Pairing a VMS with a traditional MSP—and its many benefits—is now possible for organizations with lower spend.
By Brandon Vogel
Consider this scenario: An organization and a handful of other vendors are sharing a client with an established budget. Each vendor gets a small piece of the pie—enough for them to stay interested, but not enough to be truly invested.
A new research report pinpoints five approaches essential to empowering the ever-changing workforce.
By J. P. Gownder
The future of work isn’t something that happens to companies—it’s something leaders intentionally create for their companies and their own careers. The future of work is a constellation of innovations that combines technology with culture and processes to deliver value to customers. It’s imperative for organizations to devise a future of work strategy, because customers across all areas of the economy are raising the bar on their demands: They want better, faster, and often-changing solutions to suit their wants and needs.
These best practices can ensure a successful and long-term return from disability leave.
By Kristin Tugman, Ph.D.
Understanding the psychological impact of short- and long-term disability on employees can go a long way toward successfully bringing those workers back on the job. Organizations play a pivotal role in that process. While significant effort has been made to overcome the physical barriers that prevent individuals from returning to work, what is often overlooked is that disability can be as much a psychological event as it is a physical one.
A teaming environment fosters trust and collaboration among the workforce.
By Bellaria Jimenez and John F. Bucsek
Employers are facing more challenges today than ever before. Competition is now global, customer attention is in high demand, and technology can be a friend or a foe. In order to compete, employers need to find a new way to stay ahead of the pack. Organizations have an opportunity to outperform their competition by having a purposeful focus on diversity and attracting talented women to their rosters. This is not an HR exercise to check a box, but a true differentiating strategy to bring diversity of thought into the organization. By focusing on the human capital, a business can promote new ideas, service models, and creative approaches to sprint ahead of the competition.
Learn how the new HRO Today Association Certified Provider program is verifying the quality and credibility of HR services.
By D. Zachary Misko
Project management professional (PMP), Zagat-rated, five-star hotel, Good Housekeeping seal of approval, FDA approved, certified public accountant (CPA)—and the list goes on and on. All of these “badges” are a combination of seals, approvals, and certificates that can be useful to consumers, especially those new to or unfamiliar with the company, product, or service they intend to purchase. A “badge” is usually born in an organization, school, or university that has a responsibility for continuing education through learning, best practice sharing, and/or a library of data and information. It usually requires members to engage and evaluate where they need to invest time to ensure the best return on investment for themselves and/or their organization. So what about the HR industry?
This year’s HRO Today Forum EMEA looks to discuss HR’s most pressing issues and provide possible solutions.
By Taylor Thompson
As the list of challenges currently plaguing HR departments around the globe continues to grow, so do the number of debates being held to address the most efficient ways to overcome them. Whether it be the influx of new technology changing the way HR recruits or the introduction of new ideas related to bettering the employee experience in the workplace, the industry is quickly evolving. But as new topics are introduced, new rules need to be written alongside of them—leading the way for an open dialogue between experts in what has been coined “The Great HR Debate.”
Worker confidence in the second quarter takes a hit in three of the four metrics.
By Larry Basinait
The Worker Confidence Index (WCI) for the second quarter of 2019 decreased by 5.8 points to 104.8, similar to the level in the second quarter of 2018 (104.3). An even sharper decline of 7.9 points occurred in the second quarter of 2017, suggesting seasonality as a possible cause of the drop.
By Elliot H. Clark
When Hamlet contemplates “To be or not to be,” he is actually thinking about suicide, so forgive the title of this column. I am not comparing outsourcing—or not outsourcing—to self-destruction. In fact, I don’t even think outsourcing is a “strategy.” It is a tactical approach to achieve a given set of HR-related tasks or outcomes. That is it. It is not a gut-wrenching test of your philosophical gestalt. It is a big decision to use an external fi rm, but in the modern world of RPO with so many top quality providers, it is an equally big decision to keep recruiting in-house. I have heard of a few big companies that are now working to bring recruiting back in-house. Most of them will fail.
I have seen this movie before. When the unemployment rate drops below the full-employment level, recruiting—and retention, but that is a subject for another day—difficulty rises proportionally. As time to interview and time to fill rise, hiring manager frustrations begin to boil over. The object of their displeasure is the recruiting infrastructure. The talent acquisition leadership and the CHRO come under fire and eventually decide their provider cannot get “the job” done. Then they will make the momentous decision to bring TA back in-house. Welcome to 2005 and 2006! It’s back to the future. The main problem is it largely failed back then. Most of the insourced deals wound up back in the hands of a provider after a few years.
By Debbie Bolla
Just like Target with its Halloween candy already on the shelves, HRO Today is a bit ahead of schedule for celebrating the October holiday with our cover story, Ghost Busting. But it’s a pressing issue: Candidates ghosting employees—not returning emails, not showing up for interviews or even their first day—is a real concern in today’s talent market driven by low unemployment rates. In fact, research from Randstad US finds that 66 percent of U.S. managers report being ghosted by candidates who initially accepted a job offer, but poof! Disappeared before the start date without any word.
“A lack of engagement is driving the trend in candidates ghosting employers,” says Jennifer Ho, vice president of HR at Ascentis.
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