HR teams face challenges from remote and diverse workforces that require attention. Legacy systems hamper performance and compliance is difficult to manage across regulations. A unified workforce management solution is needed to streamline time tracking, scheduling, and absence management. This will help cut costs, drive productivity, and empower workers while ensuring legal compliance. Adopting data-driven HR strategies and mobile technologies can connect remote teams and improve decision making.
This document discusses the challenges that international companies face in managing payroll and HR for a global workforce. It identifies three key challenges:
1. Increased costs from maintaining multiple local payroll systems in different countries. This results in high IT, administrative and staff costs to consolidate reporting.
2. Lack of flexibility to adapt to changing business needs when HR processes are not standardized across countries. Complex local regulations in different markets limits agility.
3. Inability to get a unified view of the global workforce when data is held in disparate, local systems. This prevents effective decision making and strategic planning at the executive level.
Standardizing HR and payroll processes through an outsourced global provider can help companies overcome
HR Challenges and Solutions - Maintaining Compliance and Mitigating Future RiskADP Marketing
Many companies are facing increasing challenges to stay up to date with risk and compliance. Learn how to take control of compliance and manage risk in your business.
Optimizing Your Workforce Productivity & Retention - Human Capital Insights -...ADP, LLC
In this Issue of Human Capital Management Vol. 5: Flexible Work Arrangements: Optimizing Your Workforce Productivity & Retention Five Eco-Friendly Strategies for Global Organizations Data Security Checkup: Protecting Employee Health Information
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...ADP, LLC
In this Issue of Human Capital Management Vol. 4: The Connected Digital Economy
Benchmarking for Competitive Advantage New Year Presents New ACA Opportunity:
Strategies for Communicating with Your Employees
GESNA - Human Capital Insights Magazine - Volume 5Stacy Klein
This document discusses several strategies that large companies are using to increase employee happiness and productivity. It begins by explaining how happy employees are 12% more productive while unhappy employees are 10% less productive. It then provides examples of how some companies, like Intuitive Research and Technology Corporation, focus on bonuses and profit sharing, certification training, health programs, benefits for veterans, and general benefits allowances to boost employee satisfaction. The document concludes by advising HR leaders to focus on screening, recognition, work-life balance, workplace friendships, and playing to employee strengths in order to maximize happiness and retention while minimizing costs from lost productivity and turnover.
The FIRM & IBM : Rewriting the rules for the digital ageEmma Mirrington
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. Visit the Human Capital area of www.deloitte.com to learn more.
According to our recent research, businesses need to accelerate changes to their workforce strategies to optimize the shift of blue-collar workers into tech-enabled, value-generating roles.
#FIRMday Oct 22nd London - Employing disabled people is good for businessEmma Mirrington
Employing disabled people provides several business benefits according to the document:
1) Productivity studies show that disabled employees are as productive as non-disabled employees and some studies found they have higher performance ratings and innovation.
2) Employing disabled people taps into a wider pool of talent, allowing companies to access skills and qualifications they may otherwise overlook.
3) Disabled employees tend to have higher retention rates, with some studies finding they stay in roles 30% longer, saving costs associated with high turnover.
4) Contrary to assumptions, research finds that on average disabled employees have lower sickness absence rates than non-disabled employees, with some studies finding rates are 30% lower.
This document discusses the challenges that international companies face in managing payroll and HR for a global workforce. It identifies three key challenges:
1. Increased costs from maintaining multiple local payroll systems in different countries. This results in high IT, administrative and staff costs to consolidate reporting.
2. Lack of flexibility to adapt to changing business needs when HR processes are not standardized across countries. Complex local regulations in different markets limits agility.
3. Inability to get a unified view of the global workforce when data is held in disparate, local systems. This prevents effective decision making and strategic planning at the executive level.
Standardizing HR and payroll processes through an outsourced global provider can help companies overcome
HR Challenges and Solutions - Maintaining Compliance and Mitigating Future RiskADP Marketing
Many companies are facing increasing challenges to stay up to date with risk and compliance. Learn how to take control of compliance and manage risk in your business.
Optimizing Your Workforce Productivity & Retention - Human Capital Insights -...ADP, LLC
In this Issue of Human Capital Management Vol. 5: Flexible Work Arrangements: Optimizing Your Workforce Productivity & Retention Five Eco-Friendly Strategies for Global Organizations Data Security Checkup: Protecting Employee Health Information
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...ADP, LLC
In this Issue of Human Capital Management Vol. 4: The Connected Digital Economy
Benchmarking for Competitive Advantage New Year Presents New ACA Opportunity:
Strategies for Communicating with Your Employees
GESNA - Human Capital Insights Magazine - Volume 5Stacy Klein
This document discusses several strategies that large companies are using to increase employee happiness and productivity. It begins by explaining how happy employees are 12% more productive while unhappy employees are 10% less productive. It then provides examples of how some companies, like Intuitive Research and Technology Corporation, focus on bonuses and profit sharing, certification training, health programs, benefits for veterans, and general benefits allowances to boost employee satisfaction. The document concludes by advising HR leaders to focus on screening, recognition, work-life balance, workplace friendships, and playing to employee strengths in order to maximize happiness and retention while minimizing costs from lost productivity and turnover.
