With Zain Wadee, Executive General Manager – Operations, Harrier Talent Solutions
What challenges does the future of work present for Australian employers?
The future of work is here. In Australia, significant developments in technology and automation across our largest industries are already creating new demands for talent and a re-think of internal talent development and mobility. As a talent partner, we are doing much more than sourcing external talent for our customers, we’re taking a holistic approach to talent acquisition and employer branding by ensuring that our customers are focused on internal skills development and alignment to future needs. It is critically important that we are creating new opportunities for those people whose roles are at risk of redundancy due to technology and automation. Retrenching employees and hiring in new talent is not a sustainable strategy from a talent attraction or brand perspective and has obvious moral implications.
With Jade Clifford, Executive Director of RPO EMEA, Allegis Global Solutions
From communicating with job seekers to onboarding new hires, technology has changed the entire HR landscape. Talent acquisition leaders are now able to leverage intelligent tools to do tasks such as conduct interviews on mobile phones, answer candidate inquiries via social media platforms, and even eliminate bias in the hiring process. The modern HR team has become a hybrid function where humans and machines work together in a seamless, efficient, and effective relationship. But enabling a corporate culture that welcomes these technological innovations and managing the change management process into the digital era can be challenging. Here, Jade Clifford, Executive Director of RPO EMEA at Allegis Global Solutions, shares her insights.
In a tight labor market, organizations are looking from within to fill talent shortages.
By Marta Chmielowicz
Today’s job market is plagued with skills shortages. According to SHRM’s The Global Skills Shortage study, 83 percent of HR professionals have had trouble recruiting suitable candidates in the past 12 months, and 75 percent of these struggling leaders attribute their difficulties to a lack of available skills. The country is also facing full employment: In December 2018, there were 7 million open jobs in the U.S. but only 6.3 million unemployed people looking for work.
We rank the top providers of recruitment process outsourcing in EMEA and APAC based on customer satisfaction surveys.
By The Editors
HRO Today’s Baker’s Dozen Customer Satisfaction Ratings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute to buyers directly through our own mailing lists and indirectly through service providers. Once collected, response data for all providers with a statistically significant sample size are loaded into the HRO Today database for analysis.
Talent market transitions are pushing RPO engagements to encompass new services, technologies, and recruitment models.
By Michael Switow
Recruitment process outsourcing (RPO) is undergoing a transition in the Asia-Pacific region. Automation, corporate restructuring, and changes in the nature of the workforce are pressuring RPO partners to evolve in order to compete and remain relevant for their clients.
With Jeanne MacDonald, President of Global RPO Solutions, Korn Ferry
Ultimately, talent acquisition professionals have one clear goal: to get the right talent in the right place at the right time to achieve business needs. Unfortunately, many companies take a “whack-a-mole” approach by working to fill one open position and then jumping right to another, neglecting to see how the hires fit into the company’s long-term strategy.
There is a better way.
Korn Ferry’s President of Global RPO Solutions, Jeanne MacDonald, talks about the three questions talent acquisition professionals must ask themselves to construct a strategy for finding and keeping the right talent.
With Miguel Terrizzano, President of Pierpoint International
The U.S. unemployment rate is currently hovering around a 50-year low. During that half-century, the population has grown by approximately 120 million people. The economy has shifted from a manufacturing economy to a service one, and is headed toward what Miguel Terrizzano, president of Pierpoint International, calls an innovation economy. Organizations have de-constructed corporate hierarchy, employ technologies to embrace non-traditional workers, and are expanding their searches beyond the boarder of their own industries to find talent. What does this all mean? Here, Terrizzano explains how HR and organizations can get ahead in an ever-changing workforce.
New research shows the drivers of RPO are changing as the market matures.
By Nikki Edwards
Fact: The world of work is changing, and so is the world of recruitment. The accelerating pace of technological advancement and the global shortage of talent are probably the two most significant factors driving that change. So too are preferences for a more consumerized and personalized experience and having a social media presence. Alongside are the complexities of working with a multigenerational workforce, an aging workforce, economic and political uncertainty, and the emergence of next-generation industries and jobs.
With Kristin Shulman, Head of Digital Marketing and Brand, Allegis Global Solutions
In today’s global economy, five generations are working side by side for the first time in history—each with its own skillsets, communication preferences, and leadership styles. Faced with this increasingly diverse talent pool, immense technological innovation, and the growing expectation of a consumer-like experience, organisations must adopt a flexible, adaptive approach to recruitment or risk getting left behind. Partnering with an RPO firm that provides a consultative approach could be the secret ingredient to succeeding in the war for talent.
RPO partnerships are moving beyond the transactional and entering the realm of the strategic.
By Simon Kent
The days of using an RPO provider to simply deal with the grunt work of recruiting people into an organisation are over. Today’s competitive market—both in terms of the employment market where talent is scarcer than ever and the RPO market itself—means providers must demonstrate that they can bring extra value to the organisations with which they are working. Achieving this means becoming a specialist in more than recruitment alone.
© 2009 - 2020 Copyright SharedXpertise Media, LLC.
All SharedXpertise Media logos and marks as well as all other proprietary materials depicted herein are the property of SharedXpertise Media. All rights reserved.
SharedXpertise Media, LLC, 123 South Broad Street, Philadelphia, PA 19123