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For the term "Staffing".

Throughput Yield of Staffing for IDIQ Task Order Contracts

Commonly released with little or no advance notice, task order contracts are notoriously difficult to staff. The author’s “Progressive Staffing Implementation” pushes the recruiting process far earlier than the announcement of an individual task order and uses Six Sigma techniques to provide planning guidance for the throughput recruiting needed for successful staffing.

Staffing Strategies: Avoiding the Meltdown

Times are tough…so what can employers do to avoid cutting too deep? How will IT staffing levels be affected and what are some of the unintended consequences related to laying off key intellectual capital resources? Here are some strategies for employers and employees that might help make getting through these tough times a little easier and more manageable.

Lining Up the Usual Suspects: Exercises in Project Staffing

Increasingly, project staffing appears to be an exercise in lining up the usual suspects. How did we get this way? Why does it keep on happening? What can we begin to do about it to try to make the project staffing exercise a little more rational?

Lining Up the Usual Suspects: Exercises in Project Staffing

Increasingly, project staffing appears to be an exercise in lining up the usual suspects. How did we get this way? Why does it keep on happening? What can we begin to do about it to try to make the project staffing exercise a little more rational?

Pre-Paid Staffing Model: A Distributed Factory

There are essentially two types of billing for contract work—Fixed Price (FP) or Time and Materials (T&M). Both have their advantages and disadvantages. This article introduces a third type of billing for a contract, called “Pre-Paid” (PP) billing. The Pre-Paid staffing model has an interesting parallel to flight booking and looks at the economies of scale to benefit both the provider and the client.

Staffing Start-Ups…Animal, Vegetable or Mineral?

Answer: All of the above! That’s right, you can’t put your finger on one common denominator for staffing start-up companies. But you can be assured that you will encounter lots of ups and downs, heartaches, heartbreaks and most of all falling in love with your perfect candidate. If you are a hiring manager and you are going to be an intregal part of staffing a start-up firm, then come on in! I am going to share with you how to recruit industry professionals to start-up firms. I think you’ll be surprised at the answer and find yourself wondering once again why you need that HR department at all.

Staffing a Project Team

Once your project has been approved and funded, you need to move forward with the staffing the project team that will carry out the directive and implement the scope of the project. Keep these tips in mind.

IT Staffing Outlook: Tough Times in 2010

For the unemployed or under-employed, 2010 isn’t looking as sunny as we would like to report. But here are some job-seeking tips and tricks to help you find your silver lining…and maybe your next position.

Staffing the Strategic PMO

As strategic, portfolio management-focused PMOs grow in popularity, a number of organizations are facing the challenge of growing those PMO staffing models. How should those PMOs grow to be most effective?

Staffing a Restaurant – Best Skills

From front-of-the-house wait staff, to back-of-the-house kitchen staff, a restaurant’s employees are crucial to its long-term success. Learn the roles of each member of a restaurant’s staff, and which skills to look for in your hiring.

Staffing Your Office – Best Skills

The heartbeat of the office is the people: They determine if the office will function efficiently. Learn how to find the best people for the job, as well as the planning and communications you need to ensure that the work is being done efficiently.

Staffing With Diverse Work Schedules – Best Skills

Flexible work schedules attract talented employees from different backgrounds and create a friendly work environment. Use these human resources tips to staff your workplace effectively, and motivate and retain employees.

Top Staffing Challenges

The top staffing challenges in 2014 based on a survey of about 2,200 hiring managers and HR professionals by Harris Poll, on behalf of CareerBuilder.