The FIRM & IBM : Rewriting the rules for the digital ageEmma Mirrington
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. Visit the Human Capital area of www.deloitte.com to learn more.
According to our recent research, businesses need to accelerate changes to their workforce strategies to optimize the shift of blue-collar workers into tech-enabled, value-generating roles.
#FIRMday Oct 22nd London - Employing disabled people is good for businessEmma Mirrington
Employing disabled people provides several business benefits according to the document:
1) Productivity studies show that disabled employees are as productive as non-disabled employees and some studies found they have higher performance ratings and innovation.
2) Employing disabled people taps into a wider pool of talent, allowing companies to access skills and qualifications they may otherwise overlook.
3) Disabled employees tend to have higher retention rates, with some studies finding they stay in roles 30% longer, saving costs associated with high turnover.
4) Contrary to assumptions, research finds that on average disabled employees have lower sickness absence rates than non-disabled employees, with some studies finding rates are 30% lower.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
Engage Blue Collar Employee for better productivityipuneetg
This document discusses the importance of understanding a company's workforce through periodic tracking studies. It proposes conducting a study to better understand employee attitudes, behaviors, and satisfaction levels in order to address labor problems. The study would identify areas needing improvement and monitor changes over time. This is important because labor shortages are causing unrest, safety issues, and lost productivity. Without independent data on employee perceptions, management relies on assumptions and biased information, missing early warning signs. A systematic study providing structured data on the workforce can help engage employees, reduce unrest, ensure safety, and increase productivity and profits.
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
The document summarizes 9 future of work trends that will be impacted by the COVID-19 pandemic according to research from Gartner. These trends include an increase in remote working, expanded data collection on employees, greater use of contingent workers, employers taking on more of a social safety net role, a focus on critical skills over roles, impacts to how employees are viewed, new employers emerging as top workplaces, shifting from efficiency to resilience, and increasing organizational complexity. HR leaders need to evaluate how these trends will impact their organizations and respond effectively to ensure competitiveness.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The document discusses how companies can build a data-driven culture by engaging employees. It argues that becoming data-driven happens in three stages - focusing first on technology, then talent, and most importantly transforming the corporate culture. Two key factors are needed for cultural transformation - strong leadership from the top to establish a vision, and bottom-up employee engagement through training, incentives and making data accessible and relevant to employees' daily work. Companies that are truly data-driven report better performance, innovation, collaboration, and employee satisfaction compared to those that are not.
Interim Partners - Research White Paper 2014Claire Carter
The document discusses interim managers and the UK business environment. It finds that the use of interim managers at senior levels is increasing as businesses focus more on performance. While cost-cutting pressure has eased, the pressure to deliver results remains high. This has led to greater demand for interim managers who can prove they can improve performance. The document also examines which sectors and roles interim managers expect to see the highest demand for in the coming year, with project/programme delivery roles expected to be most in demand.
Good examples of positive company cultures, how they can change and the challenges for change management, and where employer support of employees is paying off
White Paper Report - Technology Industry Draft (00000002)Tracey Kelly
This document discusses the top 10 human resource issues facing small to medium sized technology companies. It begins with an executive summary of the report and an overview of common people management challenges. It then lists and describes the top 10 issues: 1) retaining employees, especially talent, 2) attracting talent, 3) managing leadership, 4) leadership support and guidance, 5) the fast pace of work, 6) employee engagement, 7) productivity, 8) learning and development, 9) transitioning skills, and 10) rewards including compensation and benefits. The document concludes by explaining how an HR consulting firm called PCHR can help technology companies address these people management challenges.
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
This document discusses contemporary issues and challenges in human resource management. It summarizes the top HR challenges managers are facing due to the COVID-19 pandemic, including mental health and wellbeing, managing remote work, lack of agility, employee communication and uncertainty. It also discusses employees at greater risk, how COVID-19 will affect the global workforce, the importance of HRM practices like recruitment and selection, training and development, and performance management. Finally, it outlines the top 7 HR trends for 2020, including HR analytics, upcoming technologies, new work and millennials, focusing on employees, continuous performance management, and on-the-job training.
One of the most important metrics midsized organizations should consider is Total Cost of Ownership (TCO), a measure of what they are actually spending to manage employees.
Engagement and Employer Branding - Presentation given to the Northamptonshire...Kier Group
Introduction to the subject of Engagement and Employer Branding given by Katherine Morris, Principal Consultant at Holistic People at the Northamptonshire Branch of the CIPD.
