We strongly encourage HRO Today Association members to share their thought-leadership resources on this page, including articles, white papers, e-books, blog posts, and more. Resources that appear here are also highlighted in the monthly Association newsletter sent to all members.
To submit a resource, please contact Wendy Metzgar, Director of Membership Services, at firstname.lastname@example.org.
After the economic downturn of the early 1990s, many organisations turned away from workforce planning and dismantled their specialist teams because the planning system failed to predict the extent and nature of workforce change which the recession brought. The claim was that life was now just too uncertain and complex for planning to be of any use. Read this Article Now.
One of the interesting aspects of the COVID-19 crisis is the extent to which it has highlighted the limitations of the UK’s health service, its structure, organisation and management culture. Read this Blog Post Now.
When the same jobs go unfilled month after month, it does more than hurt your bottom line. From a poorly perceived employment brand to impacting your organization’s ability to effectively recruit in the future, a failing recruitment strategy is a difficult trend to reverse.
Download this quick read from Yoh to uncover expert recruitment strategies to survive and navigate the ongoing talent shortage that is plaguing U.S. companies. Download the eBook now.
How are talent leaders making decisions about where AI, automation and other smart HR tech can really make a difference? Which recruitment tasks do they want machines (or people) to handle? How do employers across geographies and industries expect tech adoption to impact both their workers and candidates?
Find out in Randstad Sourceright’s Q3 issue of Talent Trends Quarterly. Based on research from more than 800 C-suite and human capital leaders in 17 countries, the report includes stats on talent technology strategies that you won’t find anywhere else, thought leadership and use cases from industry leaders, and our Tech Adoption and Tech Readiness indices. Download your copy now.
Sevenstep explains how to bring clarity and simplicity to talent acquisition, particularly when working in partnership with a Recruitment Process Outsourcing (RPO) partner.
Most top-tier Recruitment Process Outsourcing (RPO) companies are ‘able’ – but the key to success is finding one that is also ‘willing’ to manage the change that comes with new priorities, challenges and expectations.
The HRO Today Association finalized a research study conducted in regards to the key performance indicators used to evaluate the success of a company’s talent acquisition activities. This report provides a pulse-check on how recruitment strategy and sourcing plans impact hiring metrics—it tracks how recruiting metrics are being used, and reveals what indicators will impact attracting and hiring great talent. To plan, staff and budget a recruitment function, the only valid metrics are those which have been developed and tracked within one’s own organization over time, although comparisons help to ensure you have an industry benchmark. Members are encouraged to view this data as a simple comparison of their own performance against national averages.
Sample findings include: Nearly one-half of companies do not formally track where they get their candidates; the average cost per hire over time is changing due to the impact of Internet recruiting; predictive analysis is an upward trend, with the transportation/warehousing industry at the forefront; and much more data, across multiple industries.Read conclusion of executive summary
Predicting the future of recruitment initiatives and candidate attraction and satisfaction is a difficult job. Research, industry benchmarks and comparisons are all additional tools to assist you in evaluating and planning for the future hiring success of your companies and/or customers! I hope you find these metrics and comparisons useful and utilize them to review and set your talent acquisition standards and practices.
Measure twice, hire once. If you’d like to join the Association to gain access to this research: click here.
Born between 1965 and 1980, Gen Xers currently represent about a third of the workforce. While they may not be the largest contingent in the workplace, they certainly are one of the most vital. Seasoned, reliable and self-assured, their ability to get the job done whether as managers, team leaders or solo practitioners makes them invaluable contributors across any growing organization.
So what does this generation value most from a working experience? How can today’s companies retain top performing Gen Xers while adding new ones to their leadership ranks? A new paper by Madison Performance Group focuses on those goals:
- it explains how social recognition strengthens the employer/employee trust dynamic
- it outlines why (and how) companies should celebrate and encourage a Gen Xer’s resourcefulness
- and it talks about how recognition supports (and ultimately drives benefit from) the inherent leadership skills that Gen Xers bring to any business environment
Sevenstep’s 2018 Global Talent Acquisition Survey reveals that businesses are investing more in talent acquisition. Why? Desire and necessity. They have to invest more in recruitment because skill and talent shortages have increased the time, costs and challenges of making good hires. But are recruiters themselves seeing more investment in their careers and skills? Or is that influx of investment concentrated on programs—the systems, tools and tech that support recruiting? Click here to download the infographic. Click here to read the blog post.
NelsonHall recently published its Next Generation RPO market analysis and NEAT vendor assessment, which evaluated the expectations and satisfaction levels of RPO vendor clients across North America, Europe and Asia Pacific. One of the emerging areas for improvement was working with candidates, including communication, satisfaction, targeting of passive candidates, and capability to deliver across diverse populations. In his blog post, member Gary Bragar discusses client expectations and where RPO providers can improve. Click here to read the blog post.
A recent update was done to HRO Today’s Hiring Metrics Survey and the infographics below highlight some of the key findings from respondents around their talent acquisition efforts:
- Application of Predictive Analytics
- Plans for Implementing Predictive Analytics
- KPIs Used for Recruiting Success
- Factors Preventing Predictive Analytics
- Segmenting Metrics
For more information or for questions about research, contact Renee Preston at +1-215-606-9562 or at email@example.com.