Survey: Staffing Firms’ Plan of Attack for 2009

(Chicago, IL, February 12th, 2009, Talent Drive) TalentDrive, the creator of the advanced SaaS recruitment technology, TalentFilterSM, just today released the results from the recent “How is Your Firm Adjusting to the Economy” January 2009 survey. This survey investigated the tactics Staffing Firms are employing to transition to the new economic situation. The most profound statistic was over 58% of those surveyed reported implementing new services and re-positioning their company to attract new clientele. 52% of the firms are investing in more marketing and a sales force increase as the major strategic effort. The survey went on to explore staffing firm predictions for the hiring return and major concerns for 2009. Surprisingly, 57% predict the staffing downturn will lighten by the end of Quarter 3 2009, returning to near normal hiring conditions by fall. 65% of firms surveyed feel the overabundance of resumes flooding the market and resume quality issues to be the two major concerns for 2009. As the talent pool continues to expand, firms are struggling with the quantity versus quality conundrum. Over 7,500 Staffing Firms and Independent Recruiters were surveyed. This survey was conducted between January 16th, 2009 and February 6th, 2009. In summary, the survey found these key points: “With the weakened economy and raising unemployment rate across the US, the exponential increase in the talent pool is causing real issues for staffing firms and the recruiting industry as a whole. It is important that staffing firms work towards improved efficiency and possibly technology solutions to help make sense of the mess,” Sean Bisceglia, CEO TalentDrive. (Media Contact: Alissa Gothard, TalentDrive, 312.676.4204, alissa@talentdrive.com)

Survey: Staffing Firms Implement New Services and Investing in Marketing to Cope with Economy

(Chicago, IL, Feb 12, 2009) TalentDrive, the creator of the advanced SaaS recruitment technology, TalentFilter(SM), http://www.talentdrive.com/talent_filter, just today released the results from the recent “How is Your Firm Adjusting to the Economy” January 2009 survey. This survey investigated the tactics Staffing Firms are employing to transition to the new economic situation. The most profound statistic was over 58% of those surveyed reported implementing new services and re-positioning their company to attract new clientele. 52% of the firms are investing in more marketing and a sales force increase as the major strategic effort. The survey went on to explore staffing firm predictions for the hiring return and major concerns for 2009. Surprisingly, 57% predict the staffing downturn will lighten by the end of Quarter 3 2009, returning to near normal hiring conditions by fall. 65% of firms surveyed feel the overabundance of resumes flooding the market and resume quality issues to be the two major concerns for 2009. As the talent pool continues to expand, firms are struggling with the quantity versus quality conundrum. Over 7,500 Staffing Firms and Independent Recruiters were surveyed. This survey was conducted between January 16th, 2009 and February 6th, 2009. In summary, the survey found these key points: “With the weakened economy and raising unemployment rate across the US, the exponential increase in the talent pool is causing real issues for staffing firms and the recruiting industry as a whole. It is important that staffing firms work towards improved efficiency and possibly technology solutions to help make sense of the mess,” says Sean Bisceglia, CEO of TalentDrive. ( Visit on the Web.)

How to Assess an Agency’s Staffing Needs

All agencies need a comprehensive staffing model that allocated employee resources based on job duties and responsibilities, workflow, work volume, and work complexity.

What the New Staffing Rules in the United States mean for the Global IT Sector

The recent move by the United States government to restrict the number of foreign workers employed by US firms in the IT sector has repercussions for the global IT outsourcing industry. This article discusses some of the implications of this move and argues that all stakeholders must behave responsibly instead of being either jingoistic or selfish.

Staffing Role of the HR Manager: Strategic Workforce Planning

This article discusses the staffing and hiring role of the HR manager during the tech boom of the early years of the last decade and contrasts it with the same during the current bust phase. The key theme in this article is that HR managers must resort to strategic workforce planning as a means of managing talent shortage as well as smoothening the downsizing imperative.

Staffing Function of Management

Staffing involves manning the organization structure through proper and effective selection, appraisal and development of the personnels to fill the roles assigned to the employers/workforce

2 Great HR Challenges

HR management is a very complex topic these days. While staffing has always been challenging, acquiring the needed staff with the hot skills in demand today—and with the ambition to stay current—is becoming extremely difficult.