Also gave a presentation outlining the approach taken at RSA Insurance Group plc. Contact Holistic People for further information and support with your engagement and employer branding strategy.
- Attrition refers to a reduction in employees when people leave an organization and are not replaced. Common reasons for attrition include better pay or career opportunities elsewhere, lack of growth opportunities, poor management, and compensation issues.
- Across industries, the average attrition rate is 14%. The IT, ITES, media, and pharmaceutical sectors typically see higher attrition rates of 15-17%. Factors like salary, work environment, future prospects, and manager relationships impact an employee's decision to stay or leave an organization.
- Many industries in India are expected to experience continued growth in the coming years, including retail, manufacturing, real estate, technology, logistics and media. This growth may help address issues
This document discusses how companies will increasingly hire workers on a project or outcome basis rather than as permanent employees. It argues that companies will seek "work" rather than "workers" and will assemble teams of independent contractors, freelancers, and employees as needed to complete projects. Recruiters will need to adapt by developing ongoing relationships with independent talent and focusing more on engagement and communication over time rather than one-time hiring. The role of recruiters may evolve into "talent attractors" who publish information and advice for independent workers rather than directly sourcing for open roles.
IT talent is in high demand but short supply, making recruitment and retention a challenge. While most companies have not increased salaries to keep pace with the market, those that offer higher pay see benefits like reduced turnover rates and fewer open positions. One example showed a company that increased salaries by 10% experienced $800,000 in annual cost savings from lower turnover and vacancies compared to a company that did not raise pay.
6 best practices to get started on a digital HR strategyAbhishek Sood
40% of HR executives worldwide intend to replace their existing, on-premises HR system with a SaaS tool in the near future.
In this Forbes Insights research report, learn why many HR pros are focusing their vision on leveraging digital HR as a solution.
Discover:
What is driving digital transformation in HR
How digital HR is innovating HCM
12 benefits realized by leveraging digital HR
A tour of available digital HR technology
6 best practices to get your strategy started
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
1) The document discusses three key international HR challenges that companies face when expanding globally: managing costs, maintaining flexibility, and maintaining control over HR processes and data.
2) Maintaining costs is a challenge because companies typically implement multiple local payroll systems, which increases IT, support, and administrative costs. A single global vendor reduces these costs.
3) Maintaining flexibility is difficult because frequent regulatory changes in different countries and a lack of local expertise limits companies' ability to adapt. Standardized global processes and outsourcing to a single vendor increases flexibility.
4) Maintaining control is a challenge as fragmented local systems do not provide executives a single accurate view of the global workforce needed for decision making. Outsour
EN_AD2_How can Technology Help You Surf the Global Talent RevolutionYohan Labesse
This document discusses the challenges that companies face in managing global human capital as they expand across borders. It notes that while technology solutions have proliferated, relying solely on technology does not address the challenges. Outsourcing certain HR functions through solutions like multi-process HR outsourcing (MPHRO) and recruiting process outsourcing (RPO) can significantly reduce costs while improving processes. Integrating HR technology with outsourced services provides companies with seamless human capital management that allows HR to focus on strategic priorities rather than administrative tasks.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
Engage Blue Collar Employee for better productivityipuneetg
This document discusses the importance of understanding a company's workforce through periodic tracking studies. It proposes conducting a study to better understand employee attitudes, behaviors, and satisfaction levels in order to address labor problems. The study would identify areas needing improvement and monitor changes over time. This is important because labor shortages are causing unrest, safety issues, and lost productivity. Without independent data on employee perceptions, management relies on assumptions and biased information, missing early warning signs. A systematic study providing structured data on the workforce can help engage employees, reduce unrest, ensure safety, and increase productivity and profits.
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
The document summarizes 9 future of work trends that will be impacted by the COVID-19 pandemic according to research from Gartner. These trends include an increase in remote working, expanded data collection on employees, greater use of contingent workers, employers taking on more of a social safety net role, a focus on critical skills over roles, impacts to how employees are viewed, new employers emerging as top workplaces, shifting from efficiency to resilience, and increasing organizational complexity. HR leaders need to evaluate how these trends will impact their organizations and respond effectively to ensure competitiveness.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The document discusses how companies can build a data-driven culture by engaging employees. It argues that becoming data-driven happens in three stages - focusing first on technology, then talent, and most importantly transforming the corporate culture. Two key factors are needed for cultural transformation - strong leadership from the top to establish a vision, and bottom-up employee engagement through training, incentives and making data accessible and relevant to employees' daily work. Companies that are truly data-driven report better performance, innovation, collaboration, and employee satisfaction compared to those that are not.
