Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Showing posts with label Talent Acquisition. Show all posts
Showing posts with label Talent Acquisition. Show all posts
Wednesday, April 04, 2007
Wednesday, March 07, 2007
Interesting Contingent Workforce blog posts for the week of March 1 - 7th
| 6 hours ago by Bill Inman ... so the nation can double the number of graduates in those areas by 2015. See the whole story at the financial times here. Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing. Workforce Vision - http://workforcevision.blogspot.com/index.html [ More results from Workforce Vision ] |
| 5 Mar 2007 by z One of the key reasons for the rise of depression, dissatisfaction and malaise in modern Japan is the changing nature of work, and the decline of community within Japan. I’ve just read a piece by Masahiko Ishizuka, originally published ... AsiaFile - http://www.shuttingoutthesun.com/wordpress |
| 5 Mar 2007 Original post by Levi Strauss & Co. and software by Elliott Back. RetailInsider.net - http://www.retailinsider.net |
HOME BASED BUSINESS - THE CONTINGENT WORK FORCE!
| 3 Mar 2007 by Howard Hanson Many of these individuals became a part of what has come to be called the contingent workforce. The contingent workforce consists of temporary, part-time, contract and leased employees along with people who simply decided the time was ... HOME BASED BUSINESS COMMUNITY - http://homebasedbusinesscommunity.blogspot.com/index.html |
Albany Acquires eWork Services to Expand US Contingent Workforce ...3 Mar 2007 by HR Marketer
MOUNTAIN VIEW, CA—March 1, 2007—Albany, a leader in global contingent workforce management services, announced the acquisition of eWork Services, Inc., a specialist in contractor payrolling services and 1099 compliance. ...
Breaking Human Resource News - http://www.hrmarketer.com/~blog/index.html
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Bill Gates: Skilled foreign minds needed in U.S. or competitive advantage might be lost
Before a U.S. Sentate panel on March 7th Bill Gates competitive advantage is being threatened by U.S. immigration laws. Gates wants to lift the U.S. restriction of temporary H-1B visas, which allows foreign workers with at least a bachelor's degree to work in the U.S. from 65,000 a year.
'We are failing to live up to our obligation to make the investments needed to make sure that the U.S. remains competitive in the future,' Gates told the Senate Health, Education, Labor and Pension Committee. 'Our economic future is in peril.'
Gates said the United States should strengthen math, technology and science education so the nation can double the number of graduates in those areas by 2015.
See the whole story at the financial times here.
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * OutsourcingHow Companies Find Candidates to Hire - CareerXroads