October 2015
www.hrotoday.com
Contents
Cover Story
Innovative Thinking
CHRO Jenn Mann’s strategic approach to human capital is
providing HR the means to enable data-driven change.
By Debbie Bolla
Page 8
HRO Today Forum Europe
HRO Today Research
Departments
11
22
5
CEO’s Corner
By Elliot Clark
6
Editor’s Note
By Debbie Bolla
7
Upside
News from the world of work
80
The NelsonHall Report
New approaches are shaping how
organizations train employees.
By Gary Bragar
Global Playmakers
Our CHRO of the Year Awards
makes its way to our European
Forum to recognize international
leadership. Meet our finalists here.
By The Editors
Optimism on the Rise
The top five findings from the
second quarter’s Employee Well
Being Study.
By The Editors
The Benefits Package
2016 Resource Guide
13
24
16
18
20
82
[4]
Staying Well
A new report finds that wellness
programs continue to benefit
organizations and employees alike.
By Matthew Owenby
Facing the Interface Facts
Learn the three key differentiators
of well-used and well-liked benefits
platforms.
By Chris Bruce
Loud and Clear
How to fix five common mistakes
organizations make when
communicating information about
their benefits programs.
By Adena DeMonte
Equality For All
Six ways organizations can ensure
benefits programs are compliant
with same-sex marriage laws.
By Sheryl Southwick
A Penny Saved
Effective ways organizations can
encourage employees to bank for
retirement.
By Jamie McInnes
HRO TODAY MAGAZINE
Ranked Resources
A vendor showcase in 18
categories, including:
27
Benefits Consulting (BC)
29
Enterprise HR BPO (EH)
30
Finance & Accounting (F&A)
31
Financial Services & Research
Analysts (FS)
32
Health Benefits (HB)
34
HR Management Consultants
(HRM)
36
HR Technology, Social, and Mobile
(TECH)
39
Incentives & Recognition (I)
42
Information Technology (IT)
43
PEOs & ASOs (PEO)
45
Payroll Software & Services (P)
47
Professional Associations &
Education (PAE)
48
Recruiting, Staffing, & Search (REC)
57
Relocation (REL)
62
Screening & Workplace Security
(SCR)
67
Sourcing Consultants & Legal
Services (CON)
69
Training & Development (T&D)
72
Wealth & Specialty Benefits (WEL)
| OCTOBER 2015
CEO’s Letter
The Importance of Leadership
Our CHRO of the Year Awards comes to EMEA.
HR is transforming at an astounding pace. Long gone are the days of only administration and compliance—the new
gestalt is about employee productivity, talent management, and contribution to organizational performance. And, oh,
keep doing that administration and compliance thing. While some decry the layering of responsibility on the HR suite,
one thing is abundantly clear: The role of HR is growing.
So, what is next? I’m not sure exactly, but I know what is necessary to meet the current need. Every CHRO we talk
to tells us the same thing: Now is the time to have the most talented workforce within the company’s budgetary
parameters and to have highly comprehensive data reporting that offers the ability to analyze trends and predict
future needs.
In an era when things are changing and innovation is the buzzword of the day, it is important to recognize the leaders
in the HR profession who are pushing the boundaries and redefining the role of HR through innovation. This why we
started the HRO Today CHRO of the Year Awards. On the cover of this month’s issue is Jenn Mann, Vice President and
CHRO of SAS, who has made HR integral to the company’s success and has won so many workplace culture awards
it is mind boggling (see page 8). However, how Jenn did it is not. Rejecting conventional HR practices, she uses data,
technology, and a broad variety of programming and communication platforms to manage the workforce.
This year we bring the successful model for our CHRO of the Year Awards to our HRO Today Forum Europe, November
10-12 in Amsterdam. Learn more about the nominees on page 11 and at www.hrotodayforum.com/eu. Each global
market has distinctions and unique challenges so we lean on local experts to help our editorial team for the first year
of awards, and after that, prior year’s winners become the judging panel. Each year we gain additional insights into
the issues that affect the top of the HR suite, and these comments actually help us program the themes for subsequent
years.
Leadership is about taking chances and being exposed for both success and failure. Success at many companies has led
HR to becoming an increasingly potent force in the boardroom as employers learn how important and how impactful
the difference is between the performance of an engaged workforce versus an unengaged workforce. At no point in
history has technology played a bigger role in the success of HR. From suite-based solutions like Workday, SAP Employee
Central, or Oracle Fusion, we have seen a continuing transformation to cloud-based platforms. In addition, talent
management software, workforce planning, and vendor management software have all become important parts of the
HR software landscape. Picking the best combination can be a maddening trip to the virtual HR technology shopping
mall. Yet the top companies do this well. How HR is using software to engage the workforce is changing, but more
importantly, the way employees are using technology to engage with the employer is changing almost more rapidly.
And as Millennials populate a greater percentage of the workforce, their use of technology and the type of work
engagement term they seek may permanently change the employer-employee relationship.
The best HR leaders, like Jenn Mann and her fellow 2015 North American winners, were picked because of their ability
to navigate the currents in these changing waters. Those that win from our esteemed global finalists are out in front
of market trends, shaping the next phase of HR in Europe.
Elliot H. Clark, CEO
OCTOBER 2015
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[5]
Editor’s Note
CEO: Elliot H. Clark
Elliot.Clark@SharedXpertise.com
Culture Counts
Editorial Director: Bill Hatton
Bill.Hatton@SharedXpertise.com
This past May, HRO Today honored Vice President and CHRO Jenn Mann
with our 2015 Sustainable Workforce of the Year Award through our
CHRO of the Year Awards program. Mann and her team oversee SAS’
global workforce of 14,000 employees. For this month’s cover story, we get
exclusive insight from Mann on how HR approaches strategic workforce
initiatives that help make SAS an employer of choice—one with a coveted
spot on FORTUNE 100’s Best Companies to Work For® list.
At the HRO Today Forum, Mann joined an esteemed panel of CHRO
colleagues to discuss the most pressing issues facing HR today. With 78
percent of leaders naming culture and engagement a concern, according to
Deloitte’s Human Capital Trends survey, these two topics were necessary to
tackle. In fact, Mann said: “If you don’t address culture and engagement,
you are not going to succeed at the other things.”
She shared five key elements that shape her approach to culture and
engagement, inspired by Bersin’s building blocks for a Simply Irresistible
organization.
1. Meaningful work. Mann says that employees are empowered by having
context in terms of what they produce for the organization and how it
impacts the customer. She says, “At SAS, no matter what level or role you
play, as an employee you will feel your work matters.” Plus a little freedom
goes a long way: Employees, especially Millennials, are more committed to
organizations that allow them to work in a way that suits their needs.
2. Great management. Employees thrive from managers that provide
coaching and feedback, and they want to be treated with respect by
leadership. SAS is currently launching a manager assessment feedback form
for employees to offer feedback on their leader’s performance.
3. Work environment. SAS strives to offer a sense of inclusion and provide its
employees flexibility in order to encourage a place where employees look
forward to going to work.
4. Trust in leadership. Mann says in order to build employee trust in
leadership, workers want to see follow-through: Leaders need to execute on
initiatives that they commit to. Not all decisions can be based on profit.
5. Growth opportunities. In order to encourage retention, organizations
need to offer options for succession. SAS recently developed an online
career center that gives employees access to training, resources, and the
opportunity to build a growth path.
Debbie Bolla
Editor-in-Chief
HRO TODAY MAGAZINE
| OCTOBER 2015
Managing Publisher: Gale Tedeschi
Gale.Tedeschi@SharedXpertise.com
Publisher: Bill MacRae
Bill.MacRae@SharedXpertise.com
Vice President of Research: Larry Basinait
Larry.Basinait@SharedXpertise.com
Web Producer: Audrey Roth
Audrey.Roth@SharedXpertise.com
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webmaster@SharedXpertise.com
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About HRO Today magazine
HRO Today Magazine [ISSN #1541-3551] is
published [10x] by SharedXpertise, LLC © 2014.
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Find out more in Innovative Thinking on page 8.
[6]
Editor-in-Chief: Debbie Bolla
Debbie.Bolla@SharedXpertise.com
This magazine cover is printed on 80# Influence Recycled gloss
and the inside pages on 50# Influence Recycled gloss, both
with 10% post-consumer recycled content.
Upside
NEWS FROM THE WORLD OF WORK
Recent M&A Activity
Randstad to Acquire RiseSmart
Randstad expands its technology offerings through the
acquisition of RiseSmart, a career transition platform that
accelerates the time to place candidates 60 percent faster
than the national average. The smart technology-driven
approach provides transitioning solutions to companies
whose employees are impacted by restructuring, downsizing,
mergers, and similar events.
The current career transition market is estimated at roughly
$5 billion and is moving toward a more virtual, data-driven
model. An example of RiseSmart’s capabilities is its recent
launch of RiseSmart Spotlight, a cloud-based outplacement
solution that combines one-on-one coaching from trained
professionals with advanced technology to help transitioning
employees pinpoint relevant job openings, network with
professional contacts, and promote their personal brands.
Randstad has paid $100 million for 100 percent of the shares
and the transaction was closed on September 24, 2015.
Korn Ferry In Agreement to Acquire Hay Group
People and organizational advisory firm Korn Ferry
increases it ability to attract top talent for its clients through
the acquisition of people strategy and organizational
performance firm Hay Group. The organizations share an
integrated approach to comprehensive leadership with an
extensive reach to reward and engagement databases.
As a whole, U.S. office workers consider title and work
responsibilities (38 percent) and work-life balance (30
percent) as leading contributors to their loyalty. Millennials
favor more nontraditional benefits in the workplace
including:
• Flexibility where and when they work: Over half of
Millennials report they work from home after the standard
work day is done, compared to only 39 percent of all
workers. Millennials say more flexibility will improve their
happiness (49 percent) and their productivity (59 percent).
• Office perks promote positive culture: Twenty-one percent
of Millennials define a good work culture as a place that
offers incentives and perks, and 46 percent say more office
perks would improve their happiness.
• Eco-friendliness is appealing: When making an employment
decision, half of all Millennials say an eco-friendly company
is important, compared to only 35 percent of the broader
workforce.
• Trust in leadership: One in five Millennials report that their
direct boss motivates them to do their best work, and 35
percent note that strong leadership defines a good work
culture.
The majority of Millennials (70 percent) expect to be in a
management position in the next five years, compared to 48
percent of the broader workforce.
AMN Healthcare Acquires The First String Healthcare
On the Move
Healthcare workforce solutions provider AMN Healthcare
Services increases its reach by completing the acquisition of
The First String Healthcare, a leading provider of interim
staffing and permanent placement of nurse leaders and
executives. This will allow AMN to further provide interim
and permanent nursing leadership and total talent
management solutions to healthcare clients.
Jennifer Locklear
Chief People and Culture Officer
WilsonHCG
The First String Healthcare acquisition includes cash payments
of $6.5 million and an earn-out opportunity of up to $4.0
million based on future performance metrics.
Study Reveals Top Motivators
Just like their older counterparts, Millennials are motivated
by salary, finds the Staples Advantage Workplace Index,
a recent study of office workers in the United States and
Canada. Nearly one third of Millennials (29 percent) report
that higher salary is the biggest contributor to their loyalty.
With years of experience in developing award-winning
workplaces, Jennifer Locklear has joined talent solutions
leader WilsonHCG as chief people and culture officer.
Much of her success can be credited to her knowledge
and background in organizational culture, employee
engagement, strategic workforce planning, human resources,
organizational development, and talent acquisition in both
large organizations and start-up environments. She will be
responsible for all internal HR functions including talent
acquisition, succession planning, leadership development,
employee engagement, performance management, total
rewards, and culture.
Locklear is SPHR certified and earned her bachelor’s from the
University of Florida.
OCTOBER 2015
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[7]
Cover Story
Innovative
Thinking
strategic
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By Debbie Bolla
When you are in the business of analytics and intelligence
software, innovation is a core organizational driver. And
for North Carolina-based software developer SAS, a
future-thinking philosophy radiates throughout the entire
organization—and HR is no exception. Vice President
and Chief HR Officer Jenn Mann’s strategic approach of
aligning HR with organizational goals has resulted in the
development of strong partnerships with each business
line that helps HR leverage talent globally and execute
people-focused programs that encourage retention. This
has driven an impressive roster of achievements, including
an industry-low three to five percent turnover rate, an
average employee tenure of 10 years, and a spot on
FORTUNE 100’s Best Companies to Work For® list along
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HRO TODAY MAGAZINE
| OCTOBER 2015
with 18 other global workplace culture awards in 2014. In
fact, HRO Today honored Mann and her notable efforts
with a 2015 CHRO of the Year award this past May.
Mann and her team truly embrace the understanding that
passion and purpose are at the root of employee and job
satisfaction. Such thinking has produced industry-leading
total rewards, learning, and performance management
programs for SAS’s 14,000 employees. Here, HRO Today
gains further insight into how SAS encourages its culture
of innovation, develops future leaders as workforce
demographics continue to change at a rapid pace,
and leverages its own data analytics software to make
thoughtful people-driven decisions.
Cover Story
HRO Today: How do you develop and execute SAS’s culture
of innovation? How does this make a difference in the
employee experience?
Jenn Mann: Innovation in and of itself is the premise
of what SAS was founded on, and we’ve kept that up
throughout our history. We’ve had 40 years of creativity,
innovation, and problem solving. You can apply business
analytics to every problem and you can leverage data to
solve any problem.
Our culture of innovation is based on creating an
environment that encourages ideas to flow up from all
levels of employees. Some ideas even receive approval
and employees are provided resources to execute on
them. The ability to allow employees to take risks is at
the core of an innovative company.
For example, we have an Accelerator program. Employees
put forth ideas by presenting them to a panel. The ideas
are then vetted with research and development and
decision makers. Those that are approved get resourced
and pushed forward. The intention of Accelerator is to
encourage ideas and innovation from all levels.
We also host Demo Tuesday where projects are brought
forth to research and development and the leadership
team, including the CEO, CMO, and the chief technology
officer. Employees from all levels—even students—either
highlight core projects or demo an idea. And in that
meeting, there may be the decision to proceed with it.
Even in our non-core areas we provide avenues for
creativity and innovation. There is a section of campus
where our landscapers are given carte blanche when
designing that area. If you haven’t been to our campus,
its hallmark is our landscaping—and that’s because we
are innovative and give the opportunity to be creative in
the design work.
What does all this mean? At SAS, no matter what level
or role you play, as an employee you will feel your work
matters. It’s an empowering place to be.
HROT: How do you approach talent management as a
shared business strategy?
Mann: It’s all about our people and our people leaders
need to understand that they are talent managers as
well. Talent management is a piece of HR—we are here
to provide structure, processes, and tools. But at the end
of the day, it’s a shared responsibility. So we reinforce
At SAS, no matter what
level or role you play, as
an employee you will feel
your work matters. It’s an
empowering place to be.
that with our leaders: They are talent managers, and they
need to focus on growing, planning, and grooming talent
with SAS future needs in mind.
It remains a joint partnership. HR is helping our leaders
manage, coach, give feedback, and organize talent
reviews. We are also focusing on emerging leaders and
high potentials with critical skill sets so that we can
leverage their knowledge and develop them.
HROT: Why is it critical to develop leaders? How are
changing demographics shaping these efforts?
Mann: The majority of our leadership positions are filled
internally by design. We feel that respect isn’t earned
through hierarchy but by managers who understand our
technology.
What does it mean to lead at SAS? Training only goes
so far—so we build in a lot of exposure and experience
when we are molding leaders. For younger talent, we
provide exposure to the executive team and mentoring
programs. We also connect them with a local University
and a scholars program—again, it’s more than just
training. It’s experience by doing.
We are talking about leadership development a lot. We
continue to have low turnover, and the average age of
our workers is still around 45. But we’ve seen a recent
uptick in our Millennial population through our student
programs and development teams.
Although workers who are eligible for retirement have
been delaying it, we know a big wave of retirement is
coming, and we’ve done a great job planning for it by
OCTOBER 2015
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[9]
Cover Story
building a talent pipeline. We are targeting an internship
program in tech, sales, and consulting areas. We have
a sales academy for recent graduates and technology
enablement academies for those workers who have
between two and five years of experience. We provide
them with intensive training programs and pair them
with seasoned professionals in order to prepare them for
the field. We’ve been very deliberate in our plans.
HROT: Why is data an important business driver? How can
organizations use data to make better decisions around
their talent?
Mann: It certainly helps to work for a company that is
data driven at its core. In general it’s hard for HR to
analyze data if we don’t have what we need. To find the
right data, we have to figure out our business challenges
and the questions we are trying to answer. We did know
that we could use our own software to do the data
analysis.
For example, when creating a career mentoring program
and building management teams, our leadership team
started out by talking. We shared several behaviors that
we felt were important to being a mentor, like being a
high performer and having multiple progressions and
promotions. Then, all of the sudden, it was like duh! Let’s
look at our data to see what really matters and drives
results.
Turnover is another big HR issue. We have a standard
dashboard that houses HR information. So in terms of
turnover, we aren’t looking at who left and why, but
who is going to leave and how we can prevent it. The
dashboard provides retention analysis and shows us those
potential employees who are at risk of leaving so we can
take action.
HROT: How has your performance management process
changed, and what do employees and managers gain from
the new approach?
Mann: This has been a three-year journey—and now
everyone else is doing it. At SAS, we have been getting
feedback from employees and assessing our data. We
are looking at data points through the Great Places
to Work Trust Index© Employee Survey, as well as our
SAS employee survey to understand all the reasons
that having a structured performance review process
wasn’t working. The data points suggest that employees
didn’t understand how performance was accessed, what
[10]
HRO TODAY MAGAZINE
| OCTOBER 2015
career development options were available, and how
promotions were received. Boy, we were missing the
boat: Our performance management process was not
yielding results. So we held focus groups and reviewed
shared data to gain a deeper understanding of how
employees and managers felt to co-create a new process.
We also recognized that performance management was
a core function of managers, yet it wasn’t always favored
by leaders. But we said: This is your job, and if you don’t
like doing this, don’t be a people leader. This came
directly from our CEO during a webcast, and I reiterated
it during a video interview. Performance management is
a skill that we need to build within our leaders in order
for them to become better coaches. They now receive the
necessary training and development on it.
We continue to assess the process and changes. We are
launching a manager assessment feedback form for
direct reports in order to gain an understanding on
employee sentiment on manager feedback, its frequency,
if it’s constructive, if employees have the opportunity
to work on special projects—core aspects of managing
performance.
HROT: What impact does total rewards have on employee
engagement and retention?
The philosophy of total rewards is beyond the two core
components of compensation and benefits. At SAS,
it includes work environment, work contributions, a
work-life balance, and room for growth, among other
things. If anything is out of balance and we feel we are
at risk of losing people, we look at all of those things
that comprise our total rewards philosophy. As part of
talent management, we have to ensure we are paying
competitively and our benefits and rewards programs
meet the needs of our employees.
Our benefits are divided into four categories—health,
money, career, and life—and employees have access to
all of these benefits by their respective buckets on our
internal website. We review each to see which ones are
working—and which ones aren’t—to see what needs to
be tweaked and where we need to invest. We look at
survey results and data to do a cost analysis. For example,
if the benefit comes with an enormous cost, but only a
few employees use it, we may reallocate some of that
budget to benefit a larger employee population. Two
programs we are currently looking at include tuition
reimbursement and paternal leave.
HRO Today Forum Europe
Global Playmakers
CHRO OF
THE YEAR
Our CHRO of the Year Awards makes its way to our European Forum
to recognize international leadership. Meet our finalists here.
By The Editors
Global HR leaders understand the value that today’s top talent brings to an organization—ideas, risk-taking, and
innovation. It is HR’s job to strategically attract and retain those employees while harnessing their talent to drive bottomline results. And our CHRO of the Year awards recognizes the individuals that are achieving success in such efforts.
These are the current finalists (at press time). The CHRO of the Year finalists will be evaluated across three dimensions to
determine the winners:
• The scope of the nominee’s impact on his/her organization/community
• The extent to which the nominee drove this initiative
• The individual reputational or professional risk taken by the nominee.
The winners will be announced at the HRO Today Forum Europe on November 10th in Amsterdam. They are listed in
alphabetical order.
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[11]
HRO Today Forum Europe
Sherif Hanna
Chief People and Compliance Officer
Mobinil
Hanna has successfully led the HR
team in several key initiatives including
implementing an HR business partner
model and sponsoring the automation
and optimization of key HR process to
improve employee satisfaction and productivity.
Jan Cees Marijt
Global Head of Compensation and
Benefits and Human Resources Services
Jacobs Douwe Egberts
Marijt strives to design, build, and
implement compensation and benefits
programs that suit private equity
needs, as well as develop relevant and
repeatable processes and ensuing systems.
Joanne Marshall
Director of Human Resources and
Organizational Development
University of Bradford
Marshall’s responsible for the
transformation of the HR function,
providing operational and strategic
support to its business units, including
the HR service center, learning and development, and
occupational health and wellbeing.
Boele Staal
Integration Architect
TMF Group
Staal has a keen focus on customer
service by devising high quality
solutions that meet business needs.
He is responsible for due diligence
investigation, workshops, and
documentation, as well as solution definition, design,
and specification.
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HRO TODAY MAGAZINE
| OCTOBER 2015
Oscar Gonzalez Undiano
Human Resources Director
Azkoyen Group
In his role as Human Resources Director,
Undiano ensures a standardization
of methodologies and information
by executing on best practices. He
has a strong focus on performance
management and professional development.
Galina Vaisband
Human Resources Vice President
Home Credit Bank Russia
As HR Vice President, Vaisband is
responsible for the development and
implementation of management
strategies. She has executed major reform
for childcare for working parents.
Arne-Christian van der Tang
Senior Vice President Group
Human Resources
TomTom
As SVP of HR for TomTom, van der Tang
was able to secure significant investments
in the HR organization across the
business to execute on large-scale change
management. Some of his achievements include a new
global employer brand strategy; employee workforce
segmentation; a HR service delivery model; a new
onboarding platform; and improved global workforce
planning.
The Benefits Package
Staying Well
A new report finds that wellness programs continue to benefit
organizations and employees alike.
By Matthew Owenby
The doctor is in, but not where you might expect. An
increasing number of physicians are getting out of their
offices—not to make house calls, but to make cubicle
visits. That’s because on-site doctors and clinics are a
growing trend in workplace wellness finds the 2015
Aflac WorkForces Report—and with good reason. The
Center for Studying Health System Change (HSC) reports
providing employees with access to medical care at the
workplace increases productivity, enhances a company’s
reputation as being a desirable place to work, and
reduces healthcare costs.
Employees and employers alike are keen on in-house
medical services because they save both money and
time. According to a Reuters report: “Workers can walk
to nearby clinics, rather than spending work hours
commuting to doctors’ offices. The convenience prompts
many to get symptoms checked quickly. Urgent and
contagious conditions are then caught earlier.”
