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Top talent is today’s competitive differentiator that makes the difference between an 

organization that is thriving and one that is stagnant or declining. However, the impact of the 

roles performed by that talent is not identical across an organization. Some roles have a 

greater impact than others.

Companies in all industries have a set of critical roles: jobs that must be performed—and 

performed well—for the companies to succeed. These positions are not confined to leaders 

and executives. Critical positions may lie at the core of conducting everyday business or be 

central to long-term new product strategy. Companies that do not have the right people in 

critical jobs forfeit revenue growth, innovate more slowly, and/or lose competitive advantage 

because they are unable to adapt to market dynamics.

Organizations need to define, attract, and develop the right mix of critical talent to support and 

grow their businesses. To ensure a flow of the right talent for these roles over time, the best 

practice is for organizations to build critical-talent pipelines.

In good times, trimming operational costs is an ongoing goal. In tough times, it’s a necessity. In both 

good times and bad, however, recruiting occurs. Growth increases headcount in good times, and 

opportunistic or replacement hiring occurs in slow business cycles. By employing creative recruiting 

strategies in tandem with the latest technology developments, you can reduce recruiting costs while 

driving exceptional business results

Word of mouth has become word of Web. Social networking is here to stay. The reach, benefits, and expectations surrounding social media are endless—matched only by the pitfalls and misconceptions associated with implementing a social media strategy. With social networks blurring the line between business and personal, today’s interactive Web technologies are helping people to connect and share ideas and content with a huge potential audience. What’s more, they’re making this process much faster and more efficient than ever before. Tasked to do more with less, marketers and recruiters are especially attuned to these benefits and are looking for technologies that can tie real ROI to the way business is being 

conducted on the social Web today. 

 

Workforce management technology encompasses all the activities needed to maintain a productive workforce. It addresses a critical business requirement by aligning HR activities to organizational business goals. The objective is to provide strategic insight into the strength of the workforce, to determine where change is needed, and to positively impact the bottom line. Being able to track and retrieve workforce information and provide the right forward-looking analysis to support strategic initiatives is key to HR success. 

 

Social media is a reality for all organizations – whether you are ready to embrace it or not.  Most are aware of the benefits of using social/collaborative technologies internally - like improved productivity, engagement, innovation, streamlining communication, and facilitating collaboration. All of which break down traditional silos and bring previously unknown knowledge and expertise to the “extended networked enterprise.”

HR organizations are under constant pressure to contain and reduce costs while contributing to the bottom line. Most large organizations have responded to these challenges by implementing a shared services center for common HR processes. According to a 2012 survey by Aberdeen Group, 73% of organizations now have a full or partial HR shared services model in place.

Global business is on the rise with estimates for global gross domestic product (GDP) growth in the range of 3%. In its most recent Global Competitiveness Report, the World Economic Forum reports that the global economic prospects are more positive than they have been in several years.1 As world economies improve, businesses are looking to growth beyond their own borders as a strategic imperative. Yesterday’s emerging markets are quickly turning into today’s most critical business opportunities with the largest global buying communities around the world in emerging economies

Danielle Korins, Group Vice President, Human Resources, at PVH, and Bertrand Dussert, Vice President, HCM Transformation and Thought Leadership, at Oracle discussed strategies for creating collabo

For HR leaders to contribute to the business successfully, they need HR solutions with the right capabilities? 

 

Global business has affected no group more than Human Resources (HR). Recruiting, hiring, developing, and retaining global workers is more complicated in a global economy adding another layer complexity, and without doing those things effectively, companies simply can’t grow. Therefore there’s more pressure than ever on HR leaders to develop and execute new workforce and talent strategies. Unfortunately, many HR organizations are simultaneously juggling these demands with a set of legacy technologies that are not up to the task because they don’t address the increasingly complex nature of HR’s role in the business.