IT Critical to Healthcare Industry Needs

New survey of healthcare IT professionals shows security, staffing and technology adoption are among the top challenges in meeting patient safety and satisfaction goals.

Next Year’s PMO Budget

It’s budget season, and the emergence of project management offices in recent years has added another piece to the annual puzzle for many organizations. From staffing to travel, here are six key areas that should be considered in the PMO budgeting process.

How Secure Is Your Job?

The economic downturn has created staffing and job security stress. Here, an expert offers tips that can help you monitor your company during an uncertain economy–and weather the storm.

Responsibility Without Wiggle Room

Typical organizational charts don’t capture the complex relationships between people working on project teams. A project org chart establishes expectations of leadership, teamwork and accountability that is stronger than hierarchal staffing diagrams.

The Rumor Tumor

Whether its because of a merger, staffing change or other event, “spins,” half-truths and half-lies run rampant in the workplace. Here’s some help in combatting the rumor mill.

6 PPM Questions Before You Start

The difference between a successful Project Portfolio Management implementation and a drawn-out process that fails to make the most of your investment often comes down to a lack of planning and poor change management. Here are six questions to ask before the kickoff to ensure you set the right expectations, with the necessary support and staffing.

Dog and Pony Roadie

Is the Tradeshow Shuffle giving you a headache? One look at this writer’s experience may have you seriously thinking about some helpful staffing assignments.

Using Software Project Metrics

Software measurement by itself does not resolve budget, schedule or staffing issues for projects or portfolios, but it does provide a basis upon which informed decisions can be made. Here are examples of how to use metrics to determine present capabilities, assess whether plans are feasible, and explore trade-offs if they are not.

Teachable Moments: The Best Person for the Job

Teachable moments are formed when you have done something–regardless of the outcome–and learned from the experience. Learning makes us better at what we do and provides a great opportunity to develop others and sharpen skills. We’ve compiled our best Teachable Moments from our community members for you to learn from and share with other project managers. In this installment, we learn how one conversation changed the way a PM thought about project staffing.

Social Networking Catches on With Execs

More executives are realizing that social media represents an effective way to manage their reputations and boost their professional presence. In a recent survey of 1,400 chief financial officers by staffing service Robert Half Management Resources, social media came in second – after connecting through profe…

Productivity Peaks on Tuesday

Productivity levels wax early in the week, and wane quickly, according to a survey by staffing services company Accountemps.

Workplace relationships stay strong in economic downturn

While the recession has been tough on U.S. workers in a variety of ways, it hasn’t damaged relationships in the workplace. A new survey reveals that 87 percent of professionals have good relationships with their bosses, and 95 percent get along well with their coworkers. The results of the survey, developed by the financial staffing firm Accountemps, were approximately the same as those in 2005, when the economy was much healthier. “People make work relationships a priority in good times and bad,” says Katherine Spencer Lee, a district president for Robert Half International, the parent company of Accountemps. “In the current economy, we see people pulling together, empathizing with the work and personal challenges their colleagues are facing, and doing what they can to help.” Read the full article.

Workplace Flexibility Doesn’t Hurt

(From The Huffington Post) — In a New York Times op-ed piece published last week, Susan J. Lambert contrasts the work-life conflicts facing salaried employees with those of hourly employees. She notes that salaried employees often seem to have too much work while their hourly counterparts often have too little: “Professional positions come with fixed costs (yearly salaries and benefits like health insurance) that are incurred regardless of how many hours the employee works. So employers have an incentive to have those individuals work as much as possible…The inverse is true in hourly jobs, where employers have an incentive to keep each individual’s work hours to a minimum…” The point Lambert makes here is important. When we discuss work-life conflict, all too often we talk only about people in professional positions. But hourly employees also face work-family conflict, and indeed, they are in need of more predictability and stability in hours worked. However, Lambert’s language–at least the headline, “When Flexibility Hurts”–is misguided and potentially damaging to a movement that has enormous potential to help both employees and employers across the workplace spectrum. By headlining the piece “When Flexibility Hurts,” the article leaves the mistaken impression that the problem facing hourly workers is that they have too much workplace flexibility. This is not the case at all. The employer tactics to which Lambert refers have nothing to do with workplace flexibility. Rather, they are cases of contingent staffing or just-in-time staffing; short-term methods that may help employers cut costs temporarily, but certainly do not provide increased flexibility for employees. In fact, they result in just the opposite: employees must remain on-call at all times in order to make ends meet, leaving them with very little room to fulfill any family commitments they may have. What hourly workers need is a commitment from their employer that they will get enough hours–and the flexibility to meet family obligations, too. And no, this is not asking for too much. Numerous studies by Corporate Voices for Working Families have found that providing hourly workers with real workplace flexibility options has positive financial outcomes for businesses. Read more.