The 2015 Aflac WorkForces Report finds that
organizations see the value in in-house physicians since
they are cost-effective. Seventeen percent of companies
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[13]
The Benefits Package
participating report their wellness efforts include an
on-site doctor or nurse. Of those, 65 percent agree their
wellness programs enable them to offer lower health
insurance premiums to their workers.
Employer Health Benefits Survey. And while employee
healthcare costs are rising, salaries aren’t keeping pace.
That means some workers are actually taking home less
than they were 10 years ago.
Why are lowered premiums so important? Because
reducing costs to workers helps provide much-needed
financial relief: Employee contributions to healthcare
coverage rose 81 percent between 2004 and 2014, and
the increases show no sign of abating, finds Kaiser’s 2014
Wellness Trends
On the Rise
In addition to uncovering links between various wellness
program offerings and healthcare premiums, the 2015
How Wellness Affects Premiums
Percentage of employers who make
the benefit available to workers
Percentage of employers who agree
they’ve been able to lower premiums
as a result
On-site doctor or nurse
17%
65%
Wellness screenings
64%
60%
Healthy-eating incentives
52%
59%
Smoking-cessation
programs
56%
59%
Preventive-care programs
55%
58%
Company events, such as
fun runs
34%
58%
Stress-management
programs
47%
57%
Health fairs
41%
55%
On-site gyms or discounted
gym memberships
45%
55%
Employee assistance
programs
54%
51%
Wellness program benefit
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HRO TODAY MAGAZINE
| OCTOBER 2015
The Benefits Package
Communication and Participation
Percentage of employees who
participate in the company’s wellness
program
Percentage of employees who do not
participate in their company’s wellness
program
Employer communicates
about benefits only at open
enrollment or new hire
33%
46%
Frequency of benefits
communication increased
in past year
21%
11%
Employer communicates
too little about benefits
28%
34%
Employer communicates
the right amount about
benefits
71%
65%
Communications cadence
Aflac WorkForces Report reveals the growing popularity
of wellness initiatives. Put simply, more employers are
offering wellness programs than ever before. Nearly
half of respondents report offering company-sponsored
wellness programs, which is up from 30 percent in
2012. Not only are more businesses getting on the
wellness program bandwagon, but the study finds that
organizations may also becoming more skilled when
executing wellness initiatives. Fifty-three percent of
respondents believe their programs are effective, an
increase of seven percentage points over 2014. What’s
more, nearly 39 percent agree they have helped clients
lower health insurance premiums as a result of their
wellness programs. That’s an increase of five percentage
points over last year’s survey.
Retention Improver
As the economy begins to improve and the job market
opens up, many workers are expected to look for
new opportunities. Companies interested in retaining
and attracting top workers may find that wellness
programs are a key advantage. That’s because employee
satisfaction with benefits translates into workplace
longevity: Employees at organizations with wellness
programs report they are less likely to look for new jobs
in the next 12 months than those whose employers don’t
(46 versus 52 percent).
The bottom line: Benefits drive worker contentment
and wellness programs are an important part of the
equation. According to Aflac’s study, three out of four
employers agree their wellness programs improve
worker satisfaction. Workers who report participating in
company-sponsored wellness programs say they’re more
satisfied in their jobs and with their benefits packages
than those who don’t take part.
Increasing Engagement
The 2015 Aflac WorkForces Report also shows that
wellness programs may boost employee engagement
when paired with other worksite perks and strong
communications strategies. The study shows that wellness
program participation is higher among employers
offering a combination of financial guidance and
education, voluntary benefits, and flexible scheduling. It’s
also higher among companies that increase the frequency
of their benefits communications over the past year.
Employers eager to increase their employees’
satisfaction, productivity, and longevity are increasingly
turning to wellness programs to aid their efforts.
However, the challenge lies in the execution. To
increase participation—and reduce healthcare costs
for their companies and workers—employers must
communicate about benefits in a smart, cohesive manner.
Organizations need to examine their wellness programs
to ensure they include the benefits employees find most
desirable, from wellness screenings and healthy-eating
programs to preventive care and in-house clinics and
physicians.
Matthew Owenby is Aflac’s senior vice president and chief human
resources officer. The 2015 Aflac WorkForces Report is the fifth
annual survey of employer, worker, and broker attitudes and opinions
about healthcare issues.
OCTOBER 2015
|
www.hrotoday.com
[15]
The Benefits Package
Facing the
Interface Facts
Learn the three key differentiators of well-used and well-liked
benefits platforms.
By Chris Bruce
With recent innovations in HR technology, executive
teams across all industries are rethinking the way they
approach their benefits solutions. Traditional methods
are being abandoned in favor of platforms that reflect
the needs of a constantly evolving workplace. In fact,
according to Thomsons Online Benefits’ 2015 Global
Employee Benefits Watch (GEBW) report, introducing
employee-facing benefits portals will be the top
investment for 55 percent of HR professionals over the
next 12 months.
But as these professionals look toward modern solutions,
what factors will influence selecting the platform to best
serve their company’s needs? Today’s employees have
vastly different expectations than those of just several
years ago, so it’s imperative that HR consider three major
business-critical aspects for employee and organizational
satisfaction.
1. Highly intuitive user experience. Today’s consumers
enjoy instant gratification with little to no effort—just
take a look at popular services like Uber and GrubHub.
With such convenience, it’s not surprising that this has
become an expectation among most employees with
their work systems. The bar has been raised and user
interfaces can no longer afford to be clunky or complex.
This is exacerbated by a general disinterest in benefits
[16]
HRO TODAY MAGAZINE
| OCTOBER 2015
Biggest Benefits Challenges
HR executives are struggling to
report on benefits spend
49%
HR executives find that a lack of
understanding in the value of
total rewards among employees
is their biggest challenge.
57%
packages. According to the GEBW report, more than
half of all employers (57 percent) find that a lack of
understanding in the value of total rewards among
employees is their biggest challenge. So if an employee is
already indifferent to their benefits solution, a difficultto-navigate portal will turn them off entirely. A great
user experience should instantly capture employees’
attention with appealing and interactive graphics, but
it also needs to load quickly. If it takes longer than 30
seconds to get to where they need, you’ve lost them.
The portal needs to be personalized, incorporating the
employers’ brand and messaging as well as automated,
intuitive communication, such as congratulating an
employee on a new job title or change in marital status
The Benefits Package
Just by tracking day-to-day
operations, HR is sitting on
a gold mine of predictive
data that can help shape
future policy decisions.
from single to married. The interface should also be
optimized for easy access on mobile phones or tablets.
2. Scalability and adaptability. We live in culture that
thrives on overnight success. A year ago, nobody had
heard of the likes of AirBnB or Slack, and now they are
primed to join the ranks of global enterprises. Stories
like these are becoming more and more common, so it’s
important that companies are prepared for growth—
however fast it may come. This includes having a global
benefits strategy in place.
The majority (51 percent) of employers have a written
global benefits strategy in place, finds the GEBW report.
However, a significant number (45 percent) do not, which
also signals many organizations need to centralize their
benefits programs and administration.
Consider the following: You operate a 15 person startup in San Francisco. Your workforce is comprised of
intellectual American twenty-somethings. The benefits
solution is slightly customizable and basically gets the
job done. But what happens six months later when
you skyrocket into the spotlight and venture capitalists
are pushing international expansion? Now you’ve got
developers in Tel Aviv and an office in Shanghai with 50
total employees with vast cultural and age differences.
Your HR software has to be able to adapt to your global
benefits needs, localizing to each new location or region.
Benefits and rewards programs should be universally
consistent throughout your company, but there are
different laws and regulations for every country that
will need to be followed and your software should be
able to automatically scale. There are also language and
culture barriers to overcome, as well as expected benefits
that vary per region (e.g. Guardaria vouchers [childcare
vouchers] in Spain).
3. Analytics capabilities. Decreasing costs and increasing
engagement have been the bread and butter for HR
technologies since they debuted. But today, it’s about
going beyond cost and engagement. Just by tracking dayto-day operations, HR is effectively sitting on a gold mine
of predictive data that can help shape future purchasing
and policy decisions. Platforms should be tapping into
this resource, because they are being wasted otherwise.
This data can tell many different stories about
employees. For example, what is the state of mind and/
or motivations for a senior manager who hasn’t set up
his benefits online? Is he having trouble navigating the
software, or is he planning to leave the company soon,
rendering his benefits set-up irrelevant? Analytics should
help HR play a more strategic role in the overall business.
This can be anything from benefits reform (expanding
or cutting programs that are or aren’t performing
well based on the level of interest and interaction) to
evaluation of the total ROI on your overall benefits
spend.
Introducing the right technology will also enable HR
to deliver global reporting whether on global benefits
uptake or medical costs. Historically, HR has had difficulty
reporting on benefits spend, and even now almost half
of the respondents (49 percent) are struggling with
reporting globally, which has grown by 10 percent from
2014, according to the GEBW.
Choosing an HR platform is a much more strategic
decision than it ever has been in the past. That’s because
HR is set to play a much larger role in the overall company
strategy than ever before. Businesses and C-level
executives rely on HR leaders to provide the information
that will enable organizations to attract, retain, and
engage key talent that will help to drive global business
growth.
A report from Henley Business School cites that 80
percent of CEOs believe it is critical for HR to play the role
of a “high-impact business partner.” This year’s GEBW
survey echoes this, finding that the most important
element enterprises expect to achieve from their global
benefits strategy is being able to align benefits practices
with business goals and strategy.
Chris Bruce is co-founder and managing director of Thomsons
Online Benefits.
OCTOBER 2015
|
www.hrotoday.com
[17]
The Benefits Package
Loud and Clear
How to fix five common mistakes organizations make when
communicating information about their benefits programs.
By Adena DeMonte
The effort to offer an attractive benefits program to
retain talent while also reducing ever-increasing costs has
lead HR to diversify their benefits vendors over the past
decade. Organizations can find value in licensing bestof-breed providers for each benefit, but this also creates
huge communication challenges. Leaders are saddled
with the tricky task of clearly notifying employees of each
benefit, and ensuring the tools and services are being
properly utilized. This can result in five common missteps
when communicating HR benefits, but there are several
ways HR leaders can fix them.
1. MISSTEP: Discussing benefits only during open
enrollment. The human brain learns better in chunks.
Research finds that absorbing small pieces of information
at a time—and regularly reinforcing that information—
is proven to improve retention. This can be applied to
employee benefits communications. The most effective
marketing plans involve frequent and relevant touches to
each prospective user.
However, typically during open enrollment, employees
are generally handed a large stack of papers with an
overwhelming amount of information about their
[18]
HRO TODAY MAGAZINE
| OCTOBER 2015
multitude of benefits. Chances are, the majority of
workers are not going to carefully read through the
entire stack and dive deeply into the comparative value
of each benefit. Most of those materials will probably
end up in the trash.
A smarter approach is to provide ongoing opportunities
for benefits education throughout the year.
Leverage health management applications and email
communication to get the word out. Gamify the learning
process by offering short quizzes that educate employees
and their dependents on the value of the benefits
they have. The key is to spread out and break down
communications in order to allow employees to soak up
the information over time. Then when open enrollment
hits, they will be prepared to make the right decision
easily.
2. MISSTEP: Ongoing communications are limited and not
coordinated. While it is important to deliver ongoing
communication, frequency alone is not enough.
Communication needs to be coordinated and consistent.
This can be a challenge when specific vendors want
to send messages to your employees all year long.
The Benefits Package
Uncoordinated communications from multiple vendors
encourages employees to tune out. HR leaders should
take extra steps to prevent communications from feeling
random and sporadic. Set up a system so that vendor
alerts go to HR managers, not employees.
Establish a strategy for ensuring that communications
are received and read. By integrating your benefits
communication into one customer relationship
management (CRM) system and health management
platform, employees will not be overloaded with
constant emails and messaging, Instead, they are
delivered the right benefits message at the right time.
3. MISSTEP: Benefits aren’t relevant to individual
employee needs and concerns. The trend toward more
benefits choices is moving away from the one-size-fitsall mentality. Every employee has a unique set of needs,
and the greater amount of choices, the greater likelihood
that every employee will find benefits that meet their
requests. However, more choice also puts a bigger
burden on each employee to determine which benefits
will be the most useful to them.
Offering a benefit is only as useful as the number of
people who opt for that benefit. For instance, if an
organization offers a diabetes prevention program,
but none of your employees that have a high risk for
diabetes know about the program, the organization’s
bottom line or employee health population will not
improve. But today it is possible to use big data and
predictive algorithms to create segmented employee
profiles. Organizations can then target employees with
personalized offers and information. Companies can
leverage health management technology to ensure their
employees find, understand, and select the most relevant
benefits for their needs.
4. MISSTEP: Not designed to engage remote offices and
employees. Remote workforces are on the rise. According
to Forrester, 43 percent of the U.S. workforce will work
from home by 2016. Multinational companies also tend to
have multiple offices around the country and the world.
This growing, distributed workforce creates a number of
challenges. For example, a standard lunch and learn to
share benefits materials no longer works for everyone.
Having a one-stop-shop solution for every employee
makes it possible to offer remote and dispersed workers
the same experience delivered at headquarters. Focusing
on creating engaging benefits communications and
By integrating benefits
communication into one
customer relationship
management system,
employees are delivered
the right benefits message
at the right time.
programs both in a web and mobile-friendly app, as well
as via email, ensures that all employees are reached with
information about their benefits and available health
programs.
5. MISSTEP: Benefits communications are not tied to
outcomes or incentives. Many benefits today are designed
to help employees and their dependents improve
a particular aspect of their health, such as smoking
cessation programs or diabetes coaching. Screening
is a core part of this process: 55 percent of employers
currently offer biometric screenings as part of a wellness
incentive program. This creates a rich dataset that can
identify health risks and help deliver targeted benefits
communications based on risk profiles.
Organizations need to address the gaps between the
screening process and the programs in order to connect
employees to the care they need. Health management
technology enables the entire benefits communications
and outcomes process to finally work as one cohesive
program.
Providing employees with the information they need to
easily select their benefits is a win-win. When employees
are able to take advantage of relevant programs, their
stress levels to go down. A MetLife survey revealed
that 49 percent of employees agree workplace benefits
reduced stress over unexpected health and financial
issues. Empower employees with information to make the
right benefits choices.
Adena DeMonte is senior director of marketing at Keas.
OCTOBER 2015
|
www.hrotoday.com
[19]
The Benefits Package
Equality For All
Six ways organizations can ensure benefits programs are compliant
with same-sex marriage laws.
By Sheryl Southwick
This past June, the U.S. Supreme Court ruled in
Obergefell v. Hodges that state bans on same-sex
marriage violate the 14th Amendment of the U.S.
Constitution. As a result, all state laws must now allow
same-sex couples to marry and recognize same-sex
marriages that were legally performed in other states.
include all same-sex spouses and eligible children. If your
plan document and SPD address how same-sex spouse
company contributions and employee payroll deductions
are taxed, this information may also require updates.
Review these documents with a legal professional to
ensure they comply with the new requirements.
For employers, this ruling raises sensitive new questions
about what changes—if any—need to be made to
employer-sponsored group benefit plans. To ensure
benefits programs comply with federal and state laws
requires HR professionals to have an understanding of
applicable laws and recent court rulings related to samesex marriage. There are six areas where organizations
should focus their attention in order to remain compliant.
2. Insurance carrier’s definition of spouse. Certificates of
coverage will define if an insurance carrier’s definition
of eligibility includes both opposite-sex and same-sex
spouses. This is particularly important if you offer a fullyinsured plan that was issued in a state that previously
did not allow or recognize same-sex marriages. The plan
definition of spouse should not reference gender. In
addition, the eligibility definition should not include any
reference to the Defense of Marriage Act, the 1996 law
that preceded Obergefell.
1. Plan document and summary plan description (SPD).
Eligibility provisions amendments may be required to
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HRO TODAY MAGAZINE
| OCTOBER 2015
The Benefits Package
An organization may
require dependent
documentation to support
spouse eligibility prior to
enrollment—make sure it
is not discriminatory. So if
employees are required
to provide a marriage
license to enroll a spouse,
this should apply to all
employees.
3. Employee enrollment materials and communications.
Review and revise employee enrollment forms, websites,
and communications if any amendments to the benefit
plans are required. Make sure the summary plan
description, employee communications, enrollment
forms, life status change forms, and websites align with
amended plan provisions. An organization may require
dependent documentation to support spouse eligibility
prior to processing enrollment—make sure it is not
discriminatory. For example, if employees are required to
provide a marriage license to enroll a spouse, this should
apply to all employees. This is also a recommended
practice if your company is conducting a dependent
eligibility audit.
4. Payroll system updates. After the Supreme Court
passed its decision in the U.S. v. Windsor case in 2013,
federal taxes were no longer required to be paid on the
imputed value of company-sponsored health coverage
provided to an employee’s same-sex spouse. Companies
could also begin deducting employee contributions
for same-sex spouse coverage on a pre-tax basis. The
same was also true of state taxes, but only in states that
recognized same-sex marriages.
After the Obergefell decision was issued, preferential
tax treatment was extended to same-sex spouses in
states that did not previously recognized same-sex
marriages. This means that health benefits provided to
an employee’s same-sex spouse are no longer subject to
federal or state taxes in any state. In addition, employers
that have been imputing state taxes to same-sex spouses’
health coverage can now treat these benefits as nontaxable.
Now is a good time to audit benefit payroll deduction
codes to ensure they are set up correctly. For companysponsored benefits through a Section 125 Cafeteria
Plan, verify all employee payroll deductions for spouse
coverage are deducted on a pre-tax basis and company
contributions are non-taxable, both at the state and
federal level. If you use a third-party payroll provider,
request verification that its system has been updated.
5. Retirement plan considerations. Following the Windsor
decision, non-spouse beneficiary designations now
require the same-sex spouse’s consent and the defined
default beneficiary in the plan should be the spouse,
regardless of gender. In addition, same-sex spouses now
have spousal rollover rights and are an eligible payee
under a qualified domestic relations order. Review the
defined default beneficiary in the plan document and
confirm it includes both same and opposite sex spouses.
6. FMLA policy. The Family and Medical Leave Act (FMLA)
allows eligible employees to take FMLA leave in order to
care for a spouse if a spouse is on active military duty or
if a spouse is called to active duty status. The Department
of Labor implemented a final rule in March 2015 that
spousal status for purposes of FMLA encompasses samesex marriages, based on whether the marriage was
performed in a state or local jurisdiction that recognizes
same-sex marriage. Be sure to review and update FMLA
communications, policies, and procedures to expand
eligibility to same-sex spouses.
Considering the relevance and complexity of these
changes, training your benefit and HR teams is important
to ensure they are aware of any changes and are
communicating accurate information to your employees.
Sheryl Southwick is executive director of benefits compliance at
TriNet.
OCTOBER 2015
|
www.hrotoday.com
[21]
HRO Today Research
Optimism
on the Rise
The top five findings from the second quarter’s Employee Well
Being Study.
By The Editors
HRO Today magazine has partnered with Yoh
Recruitment Process Outsourcing for the Employee Well
Being Study, which provides an index to measure United
States employment security. According the Bureau of
Economic Analysis (BEA), approximately 70 percent of
the U.S. Gross Domestic Product is for household final
consumption expenditure. This measure is the market
value of all goods and services purchased by households.
Since the perception of job security greatly impacts
purchasing behavior, there is a need to focus on the
perceptions around an individual’s job outlook.
The focus of the Employee Well Being Study is
measuring perceived employment security, not the
more macroeconomic indices such as the Bureau of
Labor Statistics Unemployment rate, Gallup’s Economic
Confidence Index, BLS Job Openings, and Labor Turnover
Survey (JOLTS) or United States Consumer Sentiment.
[22]
HRO TODAY MAGAZINE
| OCTOBER 2015
In order to derive its metrics, HRO Today magazine
employs ORC International’s CARAVAN® Omnibus
Surveys. Approximately 333 interviews are conducted
online on a monthly basis among those aged 18 years
and up, working full time in the U.S. This data is then
compiled into quarterly reports.
Respondents are asked a total of four questions on
involuntary job loss possibility, likelihood of promotion,
anticipation of a raise of at least 3 percent, and trust in
company leadership.
Findings from the second quarter of 2015 reveal five
interesting trends:
The Employee Well Being Index increased between the
first and second quarters of 2015, up from 100.5 to 102.3.
This uptick suggests a minor growth in employees’
faith in their employment situation, and mirrors the
HRO Today Research
Figure 1: Employee Well Being Index, Q2 Findings
unemployment rate drop to 5.3 percent. There were
jumps in optimism in three of the four areas examined:
job loss, promotion potential, and raise potential.
Females are the most confident in their job security. In
fact, about 50 percent fewer female respondents report
concern over losing their jobs in the next 12 months than
their male counterparts. While all groups examined felt
generally more positive about job security in the second
quarter of 2015 over the first quarter, minorities and the
young trail in perceptions of employment well being.
Interestingly, both those that are the lowest paid and
the highest paid are the least secure in their job security.
There is an increase in the belief in a promotion from
current employer in the next 12 months, up to 20.3 percent
from 18.7 percent in the prior quarter. Males continue
to be more optimistic than females, though the gap
narrowed to 5.1 points, the smallest it’s been. The report
showed 22.9 percent of males indicated they felt they’d
receive a promotion versus 17.8 percent of females.
Minorities showed more optimism than whites in getting
a promotion by a ratio of three to one. Again there’s an
inverse relationship between the increased likelihood of
a promotion and getting older. This is likely because as
an employee ages and advances in their career, there are
fewer opportunities for promotion.
Just more than one-quarter (27.6 percent) of respondents
feel they’ll get a raise of at least 3 percent after their next
review, which is very steady over the last four quarters.
But the gap is widening between rich and poor. As
income increases, so does the belief in the likelihood of
a raise. Those with at least $100,000 annual household
income are the most inclined to think they’ll get a raise,
while those making under $35,000 are least optimistic.
The study also shows that as age increases, the belief
there will be a raise of at least 3 percent after the next
review declines steadily. As employees get older, they
feel that what they make today is about what they’ll
make tomorrow.
Most employees don’t have trust in their company’s
leadership. Overall, less than one half (42.9 percent) of
respondents trust company leadership to make sound
decisions in the second quarter of 2015, a slight decline
from the prior quarter. The study’s trends show that that
as age increases, trust in a company’s leadership erodes
more and more. The groups with the least trust are
female, the oldest, least educated, and lowest incomes.
Whites are the ethic group with the lowest trust in
company leadership, despite generally higher education
and income than other groups. Perhaps cynicism drives
the opinion.
A full copy of the report can be downloaded at:
www.hrotoday.com/category/market-intelligence/
research/.
OCTOBER 2015
|
www.hrotoday.com
[23]
HRO Today 2016
Resource Guide
Ranked Resources
A quick snapshot of the Baker’s Dozen-listed companies.
