity, as a talent acquisition executive, to engage with other leaders, share past successes and failures, and learn about standards and practices to reduce waste, improve customer service, candidate experience, and employer brand.
It was interesting to watch the TA leaders at the kickoff, much like the middle-seat people in airplanes, look around and size up the other attendees and what this network might look like. It was nice to see the energy in the room build as people began networking and realizing that this was a group of really talented individuals from a variety of industries, company sizes with many similar concerns, goals, successes, and needs. Ultimately, members of this network will gain a competitive edge in the world of recruitment. Activities already planned for this team include community access, quarterly calls, an annual retreat, and opportunities to develop standards and practices for the industry. We will also be compiling and publishing a talent acquisition “playbook” as a testament to talent acquisition industry trends, metrics, forecasts, predictions, and what is working in talent acquisition.
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