Interim Partners - Research White Paper 2014Claire Carter
The document discusses interim managers and the UK business environment. It finds that the use of interim managers at senior levels is increasing as businesses focus more on performance. While cost-cutting pressure has eased, the pressure to deliver results remains high. This has led to greater demand for interim managers who can prove they can improve performance. The document also examines which sectors and roles interim managers expect to see the highest demand for in the coming year, with project/programme delivery roles expected to be most in demand.
Good examples of positive company cultures, how they can change and the challenges for change management, and where employer support of employees is paying off
White Paper Report - Technology Industry Draft (00000002)Tracey Kelly
This document discusses the top 10 human resource issues facing small to medium sized technology companies. It begins with an executive summary of the report and an overview of common people management challenges. It then lists and describes the top 10 issues: 1) retaining employees, especially talent, 2) attracting talent, 3) managing leadership, 4) leadership support and guidance, 5) the fast pace of work, 6) employee engagement, 7) productivity, 8) learning and development, 9) transitioning skills, and 10) rewards including compensation and benefits. The document concludes by explaining how an HR consulting firm called PCHR can help technology companies address these people management challenges.
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
This document discusses contemporary issues and challenges in human resource management. It summarizes the top HR challenges managers are facing due to the COVID-19 pandemic, including mental health and wellbeing, managing remote work, lack of agility, employee communication and uncertainty. It also discusses employees at greater risk, how COVID-19 will affect the global workforce, the importance of HRM practices like recruitment and selection, training and development, and performance management. Finally, it outlines the top 7 HR trends for 2020, including HR analytics, upcoming technologies, new work and millennials, focusing on employees, continuous performance management, and on-the-job training.
One of the most important metrics midsized organizations should consider is Total Cost of Ownership (TCO), a measure of what they are actually spending to manage employees.
Engagement and Employer Branding - Presentation given to the Northamptonshire...Kier Group
Introduction to the subject of Engagement and Employer Branding given by Katherine Morris, Principal Consultant at Holistic People at the Northamptonshire Branch of the CIPD.
Also gave a presentation outlining the approach taken at RSA Insurance Group plc. Contact Holistic People for further information and support with your engagement and employer branding strategy.
- Attrition refers to a reduction in employees when people leave an organization and are not replaced. Common reasons for attrition include better pay or career opportunities elsewhere, lack of growth opportunities, poor management, and compensation issues.
- Across industries, the average attrition rate is 14%. The IT, ITES, media, and pharmaceutical sectors typically see higher attrition rates of 15-17%. Factors like salary, work environment, future prospects, and manager relationships impact an employee's decision to stay or leave an organization.
- Many industries in India are expected to experience continued growth in the coming years, including retail, manufacturing, real estate, technology, logistics and media. This growth may help address issues
This document discusses how companies will increasingly hire workers on a project or outcome basis rather than as permanent employees. It argues that companies will seek "work" rather than "workers" and will assemble teams of independent contractors, freelancers, and employees as needed to complete projects. Recruiters will need to adapt by developing ongoing relationships with independent talent and focusing more on engagement and communication over time rather than one-time hiring. The role of recruiters may evolve into "talent attractors" who publish information and advice for independent workers rather than directly sourcing for open roles.
IT talent is in high demand but short supply, making recruitment and retention a challenge. While most companies have not increased salaries to keep pace with the market, those that offer higher pay see benefits like reduced turnover rates and fewer open positions. One example showed a company that increased salaries by 10% experienced $800,000 in annual cost savings from lower turnover and vacancies compared to a company that did not raise pay.
6 best practices to get started on a digital HR strategyAbhishek Sood
40% of HR executives worldwide intend to replace their existing, on-premises HR system with a SaaS tool in the near future.
In this Forbes Insights research report, learn why many HR pros are focusing their vision on leveraging digital HR as a solution.
Discover:
What is driving digital transformation in HR
How digital HR is innovating HCM
12 benefits realized by leveraging digital HR
A tour of available digital HR technology
6 best practices to get your strategy started
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
1) The document discusses three key international HR challenges that companies face when expanding globally: managing costs, maintaining flexibility, and maintaining control over HR processes and data.
2) Maintaining costs is a challenge because companies typically implement multiple local payroll systems, which increases IT, support, and administrative costs. A single global vendor reduces these costs.
3) Maintaining flexibility is difficult because frequent regulatory changes in different countries and a lack of local expertise limits companies' ability to adapt. Standardized global processes and outsourcing to a single vendor increases flexibility.
4) Maintaining control is a challenge as fragmented local systems do not provide executives a single accurate view of the global workforce needed for decision making. Outsour
EN_AD2_How can Technology Help You Surf the Global Talent RevolutionYohan Labesse
This document discusses the challenges that companies face in managing global human capital as they expand across borders. It notes that while technology solutions have proliferated, relying solely on technology does not address the challenges. Outsourcing certain HR functions through solutions like multi-process HR outsourcing (MPHRO) and recruiting process outsourcing (RPO) can significantly reduce costs while improving processes. Integrating HR technology with outsourced services provides companies with seamless human capital management that allows HR to focus on strategic priorities rather than administrative tasks.