Workplace competition on the rise

(Patricia Rivera, Mar. 31, 2009, Philly.com) Employees may not be literally putting on boxing gloves, but they’re growing more competitive with one another than ever before. Some 46 percent of senior executives said they believe employees are more competitive with one another today than they were 10 years ago in a poll by Office Team, the administrative staffing service based in Menlo, Calif. While some competition is healthy in a free market, too much of it can affect teamwork, especially when organizations are tightening their belts. Elizabeth R. Lombardo, a psychologist in Wexford, Pa., says with tough economic times, workers are worried about possibly losing their jobs. “They are concerned about not getting the credit they think they deserve and need [in order] to keep their jobs. It truly is a survival mentality where people are fighting for limited resources to ‘stay alive,'” she says. (Read the entire article.)

The Q2 ASTD LXCI Report is Now Available

LXCI Highlights -Q2 2011 Learning executives continued to report positive expectations for the learning function following the first quarter of 2011. The LXCI for Q2 was derived from the responses of 357 learning executives to an online, invitation-only survey. The overall LXCI score for the second quarter of 2011 is 67.1, decreasing slightly from Q1 2011 (67.3). The score demonstrates that collectively, LXs expect the organizational learning function to improve over the next six months. Like Q1, Learning executives expressed considerable optimism in all key indices, suggesting stability, if not growth, for the learning function in the coming months. Dropping slightly from 90 percent, 87.4 percent of learning executives expect the same or better performance for their particular industry in the next six months. Over half (58.8 percent) of respondents predicting that their ability to meet learning needs will be substantially or moderately better in the next six months. About half of LXs expect staffing levels to remain stable over the next six months. 24 percent predict staffing level increases while another 25 percent predict decreased staff levels. LXs are least optimistic about travel for training purposes and 12 percent predict a substantial decrease. The next LXCI report (2011 Q3) is scheduled for release in October 2011. The Learning Executives Confidence Index is available for free at the ASTD Book Store.

Study: Certain IT skills in demand despite economy

Chris Kanaracus, IDG News Service. Thirty-eight percent of U.S. companies are planning to trim IT staff this year, but certain skills remain hot, according to a new study by the IT staffing company Veritude. The poll, taken in the fourth quarter of 2008, shows that companies’ hiring plans plunged dramatically in recent months. In a study Veritude conducted during the second quarter of last year, just 4 percent of respondents planned to make cuts. In addition, the new survey found that only 38 percent of companies intend to add staff, down from 52 percent in the previous study. One silver lining is that the anticipated cuts are not especially deep; 22 percent of those who plan to reduce staff said they would eliminate between 1 percent and 5 percent, Veritude said. But workers with business-intelligence skills and expertise in C, C++ and C# programming should fare especially well in the weakened job market, according to the study. Also, 17 percent of companies are now looking for Mac developers, more than tripling the previous survey’s finding of 5 percent. But demand for enterprise architects has declined significantly, indicating that companies are both reluctant to shoulder the larger salaries such individuals receive, and also scaling back on long-term project planning. Meanwhile, the percentage of respondents that intend to hire workers on a “temp-to-perm” basis shot up to 56 percent from 27 percent in the previous study, which suggests that companies planning to add jobs are doing so tentatively. Story copyright 2009 IDG News Service Inc.

