Tag Archives: Magazine Article

Labor Market in Turmoil

The global pandemic continues to wreak havoc on world economy.

By Larry Basinait

Deploying a global workforce and ensuring access to the best talent is a crucial component of success for all multinational enterprises. Global labor market intelligence is an invaluable tool for these HR departments and can be used to inform critical decisions around the best countries and regions in which to grow.

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Mobility Markers

Annual research shows that flexibility and transferee support are keys to a superior relocation experience.

By Debbie Bolla

Even before the COVID-19 pandemic impacted the global workforce, organizations had a clear focus on cost containment and flexibility when it came to their relocation programs. Relocation remains a main strategy for filling skills gaps and placing top performers in the right locations to support the business. With this in mind, organizations and HR leaders are putting the transferee first when it comes to the relocation experience.

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Promoting Values Virtually

Recognition programs can help promote collaboration and camaraderie within a remote workforce.

By Marta Chmielowicz

Many companies have been forced to institute mandatory work-from-home policies throughout the pandemic, but while some employees are finding the transition a welcome change of pace, the shift to remote can be isolating for people used to working collaboratively in an office.

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TA Market Report

Recruiting strategies need to be adapted to the post-pandemic business climate.

By Marta Chmielowicz

COVID-19 is transforming how organizations manage and hire people. According to Jobvite’s 2020 Recruiter Nation Survey, 71% of recruiters say their recruiting priorities for the next 12 months are different from those they had in the past year, and many of those shifts are here to stay.

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Aiming at Agile

How can HR implement this strategy in order to benefit their business?

By Marta Chmielowicz

“Agile” has long been a business buzzword, but the COVID-19 crisis has accelerated its adoption across the HR function. The uncertain and ever-changing nature of the pandemic has forced HR leaders to transform their business priorities, talent management practices, and technology tools in the blink of an eye.

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On a Growth Track

A new research report reveals a bright future for L&D.

By Debbie Bolla

Learning and development (L&D) programs have moved far beyond compliance and mandated regulatory trainings. Now, L&D is pivotal to several layers of workforce management. Innovative training approaches can aid with skills development, showcase growth opportunities, and increase retention. So it’s no surprise that LinkedIn’s 2020 Workplace Learning Report found that more than a third of L&D professionals anticipate their budgets to grow year-over-year. What else is projected for the industry in the coming years? The report points to several trends.

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Data-Driven Strategy

Following these eight steps is critical to unearthing culturally relevant data insights.

By Michael Switow

There is no shortage of data for HR professionals. From recruitment data to promotions, productivity, absenteeism, timesheets, expenses, and retention metrics, data that can be used to craft better workforce strategies is being created every day. Yet many HR leaders struggle to realise the power of people analytics, choosing instead to rely on instinct and experience.

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Making Pay-for-Performance Work

A new incentive programme was instrumental to driving business results and culture change at Gates Corporation.

By Michael Switow

When the Gates Corporation hired Rick Goh to be its HR director for East Asia and India four years ago, the Denver-based multinational organisation was undergoing a cultural transformation following its acquisition by the Blackstone Group two years earlier.

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Returning Home

Recruiting overseas Filipino professionals can help organisations fill roles with high-quality talent.

By Michael Switow

Ron Oliver Santor, a full-stack software engineer with a resume built on fintech experience, left his home in Manila in 2018 to advance his career. The pay and opportunities seemed better in Singapore where he joined 200,000 of his countrymen, more than half of whom were professionals like himself.

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Editor’s Note: Sentiment and Data

By Michael Switow

As Asian companies negotiate the starts and stops of the COVID-19 pandemic—economic contraction, altered ways of working, plus new opportunities and challenges—an increasing number of HR decision-makers and employers are unhappy at work.

A recent survey by JobStreet reports that nearly half of Singaporean hirers say that being the bearer of bad news, including announcing layoffs and salary cuts, has left them psychologically drained, whilst one-third of employers report being unhappy at work.

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