International HR and Payroll Process Harmonisation: Fundamental strength to b...ADP Marketing
This report details the challenges associated with international payroll, how organisations can approach this effectively and where HR can help in the process
This document discusses the importance of employee engagement for organizational performance. Some key points:
- Only 13% of global employees are engaged at work according to Gallup, while 31.4% are just contributing or disengaged.
- Companies with highly engaged employees outperform peers in customer ratings, profitability, and productivity by 10-22% according to several studies.
- HR can improve engagement through empowering employees to contribute ideas, using analytics to customize programs, and offering competitive financial and non-financial rewards like recognition.
HR Challenges and Solutions - Winning Talent Through Automation and OutsourcingADP Marketing
This report provides details into the challenges faced (talent management, cost saving and improving HR performance) and the solutions being deployed to overcome them.
This document discusses how human resources departments can simplify processes and leverage data analytics to better manage today's complex and changing workforce. It notes that many HR departments still rely on outdated systems and processes designed for less dynamic times. However, business needs are increasingly demanding that HR adapt. New technologies can help streamline administrative tasks and provide insights into areas like recruiting, retention, and development. While analytics should not replace human judgment, used properly it can enhance decision-making and improve outcomes for both the business and its employees. The document explores how data and simplified systems can help HR move from a back-office role to a more strategic contributor.
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
Talent is the lifeblood of every company. Whether it’s a startup, SMB, or enterprise, there would be no systems or processes in place without the people to drive them. Learn 3 ways on how you can Improve Your Talent Pipeline with Technology
https://www.aberdeen.com/hcm-essentials/jim-stefanchin-3-ways-improve-talent-pipeline-technology/
The document discusses how the modern workplace is rapidly changing with employees demanding greater flexibility, connectivity and variety from their employers. It also discusses how HR must adapt to rising candidate expectations, new ways of working using social media, and how to leverage big data analytics. However, many employers have failed to keep up with these changes. The document advocates for rethinking how companies attract, engage and manage talent through improved recruitment tools, talent communities, and network recruiting.
Globalization has created new expectations around talent management that many companies are struggling to meet. Digital transformation using cloud-based HR solutions can help companies better leverage global talent markets while keeping their HR strategies localized. These solutions allow information to be easily shared across borders and simplify complex tasks like payroll management for multinational companies. HR must ensure their strategies and technologies are aligned with business priorities and focus on delivering capabilities that support the company's global business goals.
The article discusses how strategic planning can help organizations like Durham County Public Library move towards success. It defines strategic planning as a set of tools to allow an organization's mission to be fulfilled with maximum effectiveness and efficiency. While strategic planning is not universally adopted, it can benefit organizations by increasing collaboration, renewing organizational purpose, and saving costs. Key elements for successful strategic planning include staff and stakeholder involvement, communication, goal tracking, performance management, and succession planning. Adopting these elements can make strategic planning more widespread and successful.
HR departments will become more focused on the outcomes of their actions — the effect
of what they do on the corporation versus the effect of what they do on HR.
This document discusses how HR practices can drive corporate profits. It provides examples from research and case studies of companies that have linked specific HR investments to increased financial performance.
1) Studies show that employee-involvement practices within HR's scope, like training and rewards programs, correlate with higher returns on sales, assets, investments and equity. When employees are involved in goal-setting and understand how their work impacts profits, performance improves.
2) Profitable companies communicate extensively, involve employees in goal-setting, help employees understand how their jobs affect profits and pay, share financial gains with employees, distribute HR responsibilities throughout the organization, and focus on investing in human capital rather than just cost-cutting.
EN_HCM_EO2_HR and Payroll Harmonization - fundamental strength to business ag...Christine Sauvaget
This document discusses the importance of harmonizing HR and payroll functions for multinational businesses. It notes that a lack of standardized, integrated HR and payroll systems can negatively impact daily operations for companies operating in multiple countries. The document outlines several challenges of international expansion, such as complying with different local employment laws and taxation rules. It argues that harmonizing HR and payroll processes can help businesses adapt more easily to changes, reduce costs, and make reporting and decision-making more effective. Standardizing on an integrated Human Capital Management system with a single provider is presented as an important strategy for multinational organizations to gain efficiencies and support growth.
The document discusses employee engagement trends over time and the limitations of existing human capital management (HCM) solutions in improving engagement. It introduces Humantelligence as an innovative cloud-based solution that applies behavioral sciences to drive strategic actions and improve hiring, engagement, and performance across entire workforces. Key points:
- Employee engagement remains low at 30% in the US and 13% globally despite many HCM software vendors. These tools were not designed primarily for engagement.
- Humantelligence provides a comprehensive suite of solutions including self-assessments, talent fit assessments, action management, and analytics to improve hiring, engagement, cultural alignment, and performance at all workforce levels.
