October-2017

Little’s Big Impact

By investing in employees, Zurich has seen increases in engagement levels and net promoter scores to boot.

By Debbie Bolla

Although his surname may mean diminutive, Brian Little has only done big things for Zurich North America. As head of human resources for the insurance provider, Little intrinsically understands the direct link between exceptional employees and satisfied customers. Striving to be “a company of choice for insurance in North America and globally” means focusing on what differentiates Zurich from competitors, and Little believes it’s how Zurich interacts with clients. That interaction is one of the main drivers behind his “Zurich Oxygen” initiative: a program that completely shifts how managers work at the insurance company.

HRO Today 2018 Resource Guide

A roundup of Baker’s Dozen winners within our annual guide. By the Editors HRO Today has been providing the industry with go-to service providers that help deliver human capital management…

More Than One-and-Done

Five ways organizations can get the most from their employee assessments.

By Tom Schoenfelder

Do psychometrics really work with regards to hiring and development? After all, people are the most valuable asset in an organization, so it makes sense to explore all avenues for hiring the best talent. When considering personality tests and other tools like aptitude and reasoning assessments for that purpose, organizations are looking to gain a competitive advantage, but they don’t want to waste money.

Gaining Momentum

Recent research shows that both advanced and developing economies see growth and added jobs. By the Editors To explore international labor markets, companies must first consult global labor market data.…

One Step Ahead

New research reveals the top sources for talent and how organizations can leverage them.

By Amber Hyatt

Recently, it has been said that it’s a candidate’s job market with the competition for talent fiercer than ever. In a nutshell, U.S. companies have more job vacancies that are taking longer to fill due to increased competition. And when those vacancies are eventually filled, employees are leaving those jobs voluntarily at a high rate. Clearly, modern job seekers view their interactions with a company—from recruitment to exit interview—as a single integrated experience, and organizations need to adopt an approach that delivers a compelling and connected experience.

Editor’s Note: HR as a Business

By Debbie Bolla

If you want to be a business partner, you need to think like a business partner. This philosophy has helped Brian Little reshape how Zurich North America approaches HR. When the head of HR joined the insurance provider six years ago, he had an agreement with the CEO that HR would have a seat at the table. What helped in ensuring that promise was HR earning some big wins.

HRO Today Association Update: Time to Shake Things Up!

By Zachary Misko

We talk a lot about talent acquisition at HRO Today—during sessions at our forum events, in magazine articles, in the webinars and research with our global HR association members, for example. Why wouldn’t we? After all, we’ve been hearing “it’s all about the people,” “the candidate experience is important,” and  “employees are your biggest asset” for many, many years now. I don’t disagree; people are at the heart of the world of HUMAN resources. But as processes, protocols, daily life, people, and technology continue to evolve, business and HR must as well.

Zachary Misko HRO Today
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