By The Editors
Our annual resource guide has more than 1,200 service companies within 18 sectors of human resources service operations.
And within our impressive listing are the six sectors that HRO Today conducts its customer satisfaction surveys around: Talent
Management Technology; Relocation; Recognition; Managed Services Programs; Recruitment Process Outsourcing; and
Background Screening.
Our web-based, customer satisfaction surveys allow us to rate providers on three indices: breadth of service, size of deal, and
quality of service. We require a specific amount of surveys in order to have a sufficient amount of data to analyze. We survey
thousands of HR leadership-level executives and according to our recent reader survey, 71 percent of respondents reference
the Baker’s Dozen during the provider selection process and 79 percent report the the ranking influences their decision.
Here are the most recent winners by category.
2015 Talent Management Technology Winners
2015 Relocation Winners
1.
Hireology
1.
2.
Halogen Software
2.
NuCompass Mobility Services
3.
iCIMS
3.
Graebel Relocation
4.
TalentWise
4.
NEI Global Relocation
5.
Jobvite
5.
Global Mobility Solutions (GMS)
6.
IBM
6.
AIReS
7.
myStaffingPro, a Paychex, Inc. company
7.
Weichert Workforce Mobility
8.
Lumesse
8.
Xerox Relocation & Assignment Services
9.
TheMIGroup (see page 61 for more information)
Mobility Services International (MSI)
10. SIRVA Worldwide Relocation and Moving (see page 60
for more information)
11. MoveCenter
12. Paragon Relocation
[24]
HRO TODAY MAGAZINE
| OCTOBER 2015
HRO Today 2016
Resource Guide
2015 Managed Services Program Winners
2015 Recognition Winners
1.
Pontoon
1.
Madison Performance Group
2.
Guidant Group, Inc. (see page 50 for more information)
2.
Globoforce
3.
Staff Management | SMX (see page 55 for more
information)
3.
Achievers
4.
4.
Agile•1
Rideau Recognition Solutions (see page 41 for more
information)
5.
Bartech
5.
BI WORLDWIDE
6.
Allegis Global Solutions
6.
O.C. Tanner (see page 40 for more information)
7.
Randstad Sourceright
7.
Inspirus
8.
Yoh
8.
Point Recognition
9.
Superior Group (see page 55 for more information)
9.
Maritz Motivation Solutions
10. Geometric Results, Inc. (GRI)
10. Royal Recognition
11. Advantage xPO
11. MTM Recognition
12. ZeroChaos
12. Michael C. Fina
13. Volt Consulting Group
13. Rymax Marketing Services
2015 Recruitment Process Outsourcing Winners
2014 Background Screening Winners
1.
Randstad Sourceright
1.
Aurico Reports, Inc.
2.
PeopleScout/hrX
2.
Employment Background Investigations, Inc (EBI)
3.
Cielo (formerly Pinstripe & Ochre House)
3.
Asurint
4.
Alexander Mann Solutions
4.
PeopleG2
5.
Seven Step RPO
5.
IntelliCorp Records, Inc.
6.
WilsonHCG (see page 56 for more information)
6.
7.
Futurestep
Universal Background Screening (see page 66 for more
information)
8.
Allegis Global Solutions
7.
Global HR Research
9.
IBM
8.
TalentWise
9.
Verified Person, Inc.
10. Pontoon
11. Hudson RPO
12. Yoh
13. Novotus
10. PreCheck Inc.
11. Accurate Background
12. SterlingBackcheck
13. SecurTest, Inc. - The iReviewNow Company
OCTOBER 2015
|
www.hrotoday.com
[25]
HRO Today 2016
Resource Guide
2016
Resource
Guide
We know that the readers of HRO Today magazine turn
to us as the go-to resource in the industry that delivers
trends, insights, and the top resources for all of their human
resources operations and service needs. In our annual 2016
Resource Guide we aim to showcase providers and product
vendors across 18 sectors of HR services.
Here you will find providers of everything from recruitment
process outsourcing (RPO) to benefits administration to
multi-process HRO, not to mention a treasure trove of
HR technology, consulting services, and other ancillary
products.
We hope that our 2016 Resource Guide will serve you well
as a starting point in your search for an appropriate vendor.
[26]
HRO TODAY MAGAZINE
| OCTOBER 2015
Service and Product Domains
27
Benefits Consulting (BC)
29
Enterprise/Multi-process HRO (EH)
30
Finance & Accounting (F&A)
31
Financial Services & Research Analysts (FS)
32
Health Benefits (HB)
34
HR Management Consultants (HRM)
36
HR Technology, Social and Mobile (TECH)
39
Incentives & Recognition (I)
42
Information Technology (IT)
43
PEOs & ASOs (PEO)
45
Payroll Software & Services (P)
47
Professional Associations & Education (PAE)
48
Recruiting, Staffing, & Search (REC)
57
Relocation (REL)
62
Screening & Workplace Security (SCR)
67
Sourcing Consultants & Legal Services (CON)
69
Training & Development (T&D)
72
Wealth & Specialty Benefits (WEL)
HRO Today 2016
Resource Guide
Benefits
Consulting
WHAT YOU
NEED TO KNOW
According to MetLife’s 13th Annual U.S. Employee Benefit Trends Study, 41 percent of
employers ranked retention as their top employee benefits objective. Benefits program
design, cost containment, enrollment, actuarial analysis, and full-service benefits
administration are the core contribution of benefits consulting providers. Other areas of
focus include healthcare strategy and plans, retirement plan design, life insurance, long-term
and disability selection of plan providers and administrators, and assessment of employee
behavior and benchmarking.
COMPANY
URL
OTHER SERVICES
5500Tax Group, Inc.
5500tax.com
F&A
Aetna Inc.
www.aetna.com
HB, WEL
AIG
www.aig.com
FS, F&A, HB, WEL
Alliant Insurance Service
www.alliant.com/Pages/default.aspx
HRM, CON, WEL
Aon Hewitt
www.aon.com
HB, HRM, EH, P, REC
Astral Consulting
www.astralconsultants.com
HRM, FS, T&D
AmeriHealth Administrators
www.ahatpa.com
HB
AXA Advisors, LLC
www.axa.com
WEL
Barnett Associates
www.barnettassociates.com
F&A
Barrow Group, LLC
www.barrowgroup.com
REC, HB, WEL
BeneCom Associates, LLC
www.benecomassociates.com
HB
Benefit & Risk Management Services
www.brmsonline.com
HB, I
Benefit Concepts
www.benefitconcepts.com
HB, TECH, IT, WEL
Benefitfocus.com, Inc.
www.benefitfocus.com
TECH, IT
BenefitVision Inc.
www.benefitvision.com
TECH, HRM
BenefitWorks, LLC
www.benefitworks.com
WEL
Benelogic
www.benelogic.com
TECH
BenXL
www.BenXL.com
T&D, IT, WEL, HRIS
BNP Paribas Forits
www.bnpparibasfortis.com
F&A
Brokerage Concepts Inc.
www.bcitpa.com
WEL
Brown & Brown, Inc.
www.bbinsurance.com
WEL, F&A
Brown Rudnick Berlack Israels
www.brownrudnick.com
CON
CIGNA Group Insurance
www.cigna.com
HB
Clark Consulting
www.clarkconsulting.com
HB, WEL
COBRAGUARD, Inc.
www.cobraguard.net
TECH
Combined Insurance Co. of America
www.combinedinsurance.com
HB, WEL
Corporate Benefit Strategies, Inc.
www.cbscobra.com
HRM,P, TECH
Curcio Webb
www.curciowebb.com
EH, HRM, CON, TECH, P
Ebix Health
www.bsiweb.com
HRM, TECH, HB, I
Empliant
www.empliant.com
TECH, IT
eni - Dynamic work/life solutions
www.eniweb.com
HB, T&D, WEL, I
FBMC
www.fbmc.com
HB
Frost Insurance
www.frostbank.com
HRM, HB, F&A
Gallagher Benefit Services, Inc.
www.gallagherbenefits.com
HB, HRM, PEO, WEL,
Holmes Murphy & Associates Inc.
www.holmesmurphy.com
HB, WEL
OCTOBER 2015
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[27]
HRO Today 2016
Resource Guide
Benefits
Consulting
According to MetLife’s 13th Annual U.S. Employee Benefit Trends Study, 41 percent of
employers ranked retention as their top employee benefits objective. Benefits program
design, cost containment, enrollment, actuarial analysis, and full-service benefits
administration are the core contribution of benefits consulting providers. Other areas of
focus include healthcare strategy and plans, retirement plan design, life insurance, long-term
and disability selection of plan providers and administrators, and assessment of employee
behavior and benchmarking.
WHAT YOU
NEED TO KNOW
COMPANY
URL
OTHER SERVICES
HR Best Practices
www.HRBestPractices.com
HB, HRM
Hub International Ltd.
www.hubinternational.com
HB, WEL
Hylant Group
www.hylant.com
HB, WEL
J. Smith Lanier & Co.
www.jsmithlanier.com
HB, WEL
Jardine Lloyd Thompson Group P.L.C.
www.jlt.com
HB, WEL, HRM, I, F&A
John L. Wortham & Son, L.P.
www.worthaminsurance.com
HB, WEL
Lockton Companies. Inc.
www.lockton.com
HB, WEL
Marsh & McLennan Companies
www.mmc.com
HB, WEL
McGriff, Seibels & Williams, Inc
www.mcgriff.com
HB, WEL, FS
Meadowbrook Insurance Group, Inc.
www.meadowbrookinsgrp.com
HB, WEL
Mercer
www.mercer.com
EH, HB, HRM, TECH, WEL, I
myBenefitStatements
www.mybenefitstatements.com
HB, I, WEL
myCafeteriaPlan
www.mycafeteriaplan.com
HB, WEL
NationalHR, Inc.
www.nationalhr.com
HB, WEL, HRM
New York Life Insurance Company
www.newyorklife.com
HB, WEL
Prince Insurance Agency, Inc.
www.nashvillecommercialinsurance.com
Professional Benefits Services
www.professionalbenefits.net
HRM, HB, I
Providence Benefits Group
www.PBGdirect.com
HB, WEL
Quest Analytics
www.questanalytics.com
CON
Secova
www.secova.com
HB, WEL, SCR
Sheakley Group
www.sheakley.com
HB, HRM, P, I
SunGard Employee Benefit Systems
www.sungard.com
IT, CON, EH, FS
The Boon Group
www.boongroup.com
HB, WEL, EH, TECH
The Leavitt Group
www.leavitt.com
HB, WEL, T&D
The Loomis Company
www.loomisco.com
HB, WEL
The Principal Financial Group
www.principal.com
F&A
The Standard
www.standard.com
HB, WEL
Towers Watson
www.towerswatson.com
EH, HB, HRM, IT, P, REC, REL, SCR,
Trion
www.trion.com
USI Holdings Corporation
www.usi.biz
HB, WEL
Willis
www.willis.com/wpl.aspx
HB, WEL
T&D, WEL, TECH, I
HB, I
Willis Personal Lines, LLC
www.hrhsolutions.com
HB, WEL
Workplace Dimensions, Inc.
www.workplacedimensions.com
HRM, REC, T&D
Workscape, An ADP Company
www.workscape.com
HRM, TECH, T&D
WorkTerra
www.workterra.com
HB, TECH, P, SCR, I, REC
[28]
HRO TODAY MAGAZINE
| OCTOBER 2015
HRO Today 2016
Resource Guide
Enterprise/
Multi-process
HRO
WHAT YOU
NEED TO KNOW
Multi-process HRO (MPHRO) is staying strong: According to market research firm Beroe,
MPHRO is experiencing a promising increase of six percent in 2015. MPHRO hit a market size of
$36 billion in 2014. MPHRO services include benefits consulting and administration, employee
recognition and incentives, TECH and HRIT, payroll, recruiting and staffing, relocation,
screening, training and development. Or more—the end goal of enterprise providers is to
ultimately do it all.
COMPANY
URL
OTHER SERVICES
Accenture
www.accenture.com/hrbpo
EH, HRM, TECH, IT, REC, CON
T&D
ADP Inc.
www.adp.com
EH, TECH, P, PEO, SCR, F&A, HRM
Aditro Group
www.aditro.com
F&A, FS, TECH, IT, P, T&D
Benefit Decisions
www.benefitdecisions.com
BC, HB, HRM, WEL, TECH
Caliber Point, a Hexaware subsidiary
www.caliberpoint.com
BC, F&A, FS, HRM, IT, P, REC, REL,
SCR, T&D
Capgemini
www.capgemini.com
F&A, IT, HRM, CON
CDP Group Limited
www.cdpgroupltd.com/En/About/About1.shtml
BC, HRM, TECH, IT, P, REC, REL, CON,
T&D
Convergys Corporation
www.convergys.com
BC, F&A, HRM, TECH, IT, P, REL, SCR,
T&D,
EXL Service Company
www.exlservice.com
F&A, CON
Genpact
www.genpact.com
F&A, TECH, I, IT, P, REC, SCR, T&D
Hewlett Packard
www.hp.com
IT, P, F&A, TECH
IBM Corporation
www.ibm.com
F&A, HRM, TECH, IT, P, REL, SCR, T&D,
Infosys BPO Ltd
www.infosysbpo.com
F&A, FS, HRM, TECH, IT, P, REC, SCR,
T&D, CON
NGA HR
www.ngahr.com
HRM, TECH, P
Tata Consultancy Services
www.tcs.com
IT, TECH
Thomsons Online Benefits
www.thomsons.com
IT, BC, TECH
W Squared
wsquared.com
F&A, IT, P, TECH, REC
Wipro Ltd
www.wipro.com
CON, IT
Xchanging
www.xchanging.com
F&A, BC, HRM, IT, P, REC, REL, SCR,
T&D, WEL
Xerox
http://services.xerox.com
F&A, HRM, TECH, IT, REC, REL, SCR,
OCTOBER 2015
|
www.hrotoday.com
[29]
HRO Today 2016
Resource Guide
Finance &
Accounting
WHAT YOU
NEED TO KNOW
According to research firm Everest Group, the FAO market is a hitting maturity level with
its growth tapering to nearly 6 percent and renewals as the main market activity. Financial
and accounting outsourcing services include accounts payable, accounts receivable, claims
processing, credit and collections, general accounting, financial management, financial
reporting and risk management, investor relations, payroll and expense management,
recovery audit, tax management, and treasury and investment management. But with
maturity, Everest finds buyer expectations are more value-centric around predictive and
prescriptive analytics capabilities included in hybrid contracts.
COMPANY
URL
OTHER SERVICES
Accountants Anywhere
www.accountant-anywhere.com
FS, CON
Becher, Della Torre, Gitto & Company
www.bdgcpa.com
BC
Capita Group
www.capita.co.uk
REC, P, SCR
Concur, an SAP Company
www.concur.com
TECH
Global Tax Network, LLC
www.gtn.com
Liberata PLC
www.liberata.com
P, IT,
Lockheed Martin
www.lockheedmartin.com
IT
Motif, Inc.
www.motifinc.com
FS, P, SCR
Osource India Pvt. Ltd.
www.osourceindia.com
TECH, IT, REC, I
Outsourcing CPA
www.outsourcingcpa.com
P
SAIC
www.saic.com
HB, SCR, IT, T&D
The Rehmann Group
www.rehmann.com
WEL, F&A
[30]
HRO TODAY MAGAZINE
| OCTOBER 2015
HRO Today 2016
Resource Guide
Financial
Services &
Research
Analysts
This section includes firms that manage investments in market securities and/or invest
in HRO providers. firms. Analysts from these firms write reports that reflect stock and
valuation trends within the industry.
WHAT YOU
NEED TO KNOW
COMPANY
URL
OTHER SERVICES
451 Research
451research.com
Accretive, LLC
www.accretivellc.com
WEL, HB, EH, HRIS, T&D
Advent International Corporation
www.adventinternational.com
HB, WEL
Brean Capital, LLC
www.breancapital.com
De Bellas & Co.
www.debellas.com
Deutsche Bank
www.db.com/usa/
Everest Research Group
www.research.everestgrp.com
First Analysis Securities Corp.
www.firstanalysis.com
Frontenac Company
www.frontenac.com
Green Retirement Plans
www.greenretirementplans.com
GTCR Golder Rauner, LLC
www.gtcr.com
GulfStar Group
www.gulfstargroup.com
IDC
www.idc.com
Janney
www.janney.com
JP Morgan Securities
www.jpmorgan.com
Lake Capital
www.lakecapital.com
Legg Mason, Inc.
www.leggmason.com
Merrill Lynch & Co., Inc.
www.ml.com
Morgan Stanley
www.morganstanley.com
REC,IT
IT
IT, HB
IT
WEL
NelsonHall
www.nelson-hall.com
Odyssey Investment Partners, LLC
www.odysseyinvestment.com
Pacific Crest Securities
www.pacific-crest.com
Raymond James Financial, Inc.
www.raymondjames.com
Robert W. Baird & Co. Incorporated
www.rwbaird.com
Rudder Capital LLC
www.ruddercapital.com
Saratoga Institute
www.pwc.com/saratoga
SunTrust Robinson Humphrey
www.suntrustrh.com
Technology Holdings
www.technology-holdings.com
IT, EH
Thomas Weisel Partners
www.tweisel.com
WEL
UBS Investment Bank
www.ubs.com
US Bancorp Piper Jaffray
www.piperjaffray.com
William Blair & Company, LLC
www.williamblair.com
WEL
T&D
WEL
OCTOBER 2015
|
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[31]
HRO Today 2016
Resource Guide
According to the 2015 Aflac WorkForces Report, 59 percent of employees are likely to
take a job with slightly lower pay but a more robust benefits package. This might be
driven by the fact that the same survey showed that 26 percent of organizations increased
copay and 29 percent increased the share of the premium. Organizations are now also
more open to offering consumer-directed health plans (CDHP). According to Mercer’s 2014
National Survey of Employer-Sponsored Health Plans, 66 percent of organizations with
more than 500 employees are very likely to offer a CDHP by 2017. The market is calling
for employees to take greater control of their health and wellness strategies.
Health
Benefits
WHAT YOU
NEED TO KNOW
COMPANY
URL
OTHER SERVICES
Affiliated Physicians
www.affiliatedphysicians.com
SCR
Alliance Workplace Solutions
www.alliancews.com
BC
American Dental Association, Dental Plan
www.ada.org
PAE
America’s Choice Healthplans
www.achonline.com
BC
AmeriPlan USA
www.ameriplanusa.com
Ameritas Group
www.ameritas.com/wps/portal/corp
Assist America Inc.
www.assistamerica.com
Barrow Group, LLC
www.barrowgroup.com
Behavioral Health Systems, Inc.
www.behavioralhealthsystems.com/index.htm
BC
REC, WEL
BeneTrac
www.benetrac.com
IT, TECH, P
Bensinger, DuPont & Associates (BDA)
www.bensingerdupont.com
T&D, SCR
Berkshire Health Partners
www.bhp.org
Blue Cross and Blue Shield
www.bcbs.com
Blue Cross Blue Shield of Nebraska
www.nebraskablue.com
Blue Shield of California
www.blueshieldca.com
Caremark
www.caremark.com
CBIZ Human Capital Services
www.cbiz.com/hr
ChoiceCare Humana
www.humana.com
CIGNA
www.cigna.com
BC, HRM, P, REC, T&D
BC
CobraHelp
www.cobrahelp.com
T&D
Comprehensive Health Services, Inc.
www.chsmedical.com
SCR
ComPsych Corporation
www.compsych.com
HRM
ConnectYourCare
www.connectyourcare.com
Delta Dental Plans Association
www.deltadental.com
Dental Care Plus, Inc.
www.dentalcareplus.com
Dental Health Alliance
www.dha.com
Dental Network of America, Inc.
www.dnoa.com
Dentistat
www.dentistat.com
Dossia Services Corp
www.dossia.org
Empire Blue Cross Blue Shield
www.empireblue.com
EmployeeCare
www.e-dependentcare.net
Empyrean Benefit Solutions
https://goempyrean.com
Evolution1, Inc. - a WEX Company
www.evolution1.com
Excellus BlueCross BlueShield
www.excellusbcbs.com
Express Scripts
www.express-scripts.com
[32]
HRO TODAY MAGAZINE
| OCTOBER 2015
PAE
TECH, IT
FS
BC
HRO Today 2016
Resource Guide
Health
Benefits
WHAT YOU
NEED TO KNOW
According to the 2015 Aflac WorkForces Report, 59 percent of employees are likely to
take a job with slightly lower pay but a more robust benefits package. This might be
driven by the fact that the same survey showed that 26 percent of organizations increased
copay and 29 percent increased the share of the premium. Organizations are now also
more open to offering consumer-directed health plans (CDHP). According to Mercer’s 2014
National Survey of Employer-Sponsored Health Plans, 66 percent of organizations with
more than 500 employees are very likely to offer a CDHP by 2017. The market is calling
for employees to take greater control of their health and wellness strategies.
COMPANY
URL
EyeMed Vision Care
www.eyemedvisioncare.com
Fallon Health
www.fchp.org
First Health
www.firsthealth.com
Gilsbar, Inc
www.gilsbar.com
Great Northern Staff Administrators
www.gnsadmin.com
OTHER SERVICES
P, HRM, SCR, PEO, BC
Great-West Financial
www.gwla.com
WEL
Guardian
www.guardianlife.com
BC, WEL
Harris Rothenberg International (HRI)
www.hriworld.com
BC, T&D, WEL, IT, HRM
Health Management Systems of America
www.hmsanet.com
WEL
Healthcare Horizons Consulting Group Inc.
www.healthcarehorizons.com
F&A
HighRoads
www.highroads.com
Humana Inc.
www.humana.com
Independent Health
www.independenthealth.com
Kaiser Permanente
www.kaiserpermanente.org
LifeCare, Inc.
www.lifecare.com
Magellan Health Services
www.magellanhealth.com
WEL
MHN
www.mhn.com
T&D
Morneau Shepell
www.morneaushepell.com
BC, WEL
Mutual of Omaha Insurance Company
www.mutualofomaha.com
BC, WEL
myCafeteriaPlan
www.myCafeteriaPlan.com
WEL, F&A
National Vision Administrators (NVA)
www.e-nva.com
Nationwide Mutual Insurance Company
www.nationwide.com
Partners Rx Management, LLC
www.partnersrx.com
Premise Health
www.premisehealth.com
OptumRX
www.optumrx.com
Stratose
www.stratose.com
The IHC Group
www.myihcgroup.com
The Vitality Group
www.thevitalitygroup.com
UnitedHealthcare
www.uhcwest.com
Vision Service Plan (VSP)
www.vsp.com
Walgreens Health Initiatives
www.walgreenshealth.com
Workplace Options
www.workplaceoptions.com
BC, WEL
T&D, BC, F&A
OCTOBER 2015
|
www.hrotoday.com
[33]
HRO Today 2016
Resource Guide
HR
Management
Consultants
WHAT YOU
NEED TO KNOW
HR management consultants offer a broad array of business consulting services as
related to HR. Examples include organizational consulting, change management
solutions, and leadership development.