- It leverages behavioral sciences
Contingency staffing has become a mainstay in permanent workforce strategies for many companies. There are several reasons for this, including lower costs since contingent workers do not require benefits or paid time off. Companies also gain flexibility with this staffing model. However, companies must develop strategies to integrate contingent workers and make them feel valued in order to maximize their performance and minimize risks like decreased loyalty. Human resources departments play a key role in developing these strategies through collaboration, clearly defining roles, onboarding processes, and effective communication with contingent staff.
Helping people to be ‘net better off’ with Accenture + WorkdayAccenture Technology
Discover how Accenture and Workday can help seamlessly evolve with your organization and position it as a driver of business growth. Read more: https://accntu.re/34wlYU0
2. 3
Introduction
Subtitle
HR teams in 2016 face an ever-changing landscape.
Disparate and remote workforces, local regulations
and complex risk management clamour for attention.
At the same time, employees increasingly demand
an easy to use, personalised experience throughout
their employment journey. With each new demand,
time and labour management as part of Human
Capital Management (HCM) gets more complicated.
Streamlining and integrating existing systems and
processes seems impossible. The rapid transformation
of global business creates more and more data to deal
with, and the time and attendance of workers – some of
whom may never come into the office – becomes harder
to capture and strategically manage.
The Federation of International Employers1
found that
18% of the EU working population works part-time and
14.8% are on temporary contracts. According to Deloitte,
the need for contingent workers will keep growing over
the next three to five years: “Once designed primarily
as a compliance function, today’s HR organisation must
be agile, business integrated, data-driven, and deeply
skilled in attracting, retaining, and developing talent…
HR needs an extreme makeover driven by the need
to deliver greater business impact and drive HR and
business innovation.”2
Most organisations are
lumbered with ageing
legacy systems which
cause performance
paralysisDisparate and remote
workforces, local regulations
and complex risk management
clamour for attention
1. European Human Resource Trends, FedEE Global, 2015
2. Deloitte (2015), HCM Trends Study
Similar trends are observed throughout Europe. An on-
demand workforce offers companies the ability to tap
into extensive networks of innovators, technical experts,
and seasoned professionals. But only companies with the
right processes and technology can enjoy such agility.
In reality, most organisations are lumbered with ageing
legacy systems which cause performance paralysis.
EU workers with part-time contracts1
The Federation of
International Employers
EU employees on temporary contracts1
18%
All workers
Employees
14.8%
3. 54
Time savings are vital to
business survival
Organisations are bleeding money due to inaccurate
and outdated ERP and time and attendance systems.
The Human Capital Management Institute calculated the
sum of employee salaries, hourly wages, overtime and
indirect compensation to be 70% of an organisation’s
total operating costs – a figure that has risen every year
since 20053
. IMS Research and Gartner also estimate that
between 1.5% and 3% of spending on enterprise software
solutions is dedicated to workforce management,
leading HR Magazine to comment: “most organisations
have not yet tapped the potential of comprehensive
workforce management. As firms prioritise IT spending
for the coming years, workforce management should be
near the top of the list.”4
This is especially true for large and multinational
organisations. Two-fifths of businesses have a target
in place to reduce absence. However, only a quarter
of them (25%), regardless of sector, actually achieved
their previous year’s target absence level, with larger
organisations most likely to fail.5
Josh Bond, Senior Editor of Modern Materials Handling,
writes: “Bad habits are sometimes so well established,
that systems proven to dramatically improve labor
efficiency seem incompatible with the prevailing culture
of an operation… Effective scheduling and forecasting
is becoming a bigger area of focus.”6
While this refers
to manufacturing, where time is the very essence of
productivity, these words could be equally applicable
to Retail, Distribution and Services, Financial, Legal,
IT services or any sector with hourly paid employees,
temporary staff, or those with scheduled overtime.
HR at a crossroads
70% of a businesses
total operating costs
come from employee
salaries, hourly wages,
overtime and indirect
compensation3
3. HR Magazine (2014) ‘The advantages of workforce management’
4. Sambartolo, M. (2014) ‘The advantages of workforce management’, HR Magazine
5. CIPD, Absence Management Annual survey report 2015
6. Bond, J. ‘Labor management systems: The (very near) future of LMS’, Modern Materials Management, 01 Dec 2012
70%
£
£
£
4. 76
Legal compliance:
losing track of workers
can cripple businesses
Given the rise in popularity of home and remote working,
workforce optimisation has become an increasingly
specialist task. A piece of research undertaken by the UK
government in 2014 to understand the changing nature
of the workforce, found that of the 30.2 million people
employed between January and March 2014 in the UK,
4.2 million were home workers. This equates to a home
worker rate of 13.9% of people in employment - the
highest rate since comparable records began.7
According to employment law expert Katie Williams of
Withers LLP, home working creates “a number of hurdles
that both the employer and employee must overcome
in order to make the arrangement work successfully.