Recruit Talent During Downturn

Employee recruitment efforts should remain a priority despite the prolonged downturn in the economy, a panel of local business leaders said Monday. “In the financial services world, you do your best recruiting in the worst markets,” said Paul Purcell, chairman, president and CEO of Robert W. Baird & Co., Milwaukee. “We grew our headcount four and a half percent last year when the industry was down 20 percent. We’ll probably grow another 5 percent this year when the industry will be down another 15 percent.” Purcell was one of three panelists who took part in a panel discussion hosted by the Greater Milwaukee Committee. Jeffrey Joerres, chairman, president and CEO of Milwaukee-base global staffing firm Manpower Inc. (NYSE: MAN), moderated the discussion. Read the full article.

New Spherion Study Finds Recession Has Eroded Workers’ Relationships with Their Boss

(From PRNewswire) — A surprising aftershock from the economic recession is emerging this bosses day, with nearly half (45 percent) of U.S. workers indicating their relationship with their boss has been affected by the recession, according to the most recent Spherion Staffing Services Snapshot survey. Furthermore, of those who say their relationship with their boss has been affected, 74 percent of these workers say the recession has weakened their relationship with their boss negatively. The 2010 Boss Day Survey conducted by Monster on behalf of Spherion Staffing, also found that more than one-third of workers (34 percent) say they are somewhat or very dissatisfied with their relationship with their boss. Not only are many bosses falling short in supporting their employees’ career development, in many cases they are hindering their progress. The study found that 38 percent of workers indicated their boss is somewhat or very uncaring when it comes to their career development, with 27 percent saying that their boss’s attitude about their career development has changed since the recession. More alarming, nearly half of workers (45 percent) say their boss has taken credit for their work, and another 37 percent say their boss has “thrown them under the bus” to save himself/herself. Many workers believe their bosses have not been entirely honest and forthright about job security, and in many cases feel little respect from their manager. According to the study, one out of four workers feels their boss is somewhat or very dishonest about their job security, and more than half (53 percent) feels their boss doesn’t respect them as a professional equal. And, many employees lack confidence in discussing sensitive or unethical issues with their managers. The study found 46 percent of workers say they don’t think they can freely and openly discuss unethical workplace issues with their boss, and 44 percent say they can’t confide about sensitive or confidential workplace issues. “At a time when workers arguably need added support and guidance to offset the uncertainties that come with a shaky economy, many bosses simply aren’t stepping up to the plate,” says Loretta Penn, President, Spherion Staffing Services. “Managers need to create an environment that fosters open and direct communication, offers unwavering support for workers, and demonstrates commitment to career development. Unfortunately, many of today’s bosses simply aren’t delivering on this responsibility.”

How to Manage Temporary Employees

In today’s job market, more companies are turning to temporary staffing firms for the flexibility temp employees offer to mange projects, fill gaps, or cover for full-time employees on leave. With budgets tight in this economy, it makes sense to spend a little time upfront preparing for a ‘project’ or temporary employee, to maximize the productivity you receive for your dollar. Supervising regular employees already poses many challenges, such as motivation, morale, and productivity, to name just a few. Add to that the additional demands of including temporary employees on your team, and the dynamic within your department, as well as your management workload, can shift significantly. The following tips can help you to increase the commitment level from this contingent workforce. Read the full release.

How effective is your learning evaluation?