COMPANY
URL
OTHER SERVICES
Achilles Group
www.achillesgroup.com
REC, T&D
Astron Solutions
www.astronsolutions.net
BC, TECH, I
Berkshire Associates Inc.
www.berkshire-aap.com
TECH, T&D
Biddle Consulting Group Inc.
www.biddle.com
T&D
Bloom & Wallace
www.infullbloom.us
PAE
Career Management International, Inc.
www.careermanagement.com
T&D,
CGI Group, Inc.
www.cgi.com
IT, EH, T&D
Challenger, Gray & Christmas, Inc.
www.challengergray.com
REC
CherryRoad Technologies Inc.
www.cherryroad.com
Cloud Eleven
www.cloud11hr.com
Coleman Consulting
www.coleman-consulting.com
CoreCentive
www.corecentive.com
I, REC
CorVirtus
www.corvirtus.com
REC
CPS Human Resource Services
www.cpshr.us
REC, SCR, CON, T&D
Crowe Horwath
www.crowehorwath.com
F&A
Cushion Employer Services
www.cushioncorp.com
BC, I,EH, T&D, SCR
Deloitte Consulting LLP
www.deloitte.com
BC, TECH, IT, CON, F&A
Development Dimensions International
www.ddiworld.com
REC, T&D
EEO Consultants, Inc.
www.eeoconsultants.com
Employers Rx LLC
www.employers-Rx.com
BC, I, PEO, P, WEL
ERI Economic Research Institute
www.erieri.com
PAE
GA Human Resources
www.gahumanresources.co.uk
REC, T&D
Gallagher, Flynn & Company LLP
www.gfc.com
WEL, F&A
Gartner
www.gartner.com
FS, CON
Gerstco, Inc.
www.gerstco.com
TECH
Glass Bead Consulting
www.glassbeadconsulting.com
CON, T&D
Grupo Apro
www.grupoapro.com.mx
BC, EH, I, IT, P, REC, CON, T&D
HR Asia Pacific
www.brindabella.net/HRAP%20Home.htm
CON, IT
HR Solutions, Inc.
www.hrsolutions-inc.com
REC, T&D
[34]
HRO TODAY MAGAZINE
| OCTOBER 2015
CON, T&D, REC
HRO Today 2016
Resource Guide
HR
Management
Consultants
WHAT YOU
NEED TO KNOW
HR management consultants offer a broad array of business consulting services as
related to HR. Examples include organizational consulting, change management
solutions, and leadership development.
COMPANY
URL
OTHER SERVICES
HR to Go, Inc.
www.HRtoGo.com
T&D, REC, P
HR Works, Inc.
www.hrworks-inc.com
TECH, REC, T&D, BC
Human-Net Outsourcing Ltd.
www.human-net.cl
REC, REL, T&D
ICon Professional Services
www.gotoicon.com
EH, TECH, REC, P
iHouse
www.ihouse.com
BC, TECH, IT, P
JAT Computer Consulting, Inc.
www.jatnet.com
IT
Keystone Human Resources
www.keystonehumanservices.org
HB
KPMG International
www.kpmg.com
BC, F&A, P
Laurdan Associates, Inc.
www.laurdan.com
T&D, CON
Lee Hecht Harrison
www.lhh.com
REC, T&D
LSA Global
www.lsaglobal.com
T&D
M Squared
www.msquared.com
REC, T&D
PA Consulting Group
www.paconsulting.com
IT, CON
PeopleSystems/NEC
www.peoplesystems.com
PricewaterhouseCoopers
www.pwc.com
F&A, WEL
Professional HR Consulting Inc
www.phrconsulting.biz
BC, HB, P, PEO, T&D
ResoureWorks, Inc.
www.resourceworks.net
BC, I, T&D, REC
Right Management
www.right.com
REC, T&D
San Diego Human Resources Consulting
www.sdhrconsulting.com
REC, T&D
Shared Time Human Resources Mgmt.
www.sthrm.com
BC, I, REC, SCR, T&D,
Shore Consulting
www.shore.com.mx
TECH, P, REC
Smahrt Solutions
www.smahrtsolutions.com
BC, REC
TalentKeepers, Inc.
www.talentkeepers.com
I, T&D
The Benchmark Partners
www.TheBenchmarkPartners.com
EH, IT, TECH, REC,
The HR Team, Inc.
www.thehrteam.com
REC, T&D
The Newman Group
www.newmangroup.com
IT, CON, T&D, REC, TECH
TRC-The Resource Connection LLC
www.resourceconnection.com
F&A
UM Global HR Inc.
www.umglobalhr.com
BC, CON
YRCI
www.yrci.com
REC, CON
OCTOBER 2015
|
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[35]
HRO Today 2016
Resource Guide
HR
Technology,
Social, and
Mobile (Tech)
WHAT YOU
NEED TO KNOW
More and more organizations are moving their business processes to the cloud:
Global SaaS software revenues are forecasted to increase 21 percent over projected
2015 spending levels. SaaS-based, cloud technologies provide platforms for strategic
operational enhancements that can generate efficiencies while leveraging newfound
flexibility and capabilities. Cloud-based solutions are revered for their lowering cost
capabilities and improvement to an organization’s bottom line.
COMPANY
URL
TECH CAPABILITY
1-Page
www.1-page.com
Talent Management
Absentys, LLC
www.absentys.com
Absence Management
Acculogix Software Solutions Pvt. Ltd.
www.acculogix.com
Talent Management
AcquireTM
www.acquireTM.com
Talent Management
Administrative Business Resources
www.ABResourceshr.com
Human Capital Management
ADP Inc.
www.adp.com
Payroll, Human Capital Mgmt
Appcast.io
www.appcast.io
Talent Management
Ascentis Software Corporation
www.ascentis.com
Human Capital Management
Async Interview
www.asyncinterview.com
Video Interviewing
Auxillium West HR Software
www.auxillium.com
Human Capital Management
Bowland Solutions
www.bowlandsolutions.com
Performance Management
Brainhunter
www.brainhunter.com
Talent Management
BrightMove, Inc.
www.brightmove.com
Talent Management
Broadbean
www.broadbean.com
Talent Management
bswift
www.bswift.com
Benefits Administration
Caliper
www.calipercorp.com
Talent Management
Cangrade
www.cangrade.com
Talent Management
CEB|SHL Talent Measurement
www.cebglobal.com/shl/us
Talent Management
Ceridian
www.ceridian.com
Human Capital Management
Cezanne HR
www.cezannehr.com
Human Capital Management
cfactor
www.cfactorworks.com
Human Capital Management
Checkpoint HR
www.checkpointhr.com
Benefits, Payroll & HR Mgmt
Chequed
www.chequed.com
Candidate Screening
Chronus
www.chronus.com
Talent Management
CIPHR
www.ciphr.com
Human Capital Management
Connect6
www.connect6.com
Social
Criterion
www.criterionhcm.com
Human Capital Management
CrossKnowledge
www.crossknowledge.com
Learning
DCR Workforce
www.dcrworkforce.com
Contingent Workforce Mgmt
emPerform
www.employee-performance.com
Performance Management
eNoah iSolution Inc
www.enoah.in
Payroll
Epicor
www.epicor.com
Human Capital Management
Eploy
www.itssystems.co.uk
Talent Management
Ernst & Young
www.ey.com
Human Capital Management
eQuest
www.equest.com
Talent Management
Equifax Workforce Solutions
www.equifax.com/home/en_us
Background Screening
Fieldglass
www.fieldglass.com
Vendor Management System
www.glassdoor.com
Talent Management
Glassdoor
[36]
HRO TODAY MAGAZINE
| OCTOBER 2015
HRO Today 2016
Resource Guide
HR
Technology,
Social, and
Mobile (Tech)
WHAT YOU
NEED TO KNOW
More and more organizations are moving their business processes to the cloud:
Global SaaS software revenues are forecasted to increase 21 percent over projected
2015 spending levels. SaaS-based, cloud technologies provide platforms for strategic
operational enhancements that can generate efficiencies while leveraging newfound
flexibility and capabilities. Cloud-based solutions are revered for their lowering cost
capabilities and improvement to an organization’s bottom line.
COMPANY
URL
TECH CAPABILITY
Greenhouse.io
GuideSpark
Halogen Software Inc.
Hirebridge LLC
HealthcareSource
Hexaware Technologies
HireMojo
Hireology
hiQlabs
HRsmart, Inc.
HRSoft
iCIMS
Ignite Technologies
Infor
Jibe
Joberate
Jobvite
Kronos Incorporated
LaborSoft, Inc.
Latitude Learning
LawLogix
Loop
Lumesse
Match-Click
Montage
Moresource, Inc.
myStaffingPro
Nakisa Inc.
Neeyamo
Newton Software
nextSource Inc.
NOVAtime Technology, Inc.
NOW Solutions, Inc,
Oracle Corporation
PayScale
Peoplefluent
PeopleStreme
Phenom People
Provade VMS
Qcera Inc.
www.greenhouse.io
www.guidespark.com
www.halogensoftware.com
www.hirebridge.com
www.healthcaresource.com
www.hexaware.com
www.hiremojo.com
www.hireology.com
www.hiqlabs.com
www.hrsmart.com
www.hrsoft.com
www.icims.com
www.ignitetech.com
www.infor.com
www.jibe.com
www.joberate.com
www.jobvite.com
www.kronos.com
www.laborsoft.com
www.latitudelearning.com
www.lawlogix.com
www.loopworks.com
www.lumesse.com
www.match-click.com
www.montagetalent.com
www.moresource-inc.com
www.mystaffingpro.com
www.nakisa.com
www.neeyamo.com
www.newtonsoftware.com
www.nextsource.com
www.NOVAtime.com
www.nowsolutions.com
www.oracle.com
www.payscale.com
www.peoplefluent.com
www.peoplestreme.com
www.phenompeople.com
www.provade.com
www.qcera.com
Talent Management
Employee Engagement
Talent Management
Talent Management
Talent Management
Human Capital Management
Talent Management
Talent Management
Predicitve Analytics
Talent Management
Talent Management
Talent Management
Human Capital Management
Human Capital Management
Talent Management
Data Analytics
Talent Management
Human Capital Management
Learning
Talent Management
Background Screening
Talent Management
Talent Management
Talent Management
Video Interviewing
Human Capital Management
Talent Management
Human Capital Management
Human Capital Management
Talent Management
Contingent Workforce Mgmt
Workforce Management
HRMS
Human Capital Management
Payroll
Talent Management
Human Capital Management
Talent Management
Vendor Management System
Leave Management
OCTOBER 2015
|
www.hrotoday.com
[37]
HRO Today 2016
Resource Guide
HR
Technology,
Social, and
Mobile (Tech)
WHAT YOU
NEED TO KNOW
More and more organizations are moving their business processes to the cloud:
Global SaaS software revenues are forecasted to increase 21 percent over projected
2015 spending levels. SaaS-based, cloud technologies provide platforms for strategic
operational enhancements that can generate efficiencies while leveraging newfound
flexibility and capabilities. Cloud-based solutions are revered for their lowering cost
capabilities and improvement to an organization’s bottom line.
COMPANY
URL
TECH CAPABILITY
Recruitifi
Recruitics
ReviewSNAP
RiseSmart
Sage
SAP
SAS Institute Inc.
Sentric, Inc.
SilkRoad Technology, inc.
SkillsMapper
SkillSurvey
SmartRecruiters
SmartSearch
SmashFly Technologies
StaffingSoft
Sumtotal
Talemetry
TalentBin
Talent Brew
Talentoday
www.recruitifi .com
ww.recruitics.com
www.reviewsnap.com
www.risesmart.com
www.sage.com
www.sap.com
www.sas.com
www.sentric.net
www.silkroad.com
www.skillsmapper.com
wwww.skillsurvey.com
www.smartrecruiters.com
www.aps2k.com
www.smashfly.com
www.staffingsoft.com
www.sumtotalsystems.com
www.talemetry.com
www.talentbin.com
www.talentbrew.tmp.com
www.talentoday.com
Talent Management
Talent Management
Performance Management
Talent Management
Human Capital Management
Human Capital Management
Performance Management
Human Capital Management
Talent Management
Career Management
Candidate Screening
Talent Management
Talent Management
Talent Management
Talent Management
Human Capital Management
Talent Management
Sourcing/Talent Management
Talent Management
Candidate Screening
TalentWise
Technomedia
TemboSocial
The Good Jobs
Time America, Inc.
TribeHR
Ultimate Software
Universum
VerifyX
Visibility Software, LLC
WANTED Analytics
Web4Inc
WeSpire
Windfall Enterprises
WorkiQ
Workiva
Workday
Zapoint, Inc.
www.talentwise.com
www.technomedia.com
www.tembosocial.com
www.thegoodjobs.com
www.timeamerica.com
www.tribehr.com
www.ultimatesoftware.com
www.universumglobal.com
www.verifyx.com
www.visibilitysoftware.com
www.wantedanalytics.com
www.hrms.com
www.wespire.com
www.erecruit.com.sg
ww.workiq.com
www.workiva.com
www.workday.com
www.skillsmapper.com
Talent Mgmt and Screening
Human Capital Management
Recognition
Talent Management
Workforce Management
Talent Management
HRMS
Social
Employee Screening
Talent Management
Data Analytics
Human Capital Management
Employee Engagement
Talent Management
Recognition
Data Analytics
Human Capital Management
Talent Management
[38]
HRO TODAY MAGAZINE
| OCTOBER 2015
HRO Today 2016
Resource Guide
Incentives and
Recognition
WHAT YOU
NEED TO KNOW
Organizations spend an average of 2.1 percent of their total payroll on rewards programs
and it’s worthwhile: Globoforce’s 2014 Workforce Mood Tracker survey found that 51
percent of organizations with values-based recognition programs are happy at work
compared to only 35 percent of all respondents. Today’s recognition goes way past service
and anniversary awards. Providers are leveraging technology to offer all types of programs:
peer-to-peer, results-based, value-based, social, and even mobile. Studies show that
recognition programs increase company morale, performance, and retention.
COMPANY
URL
Achievers
All Aboard Cruises Corp.
Bally Total Fitness Holding Corporation
Barnes & Noble Booksellers
Bass Pro Shops/Outdoor World Incentives
Bath & Body Works
Bennett Brothers, Inc.
Best Buy
Best Workplaces for Commuters
BI WORLDWIDE
Bose
C.A. Short
CARLISLE SALES & MARKETING
Carlson
CSI International
CVS/pharmacy
Darden Restaurants, Inc.
Eddie Bauer
Evergreen Corporate Gifts & Promotions
GalaxSea Cruises & Travel
Gap, Inc.
GiftCertificates.com
Globoforce
Golf America Group
Hallmark Insights
Hammacher Schlemmer
Harry and David
Health Fitness Corporation (HFC)
Herff Jones Corporate Awards Group
HMI, Inc.
Howard Miller
Impact Health, Inc.
Incentive America
Incentive Group
Award of Choice
InMarketing
International SOS, An AEA Company
Inspirus
JCPenney Incentive Sales
Jordan Worldwide, Inc.
L.L. Bean Corporate Sales
www.achievers.com
www.allaboardcruisescorp.com
www.ballyfitness.com
www.barnesandnoble.com/gift-card
www.owincentives.com
www.bathandbodyworks.com
www.bennettbrothers.com
www.bestbuy.com
www.bestworkplaces.org
www.biworldwide.com
www.bose.com
www.cashort.com
www.carlislesales.com
www.carlson.com
www.csiinternational.com
www.giftcardpartners.com/cvs/
www.dardenrestaurants.com
www.eddiebauer.com
www.evergreengifts.com
www.galaxseanj.com
www.gapinc.com
www.giftcertificates.com
www.globoforce.com
www.giftcardpartners.com/golfamerica/
www.Hallmarkinsights.com
www.hammacher.com
www.harryanddavid.com
www.healthfitnesscorp.com
www.herffjones.com
www.hmiaward.com
www.howardmiller.com
www.impacthealth.com
www.incentiveamerica.com
www.incentivegroup.com
www.awardofchoice.com
www.inmarketing.net
www.internationalsos.com
www.inspirus.com
www.jcpgiftcard.com
www.jordanworldwide.com
www.llbean.com/corporatesales
OTHER SERVICES
T&D
HB
HB
OCTOBER 2015
|
www.hrotoday.com
[39]
HRO Today 2016
Resource Guide
Incentives and
Recognition
WHAT YOU
NEED TO KNOW
Organizations spend an average of 2.1 percent of their total payroll on rewards programs
and it’s worthwhile: Globoforce’s 2014 Workforce Mood Tracker survey found that 51
percent of organizations with values-based recognition programs are happy at work
compared to only 35 percent of all respondents. Today’s recognition goes way past service
and anniversary awards. Providers are leveraging technology to offer all types of programs:
peer-to-peer, results-based, value-based, social, and even mobile. Studies show that
recognition programs increase company morale, performance, and retention.
COMPANY
URL
Lands’ End Business Outfitters
Lane Award Manufacturing
Levenger
Macy’s
Madison Performance Group
Maritz Motivation Solutions
Marketing Innovators
Marriott International
Mayo Clinic Executive Health Program
Medieval Times Dinner & Tournament
Men’s Wearhouse
Michael C. Fina
Montblanc North America
Motivation Excellence, Inc.
Motivo Performance Group
Mrs. Fields Original Cookies
MTM Recognition
O.C. Tanner
business.landsend.com
www.laneaward.com
www.levenger.com
www.macys.com
www.madisonpg.com
www.maritz.com
www.marketinginnovators.com
www.marriott.com/incentives
www.mayoclinic.org
www.medievaltimes.com
www.menswearhouse.com
www.mcfrecognition.com
www.montblanc.com
www.motivationexcellence.com
www.motivoperformance.com
www.mrsfields.com
www.mtmrecognition.com
www.octanner.com
OTHER SERVICES
HRM, T&D
IT, BC
HB
T&D
O.C. Tanner
www.octanner.com
O. C. Tanner helps the world inspire and appreciate great work. Through our
innovative cloud-based software, tools, awards, and education, we provide
strategic recognition solutions for thousands of clients globally. Designed to
engage talent, increase performance, and drive corporate goals, these solutions
create personalized recognition experiences delivered through a smart technology
platform. Learn more at octanner.com
Open Universal Software
Paramax
PeerNet Group
Pennsylvania Promotions, Inc.
Perks
Plus One Health Management
Point Recognition
Power2Motivate
Prestige Glass International Inc.
[40]
HRO TODAY MAGAZINE
www.universal.com
www.pmx.com
www.peernetgroup.com
papromo.geiger.com
www.perks.com
www.plusone.com
www.pointrecognition.com
http://power2motivate.com
www.prestigeglass.com
| OCTOBER 2015
TECH
HB, IT
HRO Today 2016
Resource Guide
Incentives and
Recognition
WHAT YOU
NEED TO KNOW
Organizations spend an average of 2.1 percent of their total payroll on rewards programs
and it’s worthwhile: Globoforce’s 2014 Workforce Mood Tracker survey found that 51
percent of organizations with values-based recognition programs are happy at work
compared to only 35 percent of all respondents. Today’s recognition goes way past service
and anniversary awards. Providers are leveraging technology to offer all types of programs:
peer-to-peer, results-based, value-based, social, and even mobile. Studies show that
recognition programs increase company morale, performance, and retention.
COMPANY
URL
Rideau Recognition Solutions
www.Rideau.com
OTHER SERVICES
Rideau Recognition Solutions
www.Rideau.com
Rideau is North America’s leading source for web-based incentive management
solutions. Our expertise helps our clients build positive relationships with their
people to reflect the company’s values, increase revenues and exceed customer
expectations. Together we can create better workplaces, better businesses, and
ultimately a better world.
Royal Recognition
Russell Stover Candies
Rymax Marketing Services, Inc.
Select-Your-Gift
Sierra Mills
SJS Specialty Company, Inc.
Spiegel, Inc
Starbucks Coffee Company
SteelBerry Recognition
Stored Value Marketing (SVM)
Summit Marketing
Symbolist
Synygy, Inc.
Target Corporation Giftcards
Terryberry Company
The Cawley Company
The HoneyBaked Ham Company
The Peavey Corporation
TharpeRobbins
Tiffany & Company
Totally Chocolate
Travel Awards Online
USAopoly
USMotivation
Virtual Rewards 365
Welltok
World Incentives, Inc.
www.royalrec.com
www.russellstover.com
www.rymaxinc.com
www.select-your-gift.com
www.sierramills.com
www.sjsspecialty.com
www.spiegel.com
www.starbucks.com
www.SteelBerry.com
www.svmcards.com
www.summitmarketing.com
www.symbolist.com
www.synygy.com
www.target.com
www.terryberry.com
www.thecawleyco.com
www.honeybaked.com
www.safetyjackpot.com
www.tharperobbins.com
www.tiffanys.com
www.totallychocolate.com
www.travelawardsonline.com
www.usaopoly.com
www.usmotivation.com
www.virtualrewards365.com
http://welltok.com
www.worldincentives.com
HRM, T&D, BC
TECH, HRM
T&D
OCTOBER 2015
|
www.hrotoday.com
[41]
HRO Today 2016
Resource Guide
Information
Technology
WHAT YOU
NEED TO KNOW
According to Computer Economics’s annual outsourcing study, IT Outsourcing Statistics
2014/2015, outsourcing spend is averaging 10.2 percent of total IT spending. Services
include application development; architecture consulting; business intelligence;
content management; data security and warehousing; enterprise resource planning;
e-procurement; system integration; technology infrastructure; and web hosting,
development, and services; to name a few.
COMPANY
URL
Atos Origin
www.atos.net
Bond Talent US
www.bond-us.com
CIBER Inc.
www.ciber.com
OTHER SERVICES
REC
CompuCom Systems, Inc.
www.compucom.com
Computer Sciences Corporation
www.csc.com
F&A, TECH, P
Count Me In, LLC
www.countmeinllc.com
F&A, TECH, SCR, P
eQuest
www.equest.com
EH, TECH, REC
E-Value Serve
www.evalueserve.com
F&A, FS, HB
Getronics
www.getronics.com
Hexaware Technologies
www.hexaware.com
TECH, P, EH
Hexaware
www.hexaware.com
Hexaware is a leading IT & BPO services company with 11,000+ employees. We
offer end to end HRIT Consulting, Deployment, Digital HCM and HR-IT Take Out
(Managed Services) for hybrid (On-Premise and On-Cloud) HR-IT technology
platforms. Our HR-IT services have benefitted more than 2 million employees for
marquee fortune clients.