Challenges can include: an employer’s perceived loss
of control over its workforce; potential damage to the
office culture and team spirit; difficulties supporting
homeworkers to the same level as office workers;
overcoming concerns about trust; and fearing that a
homeworker will not be pulling their weight.”8
HR at a crossroads
Gaps in compliance
can lead to costly errors,
fines, grievances,
and legal action that
can hurt your reputation
and your bottom line
7. UK Office for National Statistics, Characteristics of Home Workers, 2014
8. Williams, K. (2015) Home truths: homeworkers and the law, Personnel Today
Decreased costs of time
and payroll management
Multinational businesses face a number of serious HCM
problems. A 2015 ADP Research Institute study found
the average multinational company contends with over
30 HR systems, as well as an average of more than 30
payroll systems. And these figures don’t even consider
the number of talent management systems in play.9
A standardised approach to workforce management
and planning improves organisational visibility and
control. But according to the CIPD (Chartered Institute
of Personnel and Development), less than two-fifths
of organisations even monitor the cost of employee
absence, despite an overall median cost of absence per
employee of £554 per year. The recent “Total Financial
Impact of Employee Absences in Europe” found that
67% of respondents perceived employee absences had
a “moderate” to “large” impact on productivity and
revenue.10
In terms of sickness and absence, UK figures show
that minor illness (including colds, flu, stomach upsets,
headaches and migraines) is the most common cause
of short-term absence for both manual and non-manual
employees. Musculoskeletal injuries, back pain and
stress are also common. Yet 30% of organisations still
report that non-genuine absence is one of their top
causes of short-term absence, leading the CIPD to
suggest that “flexible working arrangements may help
reduce non-genuine absence.”11
9. Harnessing Big Data: The Human Capital Management Journey to Achieving Business Growth, 2015
10. The Total Financial Impact of Employee Absences in Europe, 2014
11. CIPD, Absence Management Annual survey report 2015
Loss of control
over workforce
Difficulties supporting
homeworkers to the same
level as office workers
Overcoming concerns
about trust
Fearing that a
homeworker will not
be pulling their weight
Potential damage to
culture and team spirit
67% of respondents
perceived employee
absences had a
“moderate” to “large”
impact on productivity and
revenue10
HR at a crossroads
Hurdles to overcome are:
£
5. 98
95% of
respondents
believe they will
be able to work
from anywhere in
the world12
95%
Increase productivity to
grow and thrive
The CIPD also finds that the number of organisations
reporting an increase in stress-related absence and
reported mental health problems is rising. Human
resources must not lose sight of the need for a ‘human’
approach to workforce management. Not surprisingly,
the organisations that have a target for reducing
absence, or have absence levels as a key performance
indicator, are considerably more proactive in their
approaches.
HR departments today must strive to improve global
connectivity. With the rise of remote employees, HR
professionals will need to work harder to ensure teams
are truly connected. The ADP Evolution of Work12
report
finds that 95% of respondents believe they will be able
to work from anywhere in the world.
“Technological and cultural shifts have always pushed
workplace innovation forward, but today an even faster
global transformation is underway, and employers must
take notice,” said Manuela Montagnana, VP Human
Resources EMEA, ADP. “To advance business goals
– and remain competitive – employers must allow
for flexibility, underscore that with technology that is
supporting, not hindering, career fulfilment and provide
ways to cultivate personal interests while still driving the
mission of the company.”
According to an influential article in HR Magazine13
, “With
an automated approach to workforce management,
more data and context can be put in managers’ hands,
creating better decisions. Being able to assign the right
people, with the right skills, at the right time, and at
the right cost directly supports an organisation’s ability
to respond to fluctuating production goals without
compromising quality. Aberdeen Group indicates
that organisations using automated staff scheduling
solutions have a 4% higher workforce utilisation on
average – an edge that creates substantial productivity
gains. Automated workforce management improves
employee morale and engagement through increased
transparency and manager-employee communication.”
“Technological and cultural
shifts have always pushed
workplace innovation
forward, but today an even
faster global transformation
is underway, and employers
must take notice.”
