Treat your employees like your clients,
and see satisfaction and productivity rates rise.
By Jill Goldstein
Most organizations measure their success solely based on how they are satisfying the needs of their customers. But there is a new approach to consider: Forward-thinking firms are introducing a mindset that views employees as the consumers.
Taking an employee services approach—one that views employees as consumers—requires organizations to better understand employees’ expectations and to rethink how they deliver service their workforces
The recruitment process outsourcing provider mergers with UK-based CPH.
With the growth of global enterprise comes the need for companies to have a global RPO partner with a central point of governance for streamlined multi-country delivery models. The merger accomplishes this and expands WilsonHCG and CPH’s global footprint across North and South America, EMEA and APAC. The combined organization has approximately 300 employees.
“Since 2012 we’ve been seeking a global partner that met our high expectations of quality and performance. Not only did CPH meet that criteria, but they are a natural culture fit for WilsonHCG. The decision to merge has been solidified during the last 18 months, as we learned more about each other’s values and ambitions,” said John Wilson, Founder and CEO of WilsonHCG and CEO of the combined organization. “Not only is the market dictating a need for global capabilities from a single vendor model, but our clients expressed a need for further on-site and in-market support around the world. Top talent is what powers companies across the globe, and our comprehensive human capital services and consultative recruitment delivery approach will provide an unparalleled talent acquisition solution for these organizations. Together, we will redefine human capital solutions by delivering high-touch, transformative recruitment services to our clients.”
We all live in a world populated by brands. Your company is worried about your consumer or customer brand, your social responsibility brand, HR, specifically your “employer brand.” Would you bet your job and career on your provider’s brand? Whether you want to or not, you will.
I am not advocating only engaging the largest provider companies for your needs
Leading the Leaders
Earlier this month, I had the opportunity to steal some minutes of three veritable industry leaders who will be speaking at our HRO Today Forum in May. I posed the same questions to the trio around the main challenges HR faces today, and discovered a common thread in their answers: leading the leaders.
When I asked Joe Cabral, senior vice president and CHRO for North Shore-LIJ Health System, about what is driving his talent management strategy, he said investing in leadership: “We are working on helping leaders become better leaders
The finalists for our first annual CHRO of the Year awards.
By The Editors
For our first annual CHRO of the Year awards, HRO Today is recognizing those CHROs with the capabilities to adapt to a competitive business environment in order to deliver the insight needed for HR transformation. We understand the importance of CHROs who drive workforce initiatives through innovation with measurable excellence in employee engagement and retention to prove it.
We have a roundup of incredible finalists. These CHROs are responsible for providing leadership to ensure talent acquisition and retention, business growth, and a culture that can lead in a global workforce.
New research from The Hackett Group examines HR’s top priorities.
By Natalie Bression, Harry Osle, and Lynne Schneider
The pressure is mounting on HR to change the balance of the services it offers while keeping costs and headcount in check. The Hackett Group’s 2014 Key Issues Study reflects how HR organizations are attempting to successfully shift their service mix and the required enabling capabilities
Human capital management industry leader Allegis Group announced this week that it is formally combining the recruitment process outsourcing (RPO), managed services provider (MSP), and integrated talent operations of its subsidiary Allegis Group Services with the MSP and RPO operations of Australian-based Talent2 under the name Allegis Global Solutions. This continues the integration of the two businesses that has been underway since late 2012 when Allegis Group entered into a joint venture to take Talent2 private.
The combined businesses (www.allegisglobalsolutions.com) create one of the largest human capital solutions management firms in the world.
In Asia, Australia and New Zealand, the recruitment managed services division of Talent2 will continue to operate as part of Talent2 while the transition to the new organization, Allegis Global Solutions, takes place.
SIRVA Worldwide, Inc., provider of relocation and moving solutions, has expanded its repertoire with the recent acquisition of SMARTBOX, a Virginia-based portable moving and storage services company.
SIRVA offers over 50 mobility solutions in 170 countries, providing more than 230,000 relocations per year. The acquisition of SMARTBOX easily integrates with existing offerings and expands the value proposition for customers and clients. The investment adds to SIRVA’s “do-it-yourself” mobility solutions within its extensive list of services.
SMARTBOX will continue to operate under the SMARTBOX brand and will maintain its 19 franchise locations throughout the United States and call center operations in Richmond, Virginia. Founder, CEO and franchise-owner Bryan Bostic will also continue to operate as a franchisee and will provide consulting services to SIRVA.
SAP welcomes industry vet Mike Ettling as head of global cloud HR. Ettling will oversee the cloud for HR line of business, which includes leading cloud solutions from SuccessFactors, an SAP company, and the SAP ERP human capital management solution, and help to manage the more than 17,000 customers worldwide that use them.
Ettling was most previously the CEO of NGA Human Resources, multimillion global HR and payroll services provider. Ettling managed relationships with leading HR technology companies and successfully guided many of the world’s largest companies in finding HR solutions that fit their business needs
Cindy Fiedelman worked to ensure the cultural differences between American Airlines and US Airways didn’t plague the merger. Mission accomplished.
By Russ Banham
As anyone who has participated in a corporate merger or acquisition will attest, all the work leading up to the transaction pales in comparison to the post-merger integration tasks. At the new American Airlines, which merged with US Airways in December, a key consideration is blending two very different cultures from a combined workforce standpoint, says Cindy A
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