HS2 Solutions, Inc.
www.hs2solutions.com
Level 3 Communications, Inc.
www.level3.com
TECH, SCR, F&A
MalikCo
www.MalikCo.com
HRM, REC
NIIT Technologies
www.niit.com
T&D
NTT Data
www.nttdata.com/global/en/
TECH, EH, REC, HRM
Replicon Inc
www.replicon.com
Science Applications International Corp.
www.saic.com
T&D
Searce LLC
www.searce.com
F&A, REC
Sigma Software Solutions Private Limited
www.sigma-solutions.com
TECH
SourceHOV
www.sourcecorp.com/splash
F&A, CON, HRM, HB, FS
SS&C Technologies, Inc.
www.ssctech.com
BC, T&D, SCR, EH
Syntel, Inc.
www.syntelinc.com
FS
Unisys Corporation
www.unisys.com/outsourcing
TECH
Wow Global Corporation
www.wowglobal.com
REC, T&D, HB
[42]
HRO TODAY MAGAZINE
| OCTOBER 2015
BC, TECH
HRO Today 2016
Resource Guide
PEOs &
ASOs
WHAT YOU
NEED TO KNOW
Professional employer organizations (PEOs) offer companies a co-employment service,
wherein employees are paid under the PEO’s federal employer identification number
(FEIN) and placed on the PEO’s benefits program and workers’ compensation policy.
Administrative services organizations (ASOs) offer many of the same services as
PEOs (e.g., payroll and benefit administration) but do so without the co-employer
relationship.
COMPANY
URL
OTHER SERVICES
ADP Inc.
www.adp.com
EH, TECH, P, SCR
AHEAD Human Resources, Inc.
www.aheadhr.com
REC
AlphaStaff
www.alphastaff.com
P, REC, T&D
ALTRES Global Business Services
www.altres.com
BC, REC, T&D, P
Butler American
www.butler.com
REC
Carolina HR Partners, Inc.
www.carolinahrpartners.com
BC, HRM, P, REC
CHOICE Employer Solutions, Inc.
www.choicehr.com
P, BC, F&A
CoAdvantage
www.csihro.com
Cognet HR Solutions P Ltd
www.cognethro.com
BC, REC, P
ConceptHR
www.concepthr.com
P, BC
Corporate Business Solutions
www.cbshro.com
BC, HB, TECH,
CPE HR, Inc.
www.cpehr.com
P, REC, T&D
DecisionHR USA, Inc.
www.decisionhr.com
EH, TECH, P, HB, BC
DHR
www.dhr.net
HRM, P, SCR, T&D
Doherty Employer Services
www.dohertyemployment.com
P, BC
DynamicHR
www.dynamichr.com
BC, P, REC, HRM, SCR
E2 Resources, Inc
www.e2eresources.com
BC
Elite Business Solutions
www.yourebs.com
Emplicity
www.emplicity.com
Employer Services Corporation
www.myesc.com
BC, P
Employer Support Services
www.employersupport.com
BC, WEL, REC, P
EH, HRM
EMPO Corporation
www.empocorp.com
P, SCR
e-VentExe
www.e-ventexe.com
REC, T&D
Extensis Group
www.extensisgroup.com
HB, P
G&A Partners
www.gnapartners.com
P, BC, F&A
Hilan
www.hilan.co.il
IT, P
HR Outsourcing, Inc.
www.hroi.net
P, REC, SCR
HR Solutions, LLC
www.hrsolutions.net
HB, P, BC, T&D
HR to Go, Inc.
www.hrtogo.com
HRM, REC, SCR, P, I
iHouse
www.ihouse.com
EH, HRM, TECH, IT, P
Inflection HR
www.inflectionhr.com
BC, EH, TECH, P
Insperity
www.insperity.com
BC, T&D, P, I
Landrum Professional Employer Services
www.landrumprofessional.com
P, SCR, REC, HRM, T&D
MMC
www.mmchr.com
BC, EH, TECH, P, T&D
OCTOBER 2015
|
www.hrotoday.com
[43]
HRO Today 2016
Resource Guide
PEOs &
ASOs
WHAT YOU
NEED TO KNOW
Professional employer organizations (PEOs) offer companies a co-employment service,
wherein employees are paid under the PEO’s federal employer identification number
(FEIN) and placed on the PEO’s benefits program and workers’ compensation policy.
Administrative services organizations (ASOs) offer many of the same services as
PEOs (e.g., payroll and benefit administration) but do so without the co-employer
relationship.
COMPANY
URL
OTHER SERVICES
Nelco
www.nelcosolutions.com
P, SCR, FS
NetPEO
www.netpeo.com
Oasis Outsourcing, Inc.
www.oasisadvantage.com
HB, FS, P
PayPlus Software, Inc.
www.payplus.com
TECH, IT, P
PEO Brokers Group
www.peobrokersgroup.com
PEO Canada
www.peocanada.com
BC, P, WEL
PEO Network, Inc
www.peonetwork.com
HRM, T&D
PEOPLE
http://peoplehro.com
Pinnacle Business Solutions, Inc.
www.PinnacleHR.com
EH, TECH
Pivotal Integrated HR Solutions
www.pivotalsolutions.com
HRM, P, REC, T&D, SCR
PlatformOne
www.platformone.com
Professional Services Group Ltd LLC
www.psgltd.org
BC, HB, HRM, P, WEL, FS
PSM
www.psmin.com
BC, I, P
Purpose Employer Solutions
www.PurposeASO.com
BC, HRM, P
Staff Management, Inc.
www.staffmgmt.com
HRM
Staff One, Inc.
www.staffone.com
REC
Synergy
www.mysynergy.com
T&D
Tandem HR
www.tandemhr.com
The Alcott Group
www.alcottgroup.com
P, F&A, BC
The Bowles Group, Inc.
www.thebowlesgroup.com
P, BC, REC, FS
The Employer Group
www.theemployergroup.com
BC, P
Tilson HR, Inc.
www.tilsonhr.com
TriCore, Inc.
www.tricorepcm.com
TriNet Group, Inc.
www.trinet.com
BC, EH, HB, HRM, TECH, P
Tri-State PEO
www.tristatepeo.com
P, BC
Valiant Solutions
www.valiant.com
F&A, HRM, P,
Vision HR, Inc
www.vision-hr.com
HRM, REC, SCR, T&D
Vsource, Inc.
www.vsource.net
REC
Windsor HR Services, Inc.
www.windsorhr.com
BC, P
XcelHR
www.xcelhr.com
Xenium Resources
www.xeniumhr.com
Your People Professionals
www.ypp.com
[44]
HRO TODAY MAGAZINE
| OCTOBER 2015
T&D, BC, I
HRO Today 2016
Resource Guide
Payroll
Software &
Services
WHAT YOU
NEED TO KNOW
According to NelsonHall, in 2013, the payroll outsourcing market increased to $14.8 billion
globally, the second largest HRO service next to benefits administration. Payroll looks
poised for growth through the forecast period reaching $17.8 billion by 2018, according
to NelsonHall. Drivers for payroll outsourcing include control of cost, standardization of
process and governance, risk management, need for payroll expertise, and access to better
technology.
COMPANY
URL
OTHER SERVICES
Accountix, Inc.
www.accountix.com
TECH, PEO
ACH OF AMERICA, LLC
www.achcorp.com
PEO, FS
ADP Inc.
www.adp.com
EH, TECH, PEO, SCR, IT
AdvantEdge HR
www.advantedgehr.com
BC, HRM, TECH, REC, PEO
Avionte
www.avionte.com
TECH, REC
BearingPoint
www.bearingpoint.com
IT
BenefitMall
www.benefitmall.com
BC
Bond International Software
www.bondinternationalsoftware.com
REC, TECH
BSI (Business Software, Inc.)
www.bsi.com
FS
Cerdian Canada
www.ceridian.ca
EH, HRM, TECH, T&D, IT, BC
Ceridian
www.ceridian.com/hro
EH, TECH, BC, WEL, REC, SCR
CertiPay
www.certipay.com
TECH, BC
CheckMark Software Inc.
www.checkmark.com
TECH
Clockware
www.clockware.com
T&D
CloudPay
www.cloudpay.net
Cognet HR Solutions
www.cognethro.com
Collabrus, Inc.
www.collabrus.com
ConseilRH
www.conseil-rh.com
Dresser & Associates
www.dresserassociates.com
DRG Outsourcing
www.drgoutsourcing.com
FIS
www.fisglobal.com
T&D, HRM
FMP Global
www.fmpglobal.com
HRM
Greatland Corporation
www.greatland.com
BC, EH, F&A, FS, TECH, I, IT, PEO, REC
EH, HRM
EH, HB, HRM, PEO, T&D, CON
High Line Corporation
www.highlinecorp.com
HR Technology Partners
www.hrtechpartners.com
Humanic Design
www.HUMANIC.com
InfoTronics
www.infotronics.com
Infinisource
www.infinisource.com
Insperity
www.insperity.com
BC, T&D, I
Key Bank Payroll Services
www.key.com/payroll
SCR
MasterTax
www.mastertax.net
Motivano
www.motivano.com
MPAY
www.mpay.com
NOW Solutions Inc.
www.nowsolutions.com
TECH
HRM, TECH, IT, T&D
BC
I, WEL, BC
TECH, F&A, HRM
OCTOBER 2015
|
www.hrotoday.com
[45]
HRO Today 2016
Resource Guide
Payroll
Software &
Services
WHAT YOU
NEED TO KNOW
According to NelsonHall, in 2013, the payroll outsourcing market increased to $14.8 billion
globally, the second largest HRO service next to benefits administration. Payroll looks
poised for growth through the forecast period reaching $17.8 billion by 2018, according
to NelsonHall. Drivers for payroll outsourcing include control of cost, standardization of
process and governance, risk management, need for payroll expertise, and access to better
technology.
COMPANY
URL
OTHER SERVICES
Paychex
www.paychex.com
BC, EH, F&A, FS, HB, HRM, TECH, PEO
Paycor, Inc.
www.paycor.com
TECH, BC
Payroll People Inc. Business Services
www.payrollpeople.com
Payroll Tax People, LLC
www.payrolltaxpeople.com
PDS
www.pdssoftware.com
TECH, T&D
Primepoint, LLC
PrismHR
www.primepoint.com
www.prismhr.com
IT
TECH, BC
RamCo Systems
www.ramco.com
T&D, HRM
Replicon
www.replicon.com
SaaS.com
www.saas.com
TECH
Sage Abra HRMS
www.sageabra.com
TECH, T&D
Samco
www.samco.com
Secova
www.secova.com
Skylight Financial
www.skylightfinancial.com
Smart Time
www.smarttimeapps.com
Summit Software
www.summit-sw.com
TECH
Sutherand Global Services INC.
www.sutherlandglobal.com
EH, F&A
ThinkWare Inc.
www.thinkwareinc.com
TECH, T&D
TimePlus® Systems, LLC
www.timeplus.com
TECH
Tyco SimplexGrinnell
www.simplexgrinnell.com
TECH, T&D
UnicornHRO
www.unicornhro.com
TECH ,BC, BH
WorkForce Software, Inc.
www.workforcesoftware.com
TECH, EH
[46]
HRO TODAY MAGAZINE
| OCTOBER 2015
REC, T&D, BC
HRO Today 2016
Resource Guide
Professional
Associations &
Education
WHAT YOU
NEED TO KNOW
Nowhere is the role of professional associations more important than in HR.
COMPANY
URL
OTHER SERVICES
Alliance for Work-Life Progress
American Academy of Actuaries
American Management Association
American Payroll Association
Am. Society for Healthcare HR Ad.
Association for Talent Development
American Staffing Association
America’s Health Insurance Plans
Bureau of Labor Statistics
CCH
Employee Benefit Research Institute
HRAnswerLink
HRmarketer.com
HR Open Standards
Human Capital Institute
HR Benchmarking Association
Incentive Marketing Association
IHRIM
ISA
Keller Graduate School of Management
Nat. Association of Colleges and Employers
National Association of Dental Plans
National Association of Health Underwiters
Nat. Association of Insurance Commissioners
National Association of Personnel Service
NAPEO
New York University, SCPS
NOVA Southeastern University
PACE
Rice University Executive Education
Risk and Insurance Management Society
Simmons Executive Education
Society for Human Resource Management
Staffing Industry Analysts
The Delve Group
www.awlp.org
www.actuary.org
www.amanet.org
www.americanpayroll.org
www.ashhra.org
www.td.org
www.americanstaffing.net
www.ahip.org
www.bls.gov
www.hr.cch.com
www.ebri.org
www.hranswerlink.com
www.HRmarketer.com
www.hropenstandards.org
www.humancapitalinstitute.org
www.hrba.org
www.incentivemarketing.org
www.ihrim.org
www.isaconnection.org
www.keller.edu
www.naceweb.org/
www.nadp.org
www.nahu.org
www.naic.org
www.naps360.org
www.napeo.org
www.scps.nyu.edu
www.nova.edu
www.pacepeo.com
www.rice.edu/executive
www.rims.org
www.simmons.edu/som/programs/execed/index.php
www.shrm.org
www.staffingindustry.com/
www.delvegroup.com
T&D, I
The Independent Insurance Agents & Brokers of America
www.independentagent.com
www.i4cp.com
www.dol.gov/compliance
www.worldatwork.org
www.worldwideerc.org
The Institute for Corporate Productivity
US Department of Labor
WorldatWork
Worldwide ERC
T&D
T&D
T&D, REC
HB
CON
CON, TECH
TECH
I
T&D
TECH, T&D
T&D
T&D
T&D
T&D
T&D
T&D
T&D
FS
T&D
BC, FS, HB, HRM, TECH, I, T&D
T&D, I
OCTOBER 2015
|
www.hrotoday.com
[47]
HRO Today 2016
Resource Guide
Recruiting,
Staffing, &
Search
WHAT YOU
NEED TO KNOW
Divided into five types of services—online, recruitment technology, search, contingent
labor management, and full-service recruitment process outsourcing (RPO)—this category
is rapidly changing to help employers compete in the war for talent. Everest Group
estimates the current total contract value for the marketplace at $1.8 billion. According to
NelsonHall’s 2014 RPO market analysis and HRO forecast, RPO continues to be the fastest
growing HRO service line at a mid-teens CAAGR throughout the forecast period of 2018,
reaching nearly $6.6 billion.
COMPANY
URL
OTHER SERVICES
A1HR
ACA Talent
Accolo
Acro Service Corporation
Advance Recruiters
Advantage Resourcing
Advantage xPO
Aerotek
AfterCollege, Inc.
Agile•1
Alevistar Group
Alexander Mann Solutions
Allegis Global Solutions
AMN Healthcare, Inc.
AIC (Analysts International Corporation)
Analytic Recruiting
Aon Hewitt
www.a1hr.com
www.acatalent.com
www.accolo.com
www.acrocorp.com
www.advancedrecruiters.com
www.advantageresourcing.com
www.advantagexpo.com
www.aerotek.com
www.aftercollege.com
www.agile-1.com
www.alevistar.com
www.alexandermannsolutions.com
www.allegisglobalsolutions.com
www.amnhealthcare.com
www.analysts.com
www.analyticrecruiting.com
www.aon.com
P, HB, HRM
TECH
TECH, IT, HRM
F&A, FS, IT, EH
HRM, IT
IT
IT, F&A, FS
BC, HB, HRM, EH, P
Aon Hewitt
www.aon.com
Aon Hewitt is the global leader in human resource solutions, serving more
than 20,000 clients worldwide. We advise, design and execute a wide range of
consulting and outsourcing solutions that enable clients to cultivate talent to drive
organizational and personal performance and growth, navigate retirement risk
while providing new levels of financial security, and redefine health solutions for
greater choice, affordability and wellness.
Aquent
Archway WorkForce Consulting
Argus Search
Avature
B2B Workforce
Bartech
Beeline
BeneTemps, Inc
Bond
Borderless
CandidMatch Inc
Career Cast
CareerBuilder.com
CCSI INC
CDI Corporation
[48]
HRO TODAY MAGAZINE
www.aquent.com
www.archwayconsulting.com
www.argussearch.com
www.avature.net
http://b2b.randstadusa.com/
www.bartechgroup.com
www.beeline.com
www.BeneTemps.com
www.bond-us.com
http://borderless.net
www.candidmatch.com
www.careercast.com
www.careerbuilder.com
www.ccsiinc.com
www.cdicorp.com
| OCTOBER 2015
TECH, T&D
HRM
IT, T&D
EH, HRM, TECH, IT, SCR, T&D
BC
T&D, TECH, IT
IT
SCR
IT, P, CON
HRM
HRO Today 2016
Resource Guide
Recruiting,
Staffing, &
Search
WHAT YOU
NEED TO KNOW
Divided into five types of services—online, recruitment technology, search, contingent
labor management, and full-service recruitment process outsourcing (RPO)—this category
is rapidly changing to help employers compete in the war for talent. Everest Group
estimates the current total contract value for the marketplace at $1.8 billion. According to
NelsonHall’s 2014 RPO market analysis and HRO forecast, RPO continues to be the fastest
growing HRO service line at a mid-teens CAAGR throughout the forecast period of 2018,
reaching nearly $6.6 billion.
COMPANY
URL
Cielo
CT Partners
CollegeRecruiter.com
Comforce Corporation
cors
CRI
Cross Country TravCorps
CTG
Custer Consulting Gorup
Datawise Consultants
Datrose Inc.
Decision Toolbox Inc.
Dice Inc.
Dillistone Systems (US), Inc.
DoubleStar
Elixir Web Solutions
EmploymentGuide.com
endevis
Eris
ExecuNet
Executives Only
Experis
Fenestra, Inc.
Findly
FirstSource Staffing
FitzDrake Search
Forsyte Assoc., Inc.
Furst Search Group
FurstPerson
Futurestep, a Korn/Ferry Company
Geometric Results, Inc.
Guidant Group
www.cielotalent.com
www.ctnet.com
www.collegerecruiter.com
www.comforce.com
www.cors.com
www.cri-recruiting.com
www.crosscountrytravcorps.com
www.ctg.com
www.custerconsulting.com
www.datawiseindia.com
www.datrose.com
www.dtoolbox.com
www.dice.com
www.dillistone.com
www.doublestarinc.com
www.elixirwebsolutions.com
www.employmentguide.com
www.endevis.com
www.eriss.com
www.execunet.com
www.executivesonly.com
www.experis.com
www.fenestrainc.net
www.findly.com
www.firstsourcestaffing.com
www.fitzdrakesearch.com
www.forsyte.net
www.furstsearch.com
www.furstperson.com
www.futurestep.com
www.geometricresultsinc.com
www.guidantgroup.com
Guidant Group
www.guidantgroup.com
Guidant Group is a provider of strategic workforce management solutions
that create a competitive advantage for our clients by bringing simplicity and
transparency to complex recruitment processes. Guidant Group’s solutions include
Contingent Workforce Management (MSP), Recruitment Process Outsourcing (RPO),
Independent Contractor Compliance (ICC), Statement of Work (SOW) management
and Payrolling.
[50]
HRO TODAY MAGAZINE
| OCTOBER 2015
OTHER SERVICES
FS, IT
IT, P
I
IT, TECH
HRM, T&D, TECH
SCR
T&D
HRM
BC, EH, HRM, I, SCR, T&D, TECH, IT
HRM, SCR
SCR
HRM, TECH, IT, F&A
TECH, T&D, IT
SCR, HRM
SCR
TECH, IT
HRM, SCR, CON
HRO Today 2016
Resource Guide
Recruiting,
Staffing, &
Search
WHAT YOU
NEED TO KNOW
Divided into five types of services—online, recruitment technology, search, contingent
labor management, and full-service recruitment process outsourcing (RPO)—this category
is rapidly changing to help employers compete in the war for talent. Everest Group
estimates the current total contract value for the marketplace at $1.8 billion. According to
NelsonHall’s 2014 RPO market analysis and HRO forecast, RPO continues to be the fastest
growing HRO service line at a mid-teens CAAGR throughout the forecast period of 2018,
reaching nearly $6.6 billion.
COMPANY
URL
Headway Workforce Solutions
www.headwaycorp.com
OTHER SERVICES
EH, F&A, HRM, P, REL, SCR, T&D
HealthCareerWeb.com
www.healthcareerweb.com
Heidrick & Struggles International, Inc.
www.heidrick.com
HireAbility.com LLC
www.hireability.com
TECH
HireRight
www.hireright.com
SCR
HireSuite
www.HireSuite.com
TECH, IT
HireVision
www.hire-vision.com
HRM, T&D, SCR
HireVue
www.hirevue.com
Hirezone Exchange
www.hirezon.com
HR Anexi Private Limited
www.hranexi.com
HR Management Serivces
www.hrms.net
HRM
EH, HRM, I, T&D, TECH
HRMC, Inc.
www.hrmc.com
TECH, SCR
HRX
www.hrx.com.au
TECH
Hudson RPO
www.Hudson.com
Human Resource Dimensions
www.hrdracc.com
BC, HB, HRM, CON
HumCap LP
www.humcapinc.com
BC, HB, HRM, I, PEO, SCR, CON, T&D
Hyrian
www.hyrian.com
SCR, IT
Integrated Search Solutions Group
www.issg.net
SCR
IntegrityHR, Inc.
www.integrityhr.com
EH, HRM, PEO, CON, T&D
Jericho HR Group
www.jerichohr.com
Jobbex
www.jobbex.com
T&D, IT
Joule Inc.
www.jouleinc.com
IBM Kenexa Recruitment Services
www.ibm.com
I, P, CON, T&D, EH, FS, HRM, HRIS, IT, SCR
KellyOCG
www.kellyocg.com
BC, EH, HRM, CON
Kelly Services, Inc.
www.kellyservices.com
Kforce
www.kforce.com
Kinetix
www.kinetixhr.com
BC, HRM
Korn/Ferry International
www.kornferry.com
HRM
Labor Ready
www.laborready.com
LEAPJob
www.leapjob.com
Llyod Staffing
www.lloydstaffing.com
Lucas Group
www.lucasgroup.com
BC, EH, F&A, FS, HB, HRM, I, P,
PEO, PAE, SCR, CON, T&D, WEL
Lyons HR, Inc.
MBO partners
[52]
HRO TODAY MAGAZINE
www.lyonshr.com
www.mbopartners.com
| OCTOBER 2015
BC, HB, HRM, PEO, PAE, SCR, T&D, P
FS
HRO Today 2016
Resource Guide
Recruiting,
Staffing, &
Search
WHAT YOU
NEED TO KNOW
Divided into five types of services—online, recruitment technology, search, contingent
labor management, and full-service recruitment process outsourcing (RPO)—this category
is rapidly changing to help employers compete in the war for talent. Everest Group
estimates the current total contract value for the marketplace at $1.8 billion. According to
NelsonHall’s 2014 RPO market analysis and HRO forecast, RPO continues to be the fastest
growing HRO service line at a mid-teens CAAGR throughout the forecast period of 2018,
reaching nearly $6.6 billion.