Talent scarcity is one of the top three cited pain points in our 2018 Talent Trends survey of more than 800 C-suite and human capital leaders around the globe. Despite this, only 11% plan to invest in training or reskilling existing employees to meet changing business goals this year. What are they planning to do instead? Check out Trend Nine in Randstad Sourceright’s 2018 Talent Trends Report to find out, and access the other major trends talent leaders must navigate this year: Click here to view the ebook
Sevenstep RPO recently held its second annual analyst event. In addition to analysts, advisors, vendor leadership, and key service providers, practitioners/buy-side clients also attended for the day, including Commonwealth of MA, Amazon, and CVS. To learn what the key takaways were, including why Sevenstep RPO has a staff retention rate of 94%, see the blog post from member Gary Bragar of NelsonHall: Click here to view the blog post
If you find yourself struggling to compete for talent as a mid-sized organization, there is good news. It is possible to apply a forward-thinking approach without the deep pockets or resources of a global enterprise. Specifically, a total talent approach — the strategy based on integrating all talent, from employee recruitment to management of flexible workers and contingent workforce suppliers — is not only available, but often more quickly accessible to the smaller organization as compared to their larger corporate counterparts. The improvements in speed and agility can be crucial, particularly in evolving organizations with high-growth expectations. Download the white paper here for more
If your organization is like most companies, you likely face significant challenges finding qualified talent with critical skills. An inability to secure talent can delay initiatives, hinder growth, reduce the quality of products and services and create a profound drag on profitability. One key issue is driving these challenges: the way people work is changing. Younger workers have new needs and values. Older workers are retiring in large numbers, but they still want to continue to put their skills to use. As a result, more professionals, both young and old, are embracing flexible work as a matter of choice. They are choosing to work as contractors, contingent workers or freelancers. Meanwhile, companies are changing more quickly with the advance of digitization and new work models. Demand for certain skills is high, supply is limited and the resulting talent scarcity requires a new approach to securing and managing talent.
When it comes to talent, the headlines are true: demand is outstripping supply. That means you have to compete for scarce skills, whether you are a global enterprise with 10,000 workers or a regional business with 500. As a result, companies of all sizes and stages of business evolution are rethinking their approaches to acquiring critical talent — including contingent workers, freelancers, contractors and permanent employees alike. One strategy that is gaining attention among certain companies is a variation of the Managed Services Program (MSP). For organizations that fit certain profiles in size, industry and internal structure, this model provides a dedicated service team, often located onsite, combined with total talent coverage that can help employers better compete in a changing talent landscape. Download the white paper here for more
Contingent Workers, Contractors, and the Contingent Talent Brand: Five Myths that Hold Companies Back
In the context of the contingent and contractor workforce, a more accurate term for the employer brand concept is “contingent talent brand.” Like the employer brand, the contingent talent brand embraces the fundamentals of branding best practices, but it also accounts for the unique needs of the variable workforce. Download the white paper here for more
New Research Reveals U.S. Workers Have Low Perceptions of Overall Employment Well-Being, Especially Among Minorities, the Young and Lowest Income.
While overall U.S. employment optimism increased between the third and fourth quarters of 2014, a recent survey conducted by HRO Today Magazine and sponsored by Yoh Recruitment Process Outsourcing found a sharp decline in overall job security, offsetting optimism about promotions, raises and trust in company leadership. The survey, titled The Employee Well Being Study, measured perceived U.S. employment security during the third and fourth quarters of 2014. Download The Employee Well Being Study.
The results have just been released in a report called “How to Launch a Successful Employer Brand: Building on the Practices of Top Employer Brands”, which analyzes practices that distinguish Top Employer Brands from Other Brands. Hudson RPO and HRO Today magazine surveyed 324 senior-level HR executives on employer branding strategy and practices. The results were released in July 2014 in a report called “How to Launch a Successful Employer Brand: Building on the Practices of Top Employer Brands,” which analyzes practices that distinguish Top Employer Brands from Other Brands. The report also provides practical recommendations on implementing an employer branding strategy and program to engage quality candidates and improve employee retention. Download the How to Launch a Successful Employer Brand: Building on the Practices of Top Employer Brands report
The Hiring for Success report (co-published by Hudson RPO and the HRO Today Institute) defines quality in the workplace; the benefits of measuring quality of hire; the challenges of collecting data; and how to improve hiring processes. It also includes six strategies for improving quality of hire plus a case study demonstrating the commercial value of committing to a quality of hire program. The report findings are based on a survey of nearly 300 HR professionals worldwide. A snapshot of significant report insights include:
- 85% of companies that measure quality of hire believe doing so has a positive impact on hiring quality; nearly half believe there is a significant impact (improvement of more than 25%).
- 62% of those who measure quality of hire state that it has a dramatic impact (more than 25% improvement) on new hire retention. Download the Hiring for Success: Improving organizational performance through better quality recruitment benchmarking report.
How can I help reduce unplanned attrition, improve the number of top grade performers in the business, decrease the time it takes a new hire to become productive or assist in improving the diversity of the workforce?