The evaluation of training is too important to be left to trainers. At the individual intervention level, at the strategic enterprise level, and at all points inbetween, the quality assurance processes applied to formal learning initiatives in most organizations are, in my experience, rudimentary at best. Training departments are usually stretched thin, and don’t have the time or resources to do a “proper” quality assurance job at either the course level or at the aggregate departmental level. Implementing a regimen that elevates the strategic importance of evaluation (across all levels) and places it on a more professional level will do two vital things. It will improve significantly the effectiveness and efficiency of all learning activities; and it will save a tremendous amount of unnecessary, un-useful, or redundant work. My fear is that with the advent of LMS-based evaluation and record-keeping, the information we have about the quality of our learning activities is becoming more narrowly focused, and its usefulness is becoming further diluted. Just as LMS functionality tends to constrain the nature of our design of instruction, it constrains the nature of our inquiry into its impact. I’d like to see more training departments creating evaluation units and staffing them with a trained expert or two who can help get past the simplistic “smile-sheet & ROI” approach and start building systems that put the important issues on the dashboards of individual trainers, instructional designers, and senior learning managers.

Guest Post: Smart Moves: Capitalize on Trigger Events and Careful Timing to Win More Sales

Note: This is a guest post from Michael Boyette from the Top Dog Sales Blog. Want to contribute your own guest post? Let us know! Trigger events are the silver bullets in sales, because they allow you to get in front of the right person at exactly the right time. Sales coach and author Craig Elias points to three types of trigger events. Each trigger signals a high probability that the company will eventually purchase new goods and services. Trigger #1: Executive moves Executives are typically hired to make a difference. And since top executive tenure tends to be short, they want to make their mark fast. They need to buy solutions and services in order to make that happen. And they need something new, because if the old stuff was working they wouldn’t be there. It’s also easier for new management to change suppliers. They can say that a previous vendor was a poor choice made by someone before them. Trigger #2: New funding Studies show that companies with new funding are up to eight times more likely to buy services than comparable companies that haven’t had a similar funding event. Funding is meant to drive growth, which means purchasing new solutions and services to help with sales, marketing, product development, operations, and so forth. It’s not just that they’re flush. Many times management is under pressure to spend new money quickly to show investors they’re doing everything possible to succeed. Trigger #3: Launches New products create demand for supporting products and services that fuel sales growth for the new product, such as marketing services, sales training, and e-commerce. New products often spawn the departure of personnel and other changes as people move on to newer projects. Product launches therefore create secondary trigger events, such as new funding and executive changes. Hitting the Trifecta Corporate acquisitions, by their very nature, involve changes in executive roles, which often ripple throughout the entire organization. They also involve changes in funding, with some groups doing better under the new regime and some doing worse. Like any other major organizational change, a merger creates multiple trigger events, each of which can be leveraged into a sales opportunity. How to Capitalize Use something as simple as Google Alerts to search for product launches or LinkedIn to follow changes in executive staffing. One Sales 2.0 application for this purpose is iSell, from OneSource, which informs you of the trigger event, and also provides context, such as information about the industry and the prospect’s competitors. The application provides you with enough information to have a relevant conversation the first time you talk to the prospect in response to the trigger. Michael Boyette is the managing editor of Selling Essentials newsletter and editor of the Top Sales Dog blog (http://rapidlearninginstitute.com/top-sales-dog). He’s also managed marketing/PR programs for DuPont, Tyco Electronics, and US Healthcare, among others. In addition, he’s authored ten books on a variety of subjects for such publishers as Simon & Schuster, Dutton and Holt. Contact Michael via email at topsalesdog@rapidlearninginstitute.com.