COMPANY
URL
Merit Resource Group, Inc.
www.merithr.com
HRM, T&D, P
Millenium Software Service Solutions
www.mcsl.com
EH, IT
Momentum
www.mom-entum.com
Monster
www.monster.com
MrWeb
www.mrweb.com/usa
myHR partner
myhrpartnerinc.com
Net Temps
www.net-temps.com
NetShare.com
www.netshare.com
Novotus
www.novotus.com
OTHER SERVICES
SCR, T&D
EH
Objective Paradigm, Inc.
www.oprecruiting.com
OD Consulting Services
www.odconsultingservices.com
OnAssignment, Inc.
www.onassignment.com
PeopleScout/hrX
www.peoplescout.com
TECH
PeopleStrong HR Services
www.peoplestrong.com
BC, EH, HRM, TECH, I, P, CON
Pierpoint
www.pierpoint.com
Pontoon
www.pontoonsolutions.com
HRM, SCR, CON, T&D,
Pragna Technologies
www.pragnatech.com
TECH
PrincetonOne
www.PrincetonOne.com
Professional Recruiting Offices Inc.
www.proinc.com
Randstad Sourceright
www.randstadsourceright.com
Raymond International
www.globalrecruiter.com
RCI Recruitment Solutions
www.rcirecruitmentsolutions.com
Reardon Associates
www.reardonassociates.com
Remedy Intelligent Staffing
www.remedystaff.com
HRM, PEO, T&D, TECH
BC, HRM, TECH, SCR, T&D
Resource Solutions, Inc.
www.resourcesolutions.com
IT, P, CON, HRM, REL
RiseSmart
www.risesmart.com
TECH
Russell Reynolds Associates
www.russellreynolds.com
SCR
S. R. Clarke
www.srclarke.com
Search Logix Group
www.searchlogixgroup.com
REL
Search Wizards
www.searchwizards.net
CON
Select International, Inc.
www.selectinternational.com
TECH, SCR
Seven Step RPO
Snelling
www.sevensteprpo.com
www.snelling.com
T&D
Solomon Page Technology Partners
www.sptechpartners.com
Spencer Stuart
www.spencerstuart.com
Staffback
www.staffback.com
[54]
HRO TODAY MAGAZINE
| OCTOBER 2015
EH, IT
HRO Today 2016
Resource Guide
Recruiting,
Staffing, &
Search
WHAT YOU
NEED TO KNOW
Divided into five types of services—online, recruitment technology, search, contingent
labor management, and full-service recruitment process outsourcing (RPO)—this category
is rapidly changing to help employers compete in the war for talent. Everest Group
estimates the current total contract value for the marketplace at $1.8 billion. According to
NelsonHall’s 2014 RPO market analysis and HRO forecast, RPO continues to be the fastest
growing HRO service line at a mid-teens CAAGR throughout the forecast period of 2018,
reaching nearly $6.6 billion.
COMPANY
URL
Staff Management | SMX
www.staffmanagement.com
OTHER SERVICES
Staff Management | SMX
www.staffmanagement.com
Staff Management | SMX, a TrueBlue company, builds outsourcing solutions that
provide best talent, drive compliance, deliver tangible savings and yield sustainable
value. Our innovative “inside-out” approach, commitment to continuous
improvement and award-winning business model put client needs at the center
of everything we do. Staff Management | SMX ranked #1 in the 2015 Breadth of
Service category on HRO Today’s Baker’s Dozen Customer Satisfaction for Managed
Service Programs.
Strategic Advancement Inc
Strategic Performance Partners
Superior Group
www.sai-hr.com
www.marketleadership.net
www.superiorgroup.com
BC, HB, HRM, T&D
T&D
Superior Group
www.superiorgroup.com
Superior Group offers productivity solutions organized into complementary people,
process, and outsourcing portfolios. People-focused services include contract and
direct staffing, executive search, and payrolling services. Our process services
include VMS-automated managed service programs, independent contractor
screening, and SOW vendor management. Outsourcing solutions include CAD, risk
management, and IT outsourcing.
Supplemental Health Care
Talent Connections, LLC
Talent Fusion by Monster
Talent Retriever
Talemetry
TAPFIN ManpowerGroup Solutions
Teamwork Associates
www.supplementalhealthcare.com
www.talentconnections.net
www.talentfusion.com
www.talentretriever.com
talemetry.com
www.tapfin.com
www.teamworkassociates.net
HRM, T&D
EH
CON
T&D
IT, EH
OCTOBER 2015
|
www.hrotoday.com
[55]
HRO Today 2016
Resource Guide
Recruiting,
Staffing, &
Search
WHAT YOU
NEED TO KNOW
Divided into five types of services—online, recruitment technology, search, contingent
labor management, and full-service recruitment process outsourcing (RPO)—this category
is rapidly changing to help employers compete in the war for talent. Everest Group
estimates the current total contract value for the marketplace at $1.8 billion. According to
NelsonHall’s 2014 RPO market analysis and HRO forecast, RPO continues to be the fastest
growing HRO service line at a mid-teens CAAGR throughout the forecast period of 2018,
reaching nearly $6.6 billion.
COMPANY
URL
The Boss Group
The New York Times Company
The Novo Group
The Panaro Group LLC
The Rosen Group
The WorkPlace Group, Inc.
TheLadders.com
TMP Worldwide
Triumph Staffing
Vault.com
Velocity Resource Group
Volt Consulting Group
www.thebossgroup.com
www.nytco.com
www.thenovogroup.com
www.panarogroup.com
www.rosengroup.com
www.workplacegroup.com
www.theladders.com
www.tmp.com
www.triumphstaffing.com
www.vault.com
www.velocityresourcegroup.com
www.voltconsultinggroup.com
WilsonHCG
www.wilsonhcg.com
OTHER SERVICES
TECH, HRM, P, T&D
REL, SCR, T&D
SCR
HRM, T&D
WilsonHCG
www.WilsonHCG.com
WilsonHCG is a global talent solutions leader that operates on the
principle of providing true partnership to its clients. Delivering businessimpacting talent solutions – including recruitment process outsourcing
(RPO), talent consulting, contingent workforce solutions and executive
search – WilsonHCG is transforming its clients’ businesses through their
talent. Founded in 2002, the company headquarters is located in Tampa,
Florida. While optimizing clients’ talent strategies is essential, WilsonHCG
recognizes the relationships it develops lead to the results its clients realize.
Better People, Better Business.®
Workforce Solutions Group, Incorporated
www.workforcesolutionsgroup.com
Xelerate LLC.
www.xeleratellc.com
ZeroChaos
www.zerochaos.com
Yello
yello.com
Yoh, A Day and Zimmermann Company
www.yoh.com
[56]
HRO TODAY MAGAZINE
| OCTOBER 2015
SCR
HRO Today 2016
Resource Guide
Relocation
WHAT YOU
NEED TO KNOW
According to Atlas Van’s Corporate Relocation Survey 2015, nearly half of firms saw
volumes increase, and nearly half anticipate increases for next year as well. Nearly threefourths of companies outsourced relocation services in 2014. Relocation is on a steady
incline, and firms reported company growth and the lack of local talent as nearly equal
drivers of relocation last year. Organizations are seeing the benefit of aligning relocation
practices with talent management strategies.
COMPANY
URL
A. Arnold World Class Relocation
ABC Fry-Wagner/United Van Lines
Ace Relocation Systems, Inc.
Active Relocation (Switzerland) SA
Air Animal, Inc .. t/a Air Animal Pet Movers
AIReS
Airpets America
All Relocation Services, Ltd.
Allied Van Lines, Inc.
Altair Global Relocation
American Escrow & Closing Company
American Red Ball International, Inc.
American Relocation & Storage Systems
A-Mrazek Moving Systems, Inc.
Animal Land Pet Movers
Approach
Armstrong Relocation
Atlas Van Lines
Bekins Van Lines LLC
Beltmann Group Incorporated
Bosson Consulting
BR Anchor Publishing
BridgeStreet Global Hospitality
Briggs Freeman
Brookfield Global Relocation Services
Brown Harris Stevens
Budd Van Lines
Business Relocation Services, Inc.
Canada Wise
CapRelo
CARTUS
Century 21 Real Estate Corporation
CitiMortgage
Coldwell Banker Real Estate Corporation
Cornerstone Relocation
Corporate Housing by Owner
Cosmopolitan Canine Carriers, Inc.
Crown Relocations
Crown Worldwide Moving & Storage
Crye-Leike Relocation
www.aarnoldmoving.com
www.unitedvanlines.com
www.acerelocation.com
www.active-relocation.com
www.airanimal.com
www.aires.com
www.airpetsamerica.com
allrelocationservices.com
www.allied.com
www.altairglobal.com
www.americanescrow.com
www.redball.com
www.amrelocation.com
www.a-mrazek.com
www.petmovers.com
www.atlas-expat.com
www.armstrongrelocation.com
www.atlasvanlines.com
www.bekins.com
www.beltmann.com
www.ybosson.com
www.branchor.com
www.bridgestreet.com
www.briggs-freeman.com
www.brookfieldgrs.com
www.bhsusa.com
www.buddvanlines.com
www.brsmove.com
www.canadawise.com
www.caprelo.com
www.cartus.com
www.century21.com
www.citimortgage.com
www.coldwellbanker.com
www.cornerstonerelocation.com
www.corporatehousingbyowner.com
www.caninecarriers.com
www.crownrelo.com
www.crownwms.com
www.crye-leike.com
OTHER SERVICES
BC
T&D
T&D, P, F&A
BC, IT
F&A, P
BC, HB
TECH, P, F&A
BC, F&A
F&A, IT
BC
F&A, P
T&D
F&A, P, T&D, BC
T&D
FS, BC, IT
BC, T&D, F&A
FS, BC
OCTOBER 2015
|
www.hrotoday.com
[57]
HRO Today 2016
Resource Guide
According to Atlas Van’s Corporate Relocation Survey 2015, nearly half of firms saw
volumes increase, and nearly half anticipate increases for next year as well. Nearly threefourths of companies outsourced relocation services in 2014. Relocation is on a steady
incline, and firms reported company growth and the lack of local talent as nearly equal
drivers of relocation last year. Organizations are seeing the benefit of aligning relocation
practices with talent management strategies.
Relocation
WHAT YOU
NEED TO KNOW
COMPANY
URL
OTHER SERVICES
Cultural Awareness International Inc.
www.culturalawareness.com
T&D
CWS Corporate Housing
www.cwshousing.com
Daniel Bloom & Associates, Inc
www.dbaiconsulting.com
Dependable Auto Shippers (DAS)
www.dependableautoshippers.com
FS
Donath Relocation
www.donath.de
T&D, BC, F&A
Dwellworks
www.dwellworks.com
FS
E-Loan
www.eloan.com
ERA
www.era.com
Firstline Mobility
www.fmobility.com
France Global Relocation
www.fgrelocation.com
Fry-Wagner
www.fry-wagner.com
Global Mobility Solutions
www.gmsmobility.com
Graebel Relocation
www.graebel.com
Halstead Property
www.halstead.com
BC, REC, F&A
BC, FS, HB
Harry Norman Realtors
www.harrynorman.com
HomeBenefitIQ
www.HomeBenefitIQ.com
WEL
HomeServices of America, Inc.
www.homeservices.com
BC
Homewood Suites by Hilton
www.homewood-suites.com
Imlach Group
www.imlachgroup.com
IMPACT Group
www.impactgrouphr.com
T&D
Interim Homes Inc.
www.interimhomes.net
JK Moving & Storage, Inc.
www.jkmoving.com
BC, HB, F&A
Lexicon Relocation
www.lexiconrelocation.com
FS, F&A, T&D, SCR
Marriott ExecuStay
www.execustay.com
Mayflower
www.mayflower.com
FS, BC
MSI
www.msigbs.com
HRM, T&D
Moving.com
www.moving.com
MoveCenter
www.movecenter.com
BD, F&A
MoveTrek
www.movetrek.com
BC, FS
NEI Global Relocation
www.neirelo.com
Nino Properties
www.ninoproperties.com
North American Moving Services
www.northamerican.com
NRI Relocation
www.nrirelocation.com
NuCompass
www.nucompass.com
Oakwood Corporate Housing
www.oakwood.com
Omni
www.omnimoving.com
[58]
HRO TODAY MAGAZINE
| OCTOBER 2015
T&D, FS, F&A, BC
HRO Today 2016
Resource Guide
According to Atlas Van’s Corporate Relocation Survey 2015, nearly half of firms saw
volumes increase, and nearly half anticipate increases for next year as well. Nearly threefourths of companies outsourced relocation services in 2014. Relocation is on a steady
incline, and firms reported company growth and the lack of local talent as nearly equal
drivers of relocation last year. Organizations are seeing the benefit of aligning relocation
practices with talent management strategies.
Relocation
WHAT YOU
NEED TO KNOW
COMPANY
URL
OneSource Relocation
www.onesourcerelocation.com
Paragon Relocation
www.paragonrelocation.com
F&A, FS, BC
Paxton Van Lines Inc.
www.paxton.com
FS
PetRelocation.com
www.petrelocation.com
Plus Relocation Services, Inc.
www.plusrelocation.com
T&D, FS
RE/MAX Relocation Inc.
www.remax.com
FS, BC
Relocation America International
relocationamericainternational.com
Rental Relocation, Inc
www.rentalrelocation.com
Runzheimer International Ltd.
www.runzheimer.com
OTHER SERVICES
Ryder Move Management
www.ryder.com
Saunders 1865 International
www.saunders1865.com
SCR, F&A
SIRVA Worldwide Relocation & Moving
www.sirva.com
BC, FS
SIRVA Worldwide Relocation & Moving
www.sirva.com
SIRVA is a leading partner for corporations to outsource their mobility needs,
relocating and moving their executives and staff globally. SIRVA offers an
extensive portfolio of mobility services across approximately 170 countries
providing an end-to-end solution to deliver an enhanced mobility experience
and program control and security for customers.
Sterling Relocation
www.sterlingrelocation.com
Stevens Worldwide Van Lines
www.stevensworldwide.com
Stewart
www.stewart.com
SuiteAmerica
www.suiteamerica.com
The Corky McMillin Companies
www.mcmillin.com
The Pasha Group
www.pashagroup.com
The Relocation Department, Inc.
www.relocationdept.com
The Suddath Companies
www.suddath.com
[60]
HRO TODAY MAGAZINE
| OCTOBER 2015
T&D, FS, F&A
BC
HRO Today 2016
Resource Guide
Relocation
WHAT YOU
NEED TO KNOW
According to Atlas Van’s Corporate Relocation Survey 2015, nearly half of firms saw
volumes increase, and nearly half anticipate increases for next year as well. Nearly threefourths of companies outsourced relocation services in 2014. Relocation is on a steady
incline, and firms reported company growth and the lack of local talent as nearly equal
drivers of relocation last year. Organizations are seeing the benefit of aligning relocation
practices with talent management strategies.
COMPANY
URL
OTHER SERVICES
TheMIGroup
www.themigroup.com
BC, I, FS
TheMIGroup
www.themigroup.com
TheMIGroup understands that relocation is a very unique process. Every
corporation and relocating employee is different, requiring their own
custom-tailored solution. We take the time to create partnerships with
our clients that result in a deeper understanding of their needs for a
more seamless integration.
TheMIGroup – just a better fit.
TRC
Transcontainer Group
TransferEASE Relocation
U-Haul International
UniGroup, Inc.
USA-FACT
Validity Screening Solution
Victory Van Corporation
Visanow
Weichert Workforce Mobility
Wheaton World Wide Moving
WHR Group Inc.
Xerox Relocation & Assignment Services
Xonex
www.trcgs.com
www.transcontainer-group.com
www.transrelo.com
www.uhaul.com
www.unigroupinc.com
www.usafact.com
SCR
www.validityscreening.com
SCR
www.victoryvan.com
www.visanow.com
TECH, IT
www.weichertworkforcemobility.com
T&D, F&A
www.wheatonworldwide.com
www.whrg.com
BC
www.xerox.com/en-us/services/hr-outsourcing/global-mobility
www.xonex.com
OCTOBER 2015
|
www.hrotoday.com
[61]
HRO Today 2016
Resource Guide
Screening &
Workplace
Security
WHAT YOU
NEED TO KNOW
HireRight’s 2015 Employee Screening Benchmark Report finds 93 percent of respondents
report they receive benefits from conducting employment screening, and 56 percent
say the top benefit is improved quality of hires. Screening services continue to offer
employment and education verification as well as criminal background checks to help
companies mitigate risk. Technology advancements have made electronic employment
verification possible through E-Verify and Form I-9 solutions. Plus, integrating screening
with applicant tracking systems has myriad benefits including electronic filing of candidate
documents and adjudication capabilities.
COMPANY
URL
Accurate Background
A-Check Global
Acxiom Corporation
ADP Inc.
Advantage Hire, Inc.
AFIMAC
Allegiant International, LLC
Applicant Insight Inc.
Applicant Verification Specialist (AVS)
Atlas Risk Management
Assessment Technologies
Asurint
Aurico
background resources, inc.
Backgrounds Online
Background Profiles
BackTrack, Inc.
Brainbench, Inc.
Branan Medical Corporation
Business Information Group (BIG)
CARCO Group Inc.
Career Check, Inc.
Carolina Investigative Research Inc.
Certifinder, LLC
Certiphi Screening, Inc
COMPLY Corporation
Corporate Investigations, Inc.
Corporate Screening Services, Inc.
Critical Research, Inc.
Edge Information Management, Inc.
Employer’s Investigative Services
EmployeeScreenIQ
Employment Background Investigations
Employment Screening Resources (ESR)
EMSI Examination Management Services
Equifax
ERS Hire
FactsFinder.com
FICO
First Advantage Employer Services
First Contact HR
FirstLab
FirstPoint Background Screening Resources
General Information Services, Inc. (GIS)
Global HR Research
www.accuratebackground.com
www.acheckglobal.com
www.acxiom.com
www.adp.com
www.advantagehire.com
www.afimac-us.com
www.allegiantworks.com
www.applicantinsight.com
www.avshire.com
www.atlasbackground.com
www.employeetests.com
www.asurint.com
www.aurico.com
www.backgroundresources.com
www.backgroundsonline.com
www.backgroundprofiles.com
www.backtracker.com
www.brainbench.com
www.brananmedical.com
www.bigreport.com
www.carcogroup.com
www.careercheck.com
www.cir-nc.com
www.certifinder.com
www.certiphi.com
www.complycorp.com
www.ciilink.com
www.corporatescreening.com
www.criticalresearch.com
www.edgeinformation.com
www.eischecks.com
www.employeescreen.com
www.ebiinc.com
www.esrcheck.com
www.emsinet.com
www.equifax.com
www.ershire.com
www.factsfinder.com
www.fico.com
www.fadv.com
www.firstcontacthr.com
www.firstlab.com
www.firstpointresources.com
www.geninfo.com
www.globalhrresearch.com
[62]
HRO TODAY MAGAZINE
| OCTOBER 2015
OTHER SERVICES
IT, TECH
EH, TECH, P, PEO, SCR, HB, WEL
T&D
REC
TECH, T&D
TECH
REC, HRM, EH
P
T&D, HB, I
TECH, REC
TECH
TECH
HB
T&D, HRM,
IT, REC, F&A, T&Dq
T&D, REC
HRM
HRO Today 2016
Resource Guide
Screening &
Workplace
Security
WHAT YOU
NEED TO KNOW
HireRight’s 2015 Employee Screening Benchmark Report finds 93 percent of respondents
report they receive benefits from conducting employment screening, and 56 percent
say the top benefit is improved quality of hires. Screening services continue to offer
employment and education verification as well as criminal background checks to help
companies mitigate risk. Technology advancements have made electronic employment
verification possible through E-Verify and Form I-9 solutions. Plus, integrating screening
with applicant tracking systems has myriad benefits including electronic filing of candidate
documents and adjudication capabilities.
COMPANY
URL
Guardsmark
www.guardsmark.com
OTHER SERVICES
HireSafe
www.hiresafe.com
T&D, HRM, P
Hogan Assessment Systems
www.hoganassessments.com
HRM, T&D
HR ProFile Employment Screening, Inc.
www.hrprofile.com
iCrederity Inc.
www.icrederity.com
InfoMart
www.infomart-usa.com
InSource Employment Screening Services
www.insource-usa.com
IntegriView
www.integriviewtech.com
IntelliCorp
www.intellicorp.net
IRC
www.irverify.com
Justifacts Credential Verification, Inc
www.justifacts.com
Kroll Inc.
www.krollbackgroundscreening.com
TECH
McClain Group, LLC
www.pipability.com
REC, T&D
MeritTrac
www.merittrac.com
IT
MindData Systems, Ltd
www.minddata.com
MyEmployment
www.myemployment.com
National Employment Screening
www.national-employment-screening.com
NATIONAL SOURCE PUBLIC RECORDS, INC.
www.findtherecord.com
OPAC Testing Software
www.opac.com
Orange Tree Screening
www.orangetreescreening.com
OraSure Technologies, Inc.
www.orasure.com
PeopleG2
www.peopleg2.com
Peopletrail
www.peopletrail.com
Peopletrail®
www.peopletrail.com
Peopletrail® is a leading provider of custom employment screening, criminal
background checks, tenant screening, drug screening, ATS integration, &
corporate security solutions.
Oracle validated integration. NAPBS accredited. Only Peopletrail® combines
superior customer service through dedicated account managers with efficient,
state-of-the-art technology integration to deliver on-demand, accurate and
timely consumer reporting results.
Get your own complimentary consultation today. Call 866.223.8822 or
visit www.peopletrail.com
OCTOBER 2015
|
www.hrotoday.com
[63]
HRO Today 2016
Resource Guide
Screening &
Workplace
Security
WHAT YOU
NEED TO KNOW
HireRight’s 2015 Employee Screening Benchmark Report finds 93 percent of respondents
report they receive benefits from conducting employment screening, and 56 percent
say the top benefit is improved quality of hires. Screening services continue to offer
employment and education verification as well as criminal background checks to help
companies mitigate risk. Technology advancements have made electronic employment
verification possible through E-Verify and Form I-9 solutions. Plus, integrating screening
with applicant tracking systems has myriad benefits including electronic filing of candidate
documents and adjudication capabilities.
COMPANY
URL
Precheck
www.precheck.com
Pre-employ
www.pre-employ.com
Pre-Employment, Inc.
www.pre-employment.com
PreemploymentDirectory.com
www.preemploymentdirectory.com
PreHire Screening Services
www.prehirescreening.com
OTHER SERVICES
TECH
Presenting Solutions, Inc.
www.prevaluate.com
HRM, TECH, T&D
Profiles International
www.profilesinternational.com
REC, T&D, TECH
PsyMax Solutions
www.psymaxsolutions.com
HRM, REC, T&D
SecurTest
www.securtest.com
SHL Global
www.shl.com/us
REC, T&D
SkillSurvey, Inc.
www.skillsurvey.com
REC, TECH
SmartStart Employment Screening
www.smartstartemploymentscreening.com
SmartStart Employment Screening
www.smartstartemploymentscreening.com
SmartStart Employment Screening is a multi-national organization
offering worldwide solutions for employment screening. Unique
in almost every aspect, SmartStart offers proprietary software that
enhances our modern and personalized customer service methodology
resulting in an amazing customer experience. If you’re currently
frustrated with your screening program, SmartStart can offer you a
modern solution in an archaic industry.
