Six HR leaders share how they are managing through a global crisis.
By Debbie Bolla
For organizations, employees, and the world at large, these are unprecedented times. As quickly as the coronavirus (COVID-19) spread across the globe, HR leaders responded, ushering their organizations with the needed resources to ensure employee safety, health, wellness, and productivity. HRO Today spoke with six HR leaders on how they are managing through the global crisis that is COVID-19. Great insight here—stay safe and lead on!
How companies in the region are handling the pandemic.
By Michael Switow
Faced with the human and economic costs of a public health crisis, companies throughout Asia-Pacific have been quick to implement new measures and contingency plans for how to operate during a pandemic.
By Elliot H. Clark
OK, I am stir-crazy—as I am sure are many of you—and it is only day four of working from home as I write this. Humans are social creatures and our ability to team with others is a cornerstone of our evolution into becoming Earth’s dominant species. Of course, there are times when people don’t get along well, and the answer for that is an HR department.
First, I hope everyone all reading is safe and healthy. I have few observations from early on in this global event that I want to share. As we move into this interim period that I call the “new abnormal,” we will see some long-term changes and some of them may be very good.
Technology and analytics are among the main drivers shaping the future of HR.
By Karen Crone
What challenges do leaders face and what steps are they taking to best position their organizations for success? These are the questions a recent survey from Paycor was looking to answer when it asked leaders of U.S.-based small and medium-sized businesses (SMBs), or those with less than 1,000 employees, to share their thoughts about the present and future of HR. While the feedback from the front lines confirmed and amplified the findings of other researchers, several new and telling details have emerged.
Best practices HR departments can implement to demonstrate their commitment to sustainability and corporate responsibility.
By Grant Goodrich
HR plays a large role in helping organizations achieve their business objectives, but one area where the function could have a larger impact is helping shape policies that contribute to climate-conscious behavior.
Reducing the gender pay gap remains an important business consideration, but organizations should watch out for red flags and red herrings when conducting their analyses.
By Allison Hoeinghaus
Recent headlines have been filled with issues related to pay equity, both in the U.S. and abroad. Many companies pay their employees without regard to gender, but issues at a small number of high-profile companies have cast scrutiny on this matter. Companies have begun to realize the steep yet oftentimes hidden costs of unequal pay.
Organizations are expanding the scope of their benefits offerings to attract and retain top talent.
By Marta Chmielowicz
Faced with increased competition for talent and a diverse labor pool, organizations are pressured to provide benefits programs that meet the needs of all their workers. While health and retirement benefits are still the norm, SHRM’s 2019 Employee Benefits survey reveals that today’s top employers are moving beyond standard offerings in order to attract and retain a competitive workforce.
For recruitment and retention, communicating a brand proposition that engages all talent populations is the key to success.
By Marta Chmielowicz
Today’s job seekers care as much about the way a company conducts its business as they do about the business it’s in. With Mercer’s 2019 Global Talent Trends report indicating that two in five employees plan to leave their organizations in the next 12 months and 97 percent of C-suite executives predict an increase in competition for talent, it is more important than ever for companies to create and communicate an employer value proposition (EVP) that resonates with top talent.
Five trends to consider when designing a recognition program.
By Debbie Bolla
Today’s organizations invest heavily in recognition programs, according to a WorldatWork study which found that some spend as much as 10 percent of payroll on employee recognition. While the average investment is two percent of total payroll, organizations that are incentivizing their workforce do it with good reason. Their return on investment includes happy, loyal workers who are productive and more likely to stay—factors that are critical in today’s tight talent market.
Annual research shows that organizations continue to leverage relocation to fill talent gaps.
By Debbie Bolla
For organizations aiming to have the right person in the right role at the right time, mobility programs can provide a valuable opportunity to fill key skill gaps. And these programs also benefit the workforce; relocation offers employees the chance to develop additional skills and gain sought-after experience. Companies are adopting a variety of approaches to relocation, often driven by market factors. For example, many are considering short-term assignments, international transfers, and rotational programs to hit their business goals.
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