Global Assessment Trends Report Reveals Shifts in Talent Management Focus

(From PRWEB) — PreVisor, the global leader in employment assessments and talent measurement solutions that connect employment decisions to business results, released its 2nd annual Global Assessment Trends report summarizing findings from over 230 companies headquartered throughout the world. Co-sponsored by ADP, this year’s report aims to provide HR and business audiences with an up-to-date perspective on practices and trends related to talent measurement programs used for hiring, career development and succession planning. Highlights of the 2010 Global Assessment Trends Report (GATR) include key HR trends related to assessment, an overview of talent measurement practices around the world, and changes observed in comparison to the 2009 report results. “The report findings confirm what we’ve witnessed in the past twelve months: that many of our clients, while recognized as leading HR practitioners, continue to feel pressure from the economic downturn”, observed Noel Sitzmann, PreVisor CEO. “However, the data also indicates that many organizations have made the necessary adjustments to move forward with effective talent measurement and management programs that will contribute to business growth going forward. These are exactly the kinds of strategic initiatives we work hard to support.” Among the key findings from the report: 1) The emergence of performance management and career development In the top talent priorities for 2010; 2) The economic recovery impact showed most companies (68%) indicated concern about employee retention; 3) A focus on Quality of Hire, as 70% of respondents feel pressure to demonstrate ROI for the use of assessments in the staffing process; 4) Social Media for hiring received mixed results. While almost 70% of organizations plan to use various social media sites in their recruiting efforts, 50% remain unsure if the efforts are effective. Only 24% of companies agree that social media websites have a large impact on talent management. 5) Applicant reaction was considered critical, but was not always tracked. Eighty-four percent of companies agreed that applicant reaction to the hiring process is important; however, only 41% obtain feedback from candidates. And 6) Formalized Post-Hire talent programs could improve. Only half of respondents use assessment tools with their current workforce. Less than 30% have established formal career development for employees. Read the full release.

EquaTerra Finds Case for Outsourcing Building as Global Economy Slides into Deeper Recession

HOUSTON & LONDON–( BUSINESS WIRE)–The business case for outsourcing is building as the global economy slides deeper into recession, but the ability to execute multi-year outsourcing deals is hampered by tight capital and market uncertainties, according to international business advisory firm EquaTerra. Industry consolidation, reshuffled priorities and continued budget/staffing cuts are fueling pent-up demand that will likely result in an increase of judiciously planned outsourcing engagements in the second half of 2009. EquaTerra’s Advisor and BPO/ITO Service Provider 4Q08 Pulse Survey* finds that as organizations worldwide urgently seek ways to cut costs and free up cash flow, experienced outsourcers are beginning to migrate/consolidate contracts to gain economies of scale and preferred pricing, terms and conditions, while new buyers are entering the market via speed sourcing – streamlined efforts focused on a few key initiatives to rapidly realize outsourcing benefits. In light of recent terrorist attacks and financial scandal, wary buyers may shift more work to larger, more established Indian firms and away from second-tier players and first-time buyers may want the added assurance of offshoring in India with top-tier western-based firms with extensive Indian operations. Despite concerns, however, EquaTerra expects India to remain the top-ranked offshore destination for the near term, according to Stan Lepeak, the firm’s managing director of global research. “We anticipate heightened scrutiny and greater safeguards being built into new and existing contracts, but India will retain its lead in the near future due to its many advantages, including language, talent and experience. more…

Drastic Moves by Organizations to Reduce Labor Costs

PHILADELPHIA–( BUSINESS WIRE)–The number of U.S. organizations decreasing overall staffing levels has nearly doubled in the past four months, according to management consulting firm Hay Group’s latest Reward in a Downturn Survey. When Hay Group conducted a similar study in November 2008, only 19% of U.S. respondents reported planning layoffs. However, only four months later, that number has jumped to 34% for U.S. respondents. Organizations are also turning to wage freezes and modest salary increase budgets to reduce labor costs. According to Hay Group’s survey, 37% of U.S. organizations have instituted a wage freeze for their employees – and more than half of U.S. respondents report their executives will receive no salary increase this year. A total of 2,000 organizations from 88 countries across six continents participated in Hay Group’s latest survey. “Organizations have been swift and decisive in their actions to reduce labor costs during these trying economic times,” said Tom McMullen, U.S. Reward Practice Leader for Hay Group. “When we conducted a similar study a year ago, only 16% of U.S. respondents expected their business results to be significantly worse than targeted levels. Today, that number has jumped to 40% for U.S. respondents, and we’re seeing organizations substantially tightening their belts as a result.” Hay Group’s survey also found that the impact of the downturn is indeed a global issue – significantly affecting high-growth economies in Asia, Eastern Europe and South America, as well as the more developed economies in North America and Europe within the past four months. Unlike Hay Group’s November survey, the percentage of organizations expecting business results to be worse than targeted or budgeted levels is now largely consistent around the globe. Other key findings from Hay Group’s Global Employee Pay and Staffing Survey: ( Read the entire release at BusinessWire.)

Department of Education Ruling Favors Training Which Leads to “Gainful Employment”

(From DefPro.news) MONTREAL | The Canadian Tactical Training Academy (CTTA) (Pink Sheets:CTTG) is pleased to announce that discussions have started with potential training partners in the United States. CTTA has been negotiating with potential partners in Florida for the past several months. The goal is to establish a for-profit educational institution with a curriculum which addresses the staffing needs of the security industry. Today’s decision by the Department of Education is quite clear. They want graduating students to have access to “gainful employment” once their course of study is complete. CTTA and its partners are confident that they can provide a sturdy and effective curriculum to train professionals for the security industry. The timing of this project would encompass several steps and CTTA will advise its investors of their progress in a timely manner. The goal of the program is to train students in fields as diverse as crisis intervention and counter terrorism.

Businesses Mount Efforts to Retain Valued Employees

(The Wall Street Journal) — Many employers and employees don’t see eye to eye on what keeps workers happy, a disparity that could spell trouble for businesses as the economy recovers. Employers consider management climate and workers’ relationships with their bosses as most important, but employees cite pay and benefits, according to a survey last winter by Spherion Corp., a Fort Lauderdale, Fla., staffing firm. Respondents included 306 human-resources managers and 2,519 employees at firms of all sizes. Surveys conducted in 2007 and 2005 generated the same top results. Tucker Callaway, a sales director at CA Inc., says compensation was a big factor in his decision to join the software maker in April. He also cites poor morale and a lack of leadership at his former employer, another technology company. Mr. Callaway, 34, says CA gave him a 20% raise. “I have a mortgage and two kids, so pay is extremely important,” he says. Workplace experts say many workers have grown frustrated during the recession and might consider leaving as the labor market improves. Employees are less committed to their employers, according to an annual survey by consulting firm Watson Wyatt Worldwide Inc. and WorldatWork, an association of human-resource professionals. Results were based on responses by 1,300 workers at 235 large U.S. firms in May. Commitment dropped most among top performers, according to the survey. Read the full article.

How Improv Training Addresses the Soft Skills Gap

Ever feel like your workforce could use a boost in soft skills? You’re not the only one! A recent study by Adecco Staffing reveals 44 percent of executives surveyed said a lack of soft skills was the biggest proficiency gap they saw in the workforce. Improv training isn’t just for actors, it is for professionals who want to strengthen their communication, collaboration, and agility. It’s simple; improv is a team-based performance art where performers work together to create scenes based on…

Implementing E-Learning Solutions (In Action Case Study Series)

Where are you in both your understanding and implementation of e-learning solutions? The development and implementation of e-learning solutions has become a topic of discussion for most training organizations. It is also an area of interest among corporations, academic institutions, government agencies, and nonprofit entities, where it is not limited to those organizations’ training departments. The interest in e-learning and the exposure it is getting are both a blessing and a curse for training professionals. Along with the high-level exposure for pending or existing initiatives come perceptions about the results. Many times these expectations of deliverables, the time frame to launch and investment requirements are unrealistic. Training managers are expected to have a great deal of knowledge about the field, the players, and the staffing requirements. Unfortunately, without personal experience this knowledge can be difficult to obtain. Implementing E-Learning Solutions contributes to the understanding of the e-learning field by offering a variety of systems, processes, and models through the case studies. By sharing the challenges and successes of those who have already embarked on the e-learning path, other training professionals will benefit from their experience.


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