Staffing Soft
www.staffingsoft.com
Stealth Partners, Inc
www.stealthpartners.com
SterlingBackcheck
www.sterlingbackcheck.com
TestExpressinc.com
www.testexpressinc.com
The Devine Group
www.devinegroup.com
TriCor Employment Screening
www.tricorinfo.com
Truescreen Inc.
www.truescreen.com
[64]
HRO TODAY MAGAZINE
| OCTOBER 2015
REC, TECH
REC, T&D, HB, WEL
HRO Today 2016
Resource Guide
Screening &
Workplace
Security
WHAT YOU
NEED TO KNOW
HireRight’s 2015 Employee Screening Benchmark Report finds 93 percent of respondents
report they receive benefits from conducting employment screening, and 56 percent
say the top benefit is improved quality of hires. Screening services continue to offer
employment and education verification as well as criminal background checks to help
companies mitigate risk. Technology advancements have made electronic employment
verification possible through E-Verify and Form I-9 solutions. Plus, integrating screening
with applicant tracking systems has myriad benefits including electronic filing of candidate
documents and adjudication capabilities.
COMPANY
URL
Universal Background Screening
www.universalbackground.com
OTHER SERVICES
Universal Background Screening
www.universalbackground.com
Universal Background Screening provides comprehensive background
screening services for companies of all sizes, with a commitment to
personalized, responsive service and accuracy in the information
we provide. As a fully accredited screening company, we work with
organizations across the country to make the background screening
process easier and ensure our clients know everything they need to
know about the people they hire. For more information, please visit
http://www.universalbackground.com.
US Search
Validex Employment Screening Services
VeriCorp
VeriData Services, Inc.
Verified Credentials, Inc.
Verified Person Inc.
Vertical Screen
Wonderlic, Inc.
[66]
HRO TODAY MAGAZINE
| OCTOBER 2015
www.ussearch.com
www.validex.com
www.vericorphr.com
www.veridataservices.com
www.verifiedcredentials.com
www.verifiedperson.com
www.verticalscreen.com
www.wonderlic.com
REC, T&D
HRO Today 2016
Resource Guide
Sourcing
Consultants &
Legal Services
WHAT YOU
NEED TO KNOW
Without lawyers and sourcing advisors, there would be no BPO. These high-priced
consultants provide advice that makes buyers brave enough to face their CEOs with their
HRO decisions. With costs as high as $2 million per mega-assignment, these advisors hold
the key to continued HRO and BPO growth.
COMPANY
URL
Alsbridge
Alston & Bird LLP
Altman Weil, Inc.
Baker & McKenzie
Barnes & Thornburg
Bersin by Deloitte
Bierce & Kenerson, P.C.
Carr, Morris & Graeff, P.C.
Cooley
Emigra Worldwide
Employment Law Alliance
Everest Group
Faegre Baker Daniels
Fisher & Phillips LLP
Fragomen
Gartner
Goodwin Procter LLP
Gowling Lafleur Henderson LLP
Greenberg Traurig LLP
Hammond Law Group LLC
Harmon & Davies, P.C.
HROplus.com
Hunton & Williams, LLP
ISG
Jackson Lewis
Janeeva
Jones Day
Kastner Westman & Wilkins LLC
Kirkland & Ellis LLP
Kramer Levin Naftalis & Frankel
Kunkel Miller & Hament
LegalShield
Littler Mendelson
Maney & Gordon, PA
Mayer, Brown, Rowe & Maw LLP
McDermott Will & Emery
McGinnis, Lochridge & Kilgore, LLP
Michael F. Corbett & Associates, Ltd.
Morgan, Lewis & Bockius LLP
Munsch Hardt Kopf & Harr, P.C.
Napierski, VanDenburgh & Napierski, L.L.P.
Neo Group
www.alsbridge.com
www.alston.com
www.altmanweil.com
www.bakermckenzie.com
www.btlaw.com
home.bersin.com/
www.biercekenerson.com
www.cmgpc.com
www.cooley.com
www.emigra.com
www.employmentlawalliance.com
www.everestgrp.com
www.faegrebd.com
www.laborlawyers.com
www.fragomen.com
www.gartner.com
www.goodwinprocter.com
www.gowlings.com
www.gtlaw.com
www.hammondlawgroup.com
www.h-dlaw.com
www.hroplus.com
www.hunton.com
www.isg-one.com
www.jacksonlewis.com
www.janeeva.com
www.jonesday.com
www.kwwlaborlaw.com
www.kirkland.com
www.kramerlevin.com
www.laborattys.com
www.legalshield.com
www.littler.com
www.maneygordon.com
www.mayerbrownrowe.com
www.mwe.com
www.mcginnislaw.com
www.corbettassociates.com
www.morganlewis.com/go/outsourcing
www.munsch.com
nvnolaw.com
www.neogroup.com
OTHER SERVICES
REC, HRM, TECH, EH, T&D
IT
PAE
FS
IT
HRM, P, TECH
HRM, IT
HRM,
BC, F&A, FS, HRM, IT
OCTOBER 2015
|
www.hrotoday.com
[67]
HRO Today 2016
Resource Guide
Sourcing
Consultants &
Legal Services
Without lawyers and sourcing advisors, there would be no BPO. These high-priced
consultants provide advice that makes buyers brave enough to face their CEOs with their
HRO decisions. With costs as high as $2 million per mega-assignment, these advisors hold
the key to continued HRO and BPO growth.
WHAT YOU
NEED TO KNOW
COMPANY
URL
Ogletree Deakins
Pillsbury Winthrop Shaw Pittman LLP
Rice & Associates, P.C.
ROI Advisory Group, Ltd.
Scopelitis, Garvin, Light & Hanson, P.C.
Seyfarth Shaw
Shearman & Sterling LLP
Sourcing Interests Group
TBI, Inc.
The Outsourcing Institute
VisaNow.com, Inc.
[68]
HRO TODAY MAGAZINE
| OCTOBER 2015
www.ogletreedeakins.com
www.pillsburylaw.com
www.ricelawyers.com
www.roiadvisorygroup.com
www.scopelitis.com
www.seyfarth.com
www.shearman.com
www.sig.org
www.tbicentral.com
www.outsourcing.com
www.visanow.com
OTHER SERVICES
BC, HRM
PAE
EH, IT
PAE, REC
HRO Today 2016
Resource Guide
Training &
Development
WHAT YOU
NEED TO KNOW
The United States market for outsourcing learning and training remains strong. Technology
has changed the marketplace and encouraged its growth. Classroom-led training is not
necessarily a thing of the past, but is often combined with some of the newer on-demand
learning techniques and web-based tools. Organizations are seeing the benefit of modern
learning: in a virtual Intranet; via social media networks; on smartphones and tablets;
through YouTube videos.
COMPANY
URL
OTHER SERVICES
AAIM Employers’ Association
Abreon
Accord Management Systems Inc
AIRS, an ADP company
Answerthink
Arial International
Bashen Corporation
Berlitz International, Inc.
Bloomberg BNA
CAL Learning
Capella University
CommLab India
Communispond
Cornerstone OnDemand
CorpU
Cultural Vistas
Delta L Printing
DeNinno Consulting and Training
Dragon Teambuilding Intl. Ltd.
Eagles Flight
Edcor
Emantras
Employ Solutions
Employer Training LLC
Enspire Learning
ETS
Evolve Performance Group
Expertus Inc
FirstNet Learning
Global Collaboration Partners
Global Learning Partners
GP Strategies
Horner & Associates, LLC
HRTrainingCenter.com
HudsonMann
Human Performance Institute
IIR
inlingua Language Center
Innergize Training Coaching Consulting
Interaction Associates
Intrepid Learning Solutions
Jones Knowledge Group
www.aaimea.com
www.abreon.com
www.accordmanagementsystems.com
www.airstraining.com
www.answerthink.com
www.arialinternational.com
www.bashencorp.com
www.berlitz.com
www.bna.com
www.callearning.com
www.capella.edu
www.commlabindia.com
www.communispond.com
www.cornerstoneondemand.com
www.corpu.com
www.culturalvistas.org
www.deltalprinting.com
www.deninnoconsulting.com
www.dragonteambuilding.com
www.eaglesflight.com
www.edcor.com
www.emantras.com
www.esondemand.com
www.employertraining.com
www.enspire.com
www.etsplc.com
www.evolvepg.com
www.expertus.com
www.firstnetlearning.com
www.gcplearning.com
www.globallearningpartners.com
http://us.gpstrategies.com
www.hornerassociates.biz
www.HRTrainingCenter.com
www.hudsonmann.com
www.hpinstitute.com
www.informaglobalevents.com
www.inlingua.com
www.innergizetraining.com
www.interactionassociates.com
www.intrepidls.com
www.jonesknowledge.com
PAE, REC
IT
SCR
TECH
CON, FS
REL
TECH
HRM, PAE
HRM
PAE, IT
TECH, HRM
TECH, SCR
HRM, TECH
TECH, REC, CON, EH
TECH
HRM, CON
PAE
REC
HRM, IT
OCTOBER 2015
|
www.hrotoday.com
[69]
HRO Today 2016
Resource Guide
Training &
Development
WHAT YOU
NEED TO KNOW
The United States market for outsourcing learning and training remains strong. Technology
has changed the marketplace and encouraged its growth. Classroom-led training is not
necessarily a thing of the past, but is often combined with some of the newer on-demand
learning techniques and web-based tools. Organizations are seeing the benefit of modern
learning: in a virtual Intranet; via social media networks; on smartphones and tablets;
through YouTube videos.
COMPANY
URL
OTHER SERVICES
Ken Blanchard
www.kenblanchard.com
Kepner-Tregoe
www.kepner-tregoe.com
IT
LSA Global
www.lsaglobal.com
HRM
McQuaig Institute
www.mcquaig.com
HRM, TECH, SCR
MDA Training
www.mdatraining.com
F&S, FS
NIIT
www.niit.com
NIIT
www.niit.com
NIIT offers Managed Training Services to global market-leading
companies. Built on the sound principles of running training like a
business, our services include Custom Curriculum Design and Content
Development, Learning Administration, Learning Delivery, Strategic
Sourcing, Learning Technology, and Advisory Services. With a team of
some of the world’s finest learning professionals, NIIT is dedicated to
helping customers increase the business value of L&D.
Online Employment Systems
www.onlineemploymentsystems.com
Organization Metrics Inc.
www.orgmetrics.com
Paradigm Learning
www.paradigmlearning.com
TECH, IT
Pearson English
www.globalenglish.com
IT
Performance Programs, Inc.
www.performanceprograms.com
HRM
Pilat
www.pilat.com
HRM, TECH, IT
PrimeGenesis
www.primegenesis.com
Profiles International
www.profilesinternational.com
Prospero Learning Solutions
www.prosperolearning.com
Raytheon Professional Services
www.rps.com
Reliant Live, LLC
www.reliantlive.com
Right Management
www.right.com
Root Learning
www.rootlearning.com
TECH
Saba Software, Inc.
www.saba.com
IT, SCR
SIGMA Assessment Systems, Inc
www.sigmaassessmentsystems.com
HRM, REC
Skillpath
www.skillpath.com
Skillsoft
www.skillsoft.com
[70]
HRO TODAY MAGAZINE
| OCTOBER 2015
HRM, SCR, TECH
HRM, TECH, SCR
HRO Today 2016
Resource Guide
Training &
Development
WHAT YOU
NEED TO KNOW
The United States market for outsourcing learning and training remains strong. Technology
has changed the marketplace and encouraged its growth. Classroom-led training is not
necessarily a thing of the past, but is often combined with some of the newer on-demand
learning techniques and web-based tools. Organizations are seeing the benefit of modern
learning: in a virtual Intranet; via social media networks; on smartphones and tablets;
through YouTube videos.
COMPANY
URL
SSA Training, Inc.
www.wrmtraining.com/wrm/
SumTotal Systems
www.sumtotalsystems.com
SurveyConnect, Inc.
www.surveyconnect.com
Take Charge Consultants, Inc.
www.takechargeinc.com
The Training Associates
www.thetrainingassociates.com
OTHER SERVICES
TECH
HRM
Thomson Reuters
www.thomsonreuters.com
CON, HRM, F&A
TMA World
www.tmaworld.com
REL
TPC Training Systems
www.tpctraining.com
TrainingFolks
www.trainingfolks.com
HRM, REC, CON
TrainingIndustry.com
www.trainingindustry.com
REC, PAE
viaPeople, Inc.
www.viapeople.com
HRM, TECH
Workplace Answers
www.workplaceanswers.com
OCTOBER 2015
|
www.hrotoday.com
[71]
HRO Today 2016
Resource Guide
Wealth &
Specialty
Benefits
WHAT YOU
NEED TO KNOW
Just like the health benefits market, the wealth and specialty benefits market is diversifying
rapidly, fueled by consumer-driven voluntary benefits, largely paid for by employees. The
defined-contribution pension, mostly known as 401(k) plans and funded almost entirely by
employees, is booming.
COMPANY
URL
OTHER SERVICES
AFLAC
www.aflac.com
BC
AB Global
www.abglobal.com
Alliance Bernstein Investments
www.alliancebernstein.com
Allstate Workplace Division
www.allstateatwork.com
American Express Company
www.americanexpress.com
American Funds
www.americanfunds.com
American Insurance Association
www.aiadc.org
Applied Underwriters
www.auw.com
BB&T Corporation
www.bbt.com
Bright Horizons Family Solutions
www.brighthorizons.com
Campus Door
www.campusdoor.com
Charles Schwab
www.schwab.com
Childtime Learning Center
www.childtime.com
CIGNA Behavioral Health, Inc.
www.cignabehavioral.com
BC, HB
CIGNA Disability Benefits
www.cigna.com
HB
CNA Insurance Companies
www.cna.com
BC
Colonial Life & Accident Insurance Co.
www.coloniallife.com
BC
Countrywide Pre-Paid Legal Services, Inc.
www.countrywideppls.com
CON
Delaware Investments
www.delawareinvestments.com/default.aspx
eflexgroup.com
www.eflexgroup.com
Eisner Amper
www.eisner amper.com
First American Funds
www.firstamericanfunds.com
Goldman, Sachs & Co.
www.gs.com
ING
www.ing.com
INVESCO
www.invesco.com
FS, F&A
FS
JP Morgan Chase & Co.
www.jpmorganchase.com
Legal Club of America Corporation
www.legalclub.com
PAE
Liberty Mutual Insurance Company
www.libertymutual.com
BC
Life’s Solutions EAP
www.lifessolutionseap.com
LifeStart Wellness Network
www.lifestart.net
Lincoln Financial Group
www.lfg.com
Lord Abbett
www.lordabbett.com
Manulife
www.manulife.com
MassMutual
www.massmutual.com
MetLife Insurance Company
www.metlife.com
BC
MFS
www.mfs.com
FS
Milliman USA
www.milliman.com
[72]
HRO TODAY MAGAZINE
| OCTOBER 2015
I
BC
HRO Today 2016
Resource Guide
Wealth &
Specialty
Benefits
WHAT YOU
NEED TO KNOW
Just like the health benefits market, the wealth and specialty benefits market is diversifying
rapidly, fueled by consumer-driven voluntary benefits, largely paid for by employees. The
defined-contribution pension, mostly known as 401(k) plans and funded almost entirely by
employees, is booming.
COMPANY
URL
OTHER SERVICES
Oppenheimer Wolff & Donnelly LLP
www.oppenheimer.com
Pan-American Life Insurance Company
www.palig.com
Perspectives Ltd.
www.perspectivesltd.com
Prudential Financial, Inc.
www.prudential.com
BC
Putnam Investments
www.putnam.com
FS
QTB Services, Inc.
www.qtbservices.com
BC
Securian
www.securian.com
T Rowe Price
corporate.troweprice.com
The Hartford Financial Services Group, Inc.
www.thehartford.com
The Newport Group
www.newportgroup.com
The Vanguard Group
www.vanguard.com
Transamerica Corporation
www.transamerica.com
Travelers Companies, St. Paul
www.travelers.com
TutorTime Learning Center
www.tutortime.com
BC
BC, I
Unum Life Insurance Company of America
www.unum.com
ValueOptions
www.valueoptions.com
BC
WageWorks, Inc.
www.wageworks.com
BC
Wells Fargo
www.wellsfargo.com
BC, FS, PEO
OCTOBER 2015
|
www.hrotoday.com
[73]
The Big Picture:
How Total Talent Management
Provides a Key View into Talent
With Beth Roekle, President, North America, Advantage xPO
Organizations that leverage a total talent management solution benefit from having
on-demand, qualified candidate pools to meet their unique staffing needs. This approach
also provides incremental value by giving companies the ability to tap into the full range
of their available talent resources—employees and non-employees. Beth Roekle, President,
North America for workforce solutions provider Advantage xPO, provides insight into how
organizations can leverage a total talent management model.
Q:
What value does total talent
management bring to an
organization?
The total talent management
model focuses on engaging
a company’s entire available
workforce into a holistic framework that
provides:
A
:
• Total workforce spend under
management
• Improved workforce flexibility/agility
• Complete workforce visibility
• Business intelligence to drive strategy
• Direct cost savings on bill rate and usage
• Customized metrics (SLAs and KPIs)
• Non-compliant spend elimination
• Increased workforce productivity
• Streamlined operations
• Reduction in wasted time
• Compliance management to mitigate risk
By having greater visibility into a
“blended” workforce, companies will be
able to optimize talent to meet demand
fluctuations, and balance labor costs with
workforce agility.
Q
A:
:
Why is this approach growing in
popularity?
A total talent management
strategy delivers improved access
to and faster on-boarding of
quality hires, enhanced compliance with
employment laws and tax regulations,
greater visibility into contracted labor
expenses, and improved coordination of
recruitment. A key driver is organizational
need for a “combined workforce view.”
According to industry experts, other
factors include:
• Continuing economic uncertainty
• Misclassification risks
• Shortfalls in workforce productivity
levels
• Skills shortages
• Globalization
• Technological innovation
• Supply chain cost pressures
• Constantly changing employment
legislation
Q:
A:
What role does technology play?
The underlying enabling
technology is a key component
of a total talent management
solution. The software platform
synchronizes a company’s blended
workforce and drives the integration of
sourcing processes, talent management
practices, technologies, and program
ownership into a unified resource.
The Vendor Management System (VMS),
a Web-based application to manage and
procure staffing services, will need to
integrate with the Applicant Tracking
System (ATS), a software application
that enables the electronic handling of
corporate recruitment needs. Companies
that blend their contingent-focused MSP
programs with their direct-hire focused
RPO programs into a unified technology
platform are also more likely to have
their VMS and ATS converge or be better
integrated. When these two converging
technologies are successfully synchronized,
significant cost savings can be realized.
SPECIAL THOUGHT LEADERSHIP SECTION
ADVERTORIAL
Advantage xPO
312-529-3030
www.advantagexpo.com
Best Practices For a Total
Talent Management Model
Best-in-class providers, such as Advantage xPO, deliver
total talent management solutions for clients to better
manage their contingent and permanent employees.
Some best practices include:
1. Focus on the development of a total talent
management strategy to create an understanding of the
value this solution delivers: greater visibility into the
employment process for compliance, consistency in a
single provider handling diverse workforce needs, and
information to manage the temporary and permanent
workforce.
2. Properly identify and classify which roles are critical to
the organization’s success, which roles have succession
plans, and which roles can evolve into full-time positions.
It is crucial to identify the types of workers needed and in
what ratio to maximize productivity/cost-effectiveness.
3. Develop and implement an enterprise-wide
communications plan during the total talent management
program implementation phase, and periodically,
thereafter. A communications plan creates awareness,
educates the enterprise on processes, responds to
employee concerns, and proactively solicits stakeholder
feedback.
4. Align current purchasing process with the new model.
Before integrating contingent workers with an employed
workforce, assign the appropriate amount of scrutiny for
large commitments and contract liabilities and the most
streamlined process to accommodate the total talent
management model.
5. Develop and implement a metrics reporting/analytics
dashboard to provide access to data and a robust
suite of customizable reports that show service level
performance, contractor labor spending, contractor
headcount and hours, and total contingent cost.
Winning the War For Talent:
Successful Recruiting Strategies
Driven by Marketing
With Susan Vitale, Chief Marketing Officer, iCIMS
In a tight labor market, organizations need to leverage forward-thinking strategies in order to gain
a competitive edge. Industry forces—like social media, networking channels, and company review
sites—are changing the way savvy candidates approach their job search. In fact, iCIMS’ research shows
that 20 percent of job seekers visit sites like Glassdoor before applying for a job. Today’s talent is better
informed and this is shaping the way recruiters leverage resources and technology. Susan Vitale, chief
marketing officer for iCIMS, says smart talent acquisition teams need to take cues from marketing in
order to attract the best candidates and fill their open positions.
Q
:
How can approaching recruiting
more like marketing improve the
talent acquisition process?
We’ve seen a parallel between
recruiting and sales for years.
Recruiters are essentially selling
a candidate on an employer brand and
a specific position. They can’t cold call
on candidates anymore; recruiters need
effective marketing in order to position
the company in best possible light.
A
:
Recruiters can achieve this in several
ways:
• Create a positive candidate experience.
Organizations need to ensure their
candidate experience is one that
will encourage job seekers to make
a change. The application process
should be tech savvy: Easy to access
via mobile devices with the ability to
apply for a role through a social media
profile. Candidates should also be able
to upload a resume through Dropbox
or Google Drive.
• Leverage social media effectively.
Posting job openings to LinkedIn
or Twitter is not a strategy—it’s
table stakes. Organizations need
to use social media channels to
communicate their employer brand
to paint an authentic picture. Use
Twitter, Perioscope, and Instagram
to show what it’s like to work at your
company through photos and videos.
This content can help communicate
company culture and employee value
proposition (EVP). It’s about engaging
potential employees. Content is king,
iCIMS
732-654-6514
www.icims.com
Market to
candidates with
custom content
designed
for specific
audiences.
For example, career site buttons allow
candidates to subscribe to different
types of communications. It could be
something as simple as “click here to
connect with us” or “tell me more about
new roles as they become available.”
This will help drive different talent
pools that recruitment marketers can
communicate with and source from in
the future. iCIMS’ Hire Expectations
Institute research finds that 52
percent of U. S. companies believe that
building a talent pool is the top talent
acquisition priority.
but it needs to be solid, personalized
information.
Technology also allows organizations
to set up automatic communication
blasts individualized for pools. This
keeps candidates engaged with an
organization’s culture and EVP. When
a job becomes available, the recruiter
doesn’t have to start from scratch; they
have a pool of interested candidates.