Manuela Montagnana, VP Human Resources EMEA, ADP
The same Aberdeen Group research reported that
organisations achieving best-in-class performance
in workforce optimisation see an 11% year-over-year
improvement in employee satisfaction, compared to just
2% for all others; the use of automated time, attendance,
and scheduling solutions results in 8% to 20% lower
replacement costs (as a percentage of annual pay) for
hourly workers, which can be attributed to the reduced
cost of administration needed to manually manage such
functions, while average revenue per full time employee
increased four times in organisations with automated
absence/leave management technology.14
12. ADP Research Institute (2016), Evolution of Work
13. Sambartolo, M. (2014) ‘The advantages of workforce management’, HR Magazine
14. Aberdeen Group (2013), Total Workforce Management 2013: Absence Management
HR at a crossroads
6. 1110
Accurate data: the lifeblood of
modern business
Business decisions are increasingly based on the
understanding and interpretation of data. A survey
of executives in 2015 found that 72% agreed with the
statement “Our HR strategy is significantly influenced by
the analysis of business and people data from across our
operations”, and 70% expect to begin using or increase
their use of “Big Data” and advanced analytics to
inform HR decisions over the next three years. Only 67%
agreed that its HR leaders are currently able to clearly
demonstrate tangible correlations between people
management initiatives and business outcomes.15
To take the guesswork out of scheduling, staffing,
workload, hours worked and more, data needs to be
entered by employees onto a mobile device - often
whilst on the move. Time and attendance must be agile,
regularlyupdated,andthesoftwareshouldbesimpleand
easy to use. The days of traditional appraisals and forced
ranking are at an end; performance management is now
a tool for greater employee engagement. According to
the latest global research by ADP surveying thousands
of employees across North America, Europe, Latin
America, and Asia-Pacific, 91% of respondents believed
that ‘employees will primarily rely on self-service to
solve problems and get their job done’ either today or
in the future.12
In addition, 95% felt that ‘Tech will enable
organisations to proactively adjust individual/team
performance’, while 82% believed employees will soon
‘define their own work schedule’. Rather than fearing
these changes, these were all embraced as positives by
the majority of respondents.
70%expect to begin
using or increase
their use of Big Data and
advanced analytics15
15. KMPG (2015), Evidence Based HR: The bridge between your people and delivering business strategy
KPMG argues that “A solid foundation of well-
organised data has now been established in many
major companies. Small but committed teams of
analysts, recently ensconced within HR functions, are
helping their colleagues to see the benefits of evidence-
based HR, and to handle it in the most effective way.
Measurable successes from the use of evidence, some
particularly eye-catching, will help to spur the much-
needed enthusiasm of senior executives and encourage
investment in developing and recruiting the skills that will
cement progress… the days of basing people decisions
on the whims or personal motives of one person at the
helm are about to end. Organisations that acknowledge
that inevitability already have a substantial head start.”15
70%
HR at a crossroads
7. HR leaders need to free their organisations from the
complex web of internal systems that attempt to monitor
time and attendance. The landscape is just too complex.
Inaccurate and outdated HR and time and attendance
systems are holding companies back, with potentially
fatal consequences in the global marketplace. Stress and
mental health conditions are causing absenteeism, while
a third of workplaces still report “non-genuine absence”
as a significant problem. A unified IT system is needed
to capture today’s world of the home-based and remote
workforce, offering a unified workforce management
solution that cuts labour costs, streamlines compliance
and empower workers.
Conclusion
Human resources must adopt a ‘human’ approach to
workforce management, empowering workers and
managers alike. With the rise of remote employees, HR
professionals will need to work harder to ensure teams
are truly connected.
With local and global labour laws being so diverse, they
require integrated software systems, delivered by expert
partners. Such outsourced solutions are also increasingly
the preferred choice of leading companies who wish to
offer their employees on-the-move, mobile software
solutions, delivered by a provider with global expertise
and ready-to-go solutions.
Time and attendance technology can introduce new
flexibility to both employers and employees. This
allows employees a greater sense of freedom, and
employers a higher degree of efficiency, with greater
The time
to act is now
connectedness for both, in all industries without the
traditional limitations of time and place. Today, thanks
to mobile devices, many employees exercise more
control and autonomy over their workplace conditions,
with greater freedom to decide how, when, and where
they work. The workforce nowadays is more guided by
a search for meaning and flexibility. As organisations
look for increased accuracy and effectiveness in their
A unified workforce
management solution
helps organisations cut
labour costs, streamline
compliance and
empower workers
to make better point-in-
time decisions to support
business goals
HR departments must
keep pace with new
programmes and
services to ensure that
teams remain seamlessly
connected
management solutions, while offering more flexibility
to their employees and contractors working from home
or other remote locations, HR departments must keep
pace with new programmes and services to ensure that
teams remain seamlessly connected.
Improving Accuracy
of Reporting
The Pulte Group a homebuilding company with
5,000 employees needed a solution that could
seamlessly integrate with other core HR systems
to improve the visibility of employee time since
the majority of employees are not in the office on
a daily basis. The Time and Labour Management
solution implemented helped them to increase
accountability for Field Managers in managing
the time sheets of their employees and improve
accuracy. The field workforce’s previous concern
of not being in an office to account for their time
was no longer an obstacle, as the new system
helped to increase morale and empower workers,
while improving accuracy of reporting. ADP offers
ways to maximize the productivity of your people
and business, while keeping your people happy
and engaged.