• Encourage employee referrals. iCIMS’
Hire Expectations Institute research
finds that employee referrals are
the most significant source of hire,
with around 34 percent of hired
applicants referred to an organization
by employees. Regardless of
demographic, candidates love seeing
videos that show employees saying
why they work at an organization and
what a day in the life is like. Today’s
HR tech tools allow employees to
broadcast job openings on Facebook
and LinkedIn pages to drive referrals.
Q:
A:
What role does technology play?
Today’s marketing automation
technology allows recruiters
to nurture candidates through
email communications and networking
in order to keep people engaged before
they are otherwise ready for a new job.
SPECIAL THOUGHT LEADERSHIP SECTION
ADVERTORIAL
Q:
A:
How does this link to your
overall strategy?
Data from automated
marketing technology helps
support organizations’ goforward strategy, Analytics can show
communication preferences and
provide guiding principles in the future
to ensure content is driving results.
Organizations think technology is
strategy, but it’s a tool. When used
effectively, it can drive new prospective
candidates into a talent pool that is
looking to be engaged with—and
ultimately hired.
Recognizing Your Workforce:
Six Employee Engagement
Trends for 2016
With John O’Brien, VP of Employee Performance, BI WORLDWIDE
As the importance of employee engagement continues to increase, organizations are looking for strategies
to enhance the workplace, recognize employee contributions, and reinforce good work. A total rewards
model can help contribute to a productive, safe, and satisfying work environment where employees can
thrive, says John O’Brien, VP of Employee Performance for global engagement agency BI WORLDWIDE. In
fact, research from The Corporate Leadership Council finds that employee recognition programs can improve
retention by 87 percent and can increase productivity by 20 percent. Based on recent research conducted by
BI WORLDWIDE, O’Brien advises six trends that HR can leverage to improve employee engagement.
1. JUST MAKE THEM HAPPY. One of
the best things you can do for your
business is to make your employees
happy. Today’s workforce wants to
enjoy their work and find meaning in it.
Organizations need to understand the
power of reciprocity: invest in employees
and it will pay back dividends. For
example, let employees volunteer
during company hours or take on work
outside their specific roles. Exposure
to these types of experiences will mold
workers and provide them growth.
2. MANAGERS MATTER. At the root of the
service-profit chain is better customer
service delivers better profits—and
managers are responsible for making
this happen. The power of recognition is
key for a positive employee experience.
Managers need four tools to earn the
biggest return on recognition:
• Communication: expressing to managers
why recognition is important
• Training: demonstrating tactics that
show recognition is a valuable tool
• Measurement: tracking results and
making managers accountable
• Delivery: providing tools—websites,
platforms, budgets—to give recognition
3. MAKE WORK MEANINGFUL. There
has been a recent shift in the
workplace: Jobs are easier to find and
employees are more open to new
opportunities, especially Millennials.
Organizations need to create a
positive workplace experience
and offer employees challenging
work. In order to retain Millennials,
organizations should allow this techsavvy generation to take risks and
lead projects—from planning and
presenting to execution. Give your
employees the wings to fly.
4. LEAD WITH COMPASSION. Between
28 and 36 percent of people work
with a dysfunctional leader that
hinders them professionally, reports
Dr. Brad Shuck, Assistant Professor
at the University of Louisville and an
internationally respected researcher on
the psychology of engagement. On the
other hand, Dr. Shuck and Maryanne
Honeycutt-Elliott, founder of The
Acorn Group and expert in leadership
development and executive coaching,
find that employees who work for a
leader who is authentic, holds others
accountable, and shows empathy
are more likely to be engaged with
their work and report higher levels
of overall wellbeing. Organizations
should focus on three areas:
• Cast a broad vision by aligning
strategic business goals to goals that
are meaningful to employees.
SPECIAL THOUGHT LEADERSHIP SECTION
ADVERTORIAL
BI WORLDWIDE
www.biworldwide.com
• Have an outward focus and take
initiatives to develop teams.
• Listen to employees and provide
helpful feedback.
5. MEET THEM WHERE THEY ARE. Your
employees are accustomed to pulling
out their mobile devices whenever
they have a spare minute, whether it’s
standing in line for coffee or during
lag time between meetings. They crave
instant, easy access to news, apps,
pictures, videos, statuses—and on
their terms. Your recognition program
should cater to these expectations, or
it will lack the adoption you’re seeking.
Incorporate social elements like news
feeds, comments, and sharing, built using
responsive design or in a native app.
6. TRAIN MORE WITH LESS. Attention
spans are declining: The average person
spends about 8 seconds paying attention
to something before they move on.
In order to meet the needs of today’s
learner, deliver small bits of information
on demand—learning snacks—that
allows the learner to dictate when and
for how long they learn. Make sure the
content is relevant, effective, and fills a
knowledge gap.
To learn more about trends for
2016 in employee engagement
and recognition, visit
www.biworldwide.com/trends.
Strategies for the Future:
How to Attract and Retain the
Best of the Millennial Generation
With Taryn Owen, President, PeopleScout
In the United States alone, there are approximately 80 million Millennials, and researchers expect these
skilled young people to comprise 46% of the workforce by 2020. When searching for new talent, many
organizations tout benefits packages and financial incentives in order to attract and retain their top
candidates. However, the priorities of Millennials are often as dynamic as their valuable skills. Members of
the new talent market often perceive respect and employee engagement as the ultimate job perks, causing
many organizations to explore better ways of attracting and retaining these valuable young candidates.
Q:
A:
Who are Millennials and what do
they value in their employer?
There is no rigid timeline
to define Millennials, but
researchers have loosely
described a Millennial as anyone who
was born from the early 1980s to the
early 2000s. As the most socially diverse
generation in history, Millennials often
put great value on an employer’s
social responsibility, opportunities for
advancement, and sense of community.
Q
:
What unique traits do
Millennials bring to today’s
workforce?
As a generation that grew
into adulthood alongside
rapidly changing technology,
most Millennials are extremely techsavvy. They seem to have a hunger
for learning that is unmatched in
today’s workforce and most will prove
dedicated to a job that provides
them with a sense of “meaning.”
As they place so much value on
social responsibility, the majority of
Millennials wish to share their gifts
and make a positive impact in the lives
of others, resulting in an ambitious,
optimistic workplace. In addition,
Millennials aren’t afraid to share their
thoughts and ideas, thus preferring a
workplace that has a collaborative and
A
:
innovative sense of community, rather
than one that is constrained by rank or
tradition.
Q
:
What are some specific ways that
employers can attract and retain
the Millennial generation?
:
A
1. Emphasize corporate social
responsibility. Corporate giving
and volunteer projects are great ways
to give Millennials a sense of a higher
purpose. In addition, addressing social
and ethical issues within a corporation’s
specific industry will likely appeal to
Millennials, enticing them to apply and
contribute.
2. Allow them to be mobile. Employers
that embrace the mobility of the
smartphone and give their candidates
a simple and efficient mobile apply
solution will likely attract the highest
performing Millennials. In addition,
organizations that allow their
employees to work outside of the
office on mobile phones or tablets, or
that implement practices like BYOD
(Bring Your Own Device) will certainly
see a rise in productivity among their
Millennial workers.
3. Don’t wait to communicate. When
attracting Millennials, it is important to
prioritize communication throughout
the onboarding process. Millennials
desire real-time feedback and they
SPECIAL THOUGHT LEADERSHIP SECTION
ADVERTORIAL
PeopleScout
www.peoplescout.com
will appreciate an employer’s effort
to answer questions and provide
additional information prior to day
one start. Once hired, employers
should continue to facilitate open and
ongoing two-way communication.
Frequent check-ins are preferable
to formal performance reviews and
will likely create a comfortable, open
environment where Millennials feel
encouraged to learn and contribute as
much as possible.
4. Give them room to grow. As young
and optimistic workers, Millennials
naturally want to learn and advance.
Discussing career advancement
opportunities during the interview
process is a great way to attract
Millennial candidates. Transparency is
important to growth, so it is a good
idea to ensure that any available
promotions are readily visible once
Millennials have joined the team.
5. Foster a sense of community. As the
most connected generation, Millennials
crave a sense of community within a
workplace. Social media engagement
and a strong social media presence
are ideal for a company that wishes
to attract Millennials. Once hired,
most Millennials will continue to stay
with a company that has activities,
committees, and outings that
encourage a sense of belonging.
www.VistanceLearning.com
THE PROVEN POWER OF
EMPLOYEE RECOGNITION
with Jordan Hart - Vistance Learning Specialist
Jordan Hart
1-866-381-6372
jordanHart@rideau.com
Your best workers are responsible for producing the lion’s share of your profits. Are you recognizing their contributions? According to research
from Deloitte, 70 percent of workers receive either no recognition or merely an annual pat on the back. When employees get lost
in this way, they leave for new jobs, creating turnover costs that can run anywhere between 20 percent and 200 percent of the
annual salary in each instance. Jordan Hart, Vistance Learning Specialist at Rideau Recognition Systems, says teaching managers
how to recognize and reward employees can not only stop the bleeding but also boost performance across your organization.
Q:
A
:
HOW DO YOU DEFINE EMPLOYEE
RECOGNITION? IS IT JUST SAYING
THANK YOU?
Q:
Sometimes, yes! But mostly we
are talking about a systematic
Happy employees perform better.
That’s just a fact, and it’s supported
by research. So why don’t more
organizations actively seek to develop
cultures that produce happy, productive
workers? Mostly, because recognition has
been in the hands of consultants rather
than front-line managers. No one has
taken the time to develop a scientificallygrounded curriculum of recognition best
practices. We’re changing that with Vistance
Learning, and clients are already seeing the
results.
approach to recognizing
and rewarding exceptional work by
exceptional people. We’re talking about
a recognition culture where managers actively
seek out and acknowledge the workers whose
efforts are aligned with corporate strategy.
A good example might be the customer
service representative who has a reputation
for never leaving work until all her inbound
requests are either answered personally
or handed off to someone who is better
equipped to handle the situation. Is she
closing million-dollar deals? Not quite, but
recognizing that level of commitment is
nevertheless important because it’s sure to
be appreciated by the customers she serves!
Q:
OK, SO THIS IS IMPORTANT.
HOW DOES VISTANCE LEARNING
ENCOURAGE RECOGNITION?
:
Rideau Recognition Solutions has
decades of experience helping
companies recognize and retain their
best talent. In that time, we’ve measured
what works and what doesn’t, codifying it all
into what we call a Recognition Skills Assessment
that forms the basis of Vistance Learning.
A
With it, we’re teaching managers how to
make recognition a daily practice. Each
module was designed and developed
by our in-house global recognition
experts and sessions are delivered
in 10-minute-or-less lessons,
concentrating learning without
disrupting scheduled work.
ADVERTORIAL
BUT HOW CAN YOU MEASURE
THE IMPACT OF SOMETHING
THAT’S SO TOUGH TO DEFINE?
:
A
On average, organizations that
implement Vistance see an 86
percent improvement in employee
engagement, a 95 percent
improvement in employee retention,
and a 78 percent improvement in
worker productivity.
Q
:
HOW SHOULD A COMPANY
IMPLEMENT A RECOGNITION
TRAINING SYSTEM SUCH AS
VISTANCE? WHAT NEEDS TO
BE IN PLACE?
More than anything, a willingness
to eliminate toxic habits that foster
turnover. As the numbers show, it’s
worth the effort! It’s also easy to get started.
:
A
Vistance Learning is grounded in a
unique and scientifically-driven online
assessment that helps managers understand
what recognition skills they need to
improve. A custom-built algorithm
then prescribes a tailored training
regiment that requires no more than
www.Rideau.com
10 minutes per module. Embedded
measurement tools set benchmarks for each
participant and track progress. Finally, the
entire system is SCORM and AICC compliant
for system integration efficiency and
flexibility.
Vistance Learning is a crucial tool that’s
arrived at a crucial time, and we know
that it works. In organizations where
systematic recognition occurs,
employee engagement, productivity,
and customer service are 14 percent
higher than in companies that fail to
recognize their workers’ contributions.
That’s a serious performance advantage, and
it’s within reach right now.
You can sign up for a 10 day free trial at
www.VistanceLearning.com
The 5 Recognition Skills
Every Manager Needs
Appreciative Listening. Remove
distractions, focus attention when
engaging subordinates.
Recognition Talking. What
specific actions are you
recognizing? Be clear to encourage
repetition.
Praiseworthy Actions. Recognize
good work when and where you
see it, consistently.
Reward Giving. Make it personal,
specific, and in context. Recognize,
then reward.
Acknowledging Intent.
Recognize and reward behavior
rather than outcomes.
SERVICES AND TECHNOLOGY
A S S O C I A T I O N
Hello HR Executive,
Plan and prepare in a careful, thorough manner before taking action, or as a good friend in construction told me, measure twice, cut once. Easier said than
done when we apply that same principle to a business process, and specifically, to the fast paced world of recruitment.
In July of 2015, the HRO Today Services and Technology Association finalized a research study conducted in regards to the key performance indicators used
to evaluate the success of a company’s talent acquisition activities. This report provides a pulse check on how recruitment strategy and sourcing plans
impact hiring metrics—it tracks how recruiting metrics are being used, and reveals what indicators will impact attracting and hiring great talent. To plan,
staff and budget a recruitment function, the only valid metrics are those which have been developed and tracked within one’s own organization over time,
although comparisons help to ensure you have an industry benchmark. Members are encouraged to view this data as a simple comparison of their own
performance against national averages.
Sample findings include:
• Nearly one-half of companies do not formally track where they get their candidates
• The average cost per hire over time is changing, due to the impact of Internet recruiting
• Predictive analysis is an upward trend, with the transportation/warehousing industry at the forefront
• And much more data, across multiple industries
Predicting the future of recruitment initiatives and candidate attraction and satisfaction is a difficult job. Research, industry benchmarks and comparisons
are all additional tools to assist you in evaluating and planning for the future hiring success of your companies and/or customers! I hope you find these
metrics and comparisons useful and utilize them to review and set your talent acquisition standards and practices.
Measure twice, hire once.
Zachary
D. Zachary Misko
VP – Global Executive Director
HRO Today Services & Technology Association
TO DOWNLOAD REPORT (members only), visit http://bit.ly/HROTresearch.
TO JOIN THE ASSOCIATION TO GAIN ACCESS TO THIS RESEARCH,
visit http://bit.ly/hrotodaymembership.
For more information, please contact: Zachary Misko, Global Executive Director
at Zachary.Misko@SharedXpertise.com or +1.215.606.9552.
The NelsonHall Report
Driving Learning Forward
New approaches are shaping how organizations
train employees.
By Gary Bragar
Findings from NelsonHall’s sixth global learning business
process outsourcing (LBPO) market analysis show
continued LBPO growth, at mid-high single digits across
all regions, confirming that organizations are increasing
their investments in learning programs. Talent is a main
factor driving this growth, with today’s competitive
climate making it increasingly difficult for organizations
to attract, engage, and retain top performers. Investing
in employees by providing them with the necessary
means to develop is proving to be a beneficial strategy.
In recent years, learning initiatives have demonstrated
business value and solid ROI.
The next generation of learning solutions is allowing
organizations to incorporate the right mix of learning
modalities to engage employees including:
• Formal: traditional classroom and virtual instructor-led
training
• Enabled: job-specific, on-demand, micro-learning
content delivered via mobile devices and social
collaboration
• Technology-based: corporate massive open online
courses (MOOCs), gamification, simulations, and virtual
worlds
• Blended: driven by geographically dispersed workforces
and virtual employees
The new workforce wants to be engaged in shorter
learning bites with instant access to information. They
want to learn collaboratively by using video and gaming
technology. Social learning is also enabling organizations
to experience a higher level of employee engagement
and speed to competence at lower costs.
The research study revealed some of learning BPO’s top
drivers, including:
• The ability to develop and implement a centralized,
standardized, and automated training process across
the organization to support growing and global
workforces.
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HRO TODAY MAGAZINE
| OCTOBER 2015
• Access to a common set of tools, processes, and systems
with more efficient training methods including just-intime learning, micro-learning, and mobile learning.
• Cost reduction while improving training efficiencies.
• The delivery of innovation and best practices, including
new ideas, process improvements, and technologybased learning modalities such as gamification,
simulations, and MOOCs.
• Improvements in business results, workforce
capabilities, and performance.
• Increases in revenue by improving productivity and
filling knowledge and skill gaps.
• Access to analytics that align with business needs to
demonstrate improved performance.
• Improvements in compliance, especially in high risk/
consequence environments.
Case Study: NCR Corporation
Consumer transaction technology company NCR
Corporation has experienced several benefits from
learning BPO. They have been working with Raytheon
Professional Services (RPS) since 2012. “RPS partnered
with NCR Global Learning to reinvent NCR’s learning
by leveraging performance analytics, technology, and
innovation in collaboration with internal functional
groups,” explains Russell O’Brien, managing director of
RPS North America.
The challenge: NCR’s on-boarding curriculum was 90
percent instructor led and took 20 weeks to complete. As
a result, it required three separate trips to NCR’s central
training facility in Peachtree City, Georgia. This traditional
approach to training drove up travel expenses while the
time to competency was too long to effectively onboard a
wave of more than 200 new hires. But the training program
was imperative to the business, with the goal to maintain
a high level of performance and customer satisfaction for
servicing financial and retail equipment of NCR clients.
The NelsonHall Report
NCR sought a new innovative learning strategy that
leveraged performance analytics, technology, and sound
instructional design to transform the way customer
engineers were trained. This included:
• Leveraging performance analytics. RPS mined and
analyzed data from 860,000 work orders, performed
by 3,500 customer engineers around the United States.
The analysis included the areas of failure, root causes
of these incidents, actual repairs performed, and
revisit rates for each of these work orders. Some of
the insights gained from these performance analytics
included the following: the majority of work orders
were covered by 20 most frequent areas of failure;
performance profiles for individual customer engineers
were mapped to targeted training interventions; and
a U.S. density analysis with the most optimum delivery
network (one hub and four spokes).
• Blending the curriculum with learning technology and
a performance support tool. RPS applied its curriculum
architecture process to dissect more than 800 lessons
from the on-boarding program and allocated learning
objectives to the most appropriate media. This
curriculum analysis resulted in the design, development,
and launch of new learning modules including online
diagnostics exercises or highly interactive simulations.
The remaining part of the curriculum was streamlined
to remove duplicative content and better align learning
with NCR actual field challenges. Over time, RPS
progressively introduced new learning technology
such as interactive PDFs, “chalk-talk” and emerging
issue videos, virtual classroom training, and a new
performance support tool.
Results: The new strategy resulted in improved learning
system efficiency, accelerated time to competency, and
increased employee engagement with a modern learning
approach. NCR experienced these results:
• Annual training completions increased by 167 percent
to nearly 60,000 annual completions
• Annual training-related costs (including travel, facility,
parts, learning management system, development,
The new workforce wants
to be engaged in shorter
learning bites with instant
access to information.
delivery, sub-contracts, and learning management
team) were reduced by 17 percent
• Time to productivity was reduced to eight weeks (from
20 weeks prior to implementing the new curriculum)
while maintaining the same level of performance
• Blended learning solution also generated 6,959 new
international completions
NCR reinvested part of the savings to establish a new
hub-and-spoke model, and bring training closer to the
field. Leveraging the outcome of the analytics studies,
the organization decided to establish a network of four
new training satellites in the West, South, East, and MidWest, together with headquarters in Georgia. This new
facility footprint increases coverage from six percent of
learners able to drive to the next training location to
nearly 49 percent.
With NCR’s 60 percent improvement in the ability to turn
a new hire into a productive employee, the organization
reduced non-productive employee expenses and lost
revenue opportunities, and enhanced the company’s
agility and reactiveness to meet new and evolving
business demands.
The creation of a more efficient training program that
leverages analytics has enabled RPS to demonstrate
business value obtained by NCR.
Gary Bragar is HRO research director for NelsonHall.
OCTOBER 2015
|
www.hrotoday.com
[81]
The Benefits Package
A Penny Saved
Effective ways organizations can encourage
employees to bank for retirement.
By Jamie McInnes
Many Americans are working longer since they don’t have
the financial security to retire as early as anticipated, finds a
Gallup poll. There are several implications that come along
with an aging workforce that can impact a company’s bottom
line. More experienced and tenured workers require higher
compensation costs. Plus, when an older employee choses not
to retire, younger workers can’t transition into more senior
roles. This may cause turnover since those top-performing
younger candidates will seek employment elsewhere. All of
these factors can impede promoting an inclusive and growthoriented company culture.
Unfortunately, Bankrate finds that 14 percent Americans are
saving less for retirement at a time when employer-sponsored
defined benefit (DB) plans are waning as longevity and retiree
expenses, particularly healthcare costs in retirement, continue
to increase. Employees need to save early and industry leaders
need to find a better way to connect with them to help them
understand and simplify their choices.
The retirement industry has tried to address these growing
issues for years through a number of new products and plan
design features. These include:
• Auto enrollment: This feature in a retirement plan allows an
employer to enroll an eligible employee in the employer’s
plan unless the employee elects otherwise.
• Auto escalation: This feature in a retirement plan requires
participants to make a commitment to automatically raise
their savings rate annually.
• Guaranteed income products: Often referred to as an
annuity, it is a product where, for an initial investment,
an individual receives a guaranteed income stream for the
remainder of his or her life.
• Innovative match formulas: For employees to receive a
contribution from their employer, the employee must
contribute a specified percentage into a 401(k) plan. The
employer will then match that contribution to the retirement
plan being offered.
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HRO TODAY MAGAZINE
| OCTOBER 2015
Using automatic plan features can help increase savings, plan
participation rates, and overall outcomes. For example, autoescalation allows employees to steadily increase their savings
rate each year. In many cases, these products have made a
difference, but employees need access to better engagement
tools. Plans that offer customized assistance about issues,
like how much to invest and allocate to different investment
classes, are highly valued by many of today’s overwhelmed
participants.
Organizations should also consider tying business goals with
participation. For example, if a company is looking to increase
retention and longer tenure, it can leverage a tiered match
approach. Longer-term employees would receive a greater
retirement savings match. If it gradually increases, employees
will be encouraged to stay with their organization.
Technology is also allowing organizations to find new ways to
reach people. Advisors and providers are embracing new ways,
like online videos, quizzes, and interactive activities, to inspire
participants to take action based on emotional and rational
techniques. Momentum toward mobile access is providing a
faster, more convenient experience. Providers have created
apps for both mobile and tablet devices, along with intuitive
websites, to engage employees and educate them about their
retirement needs.
Behavioral science research shows that when people
internalize the reasons for which they pursue a goal, and start
acting to achieve values for their own sake and right, they are
more likely motivated to save. On the other hand, people who
feel overwhelmed or intimidated by retirement plans are less
likely to plan for their financial future.
The long-term financial well-being of American workers
needs to be a critical component for organizations, plan
sponsors, and advisors. American workers deserve to have the
confidence that a secure retirement is achievable.
Jamie McInnes is senior vice president and head of the total
retirement solutions within Prudential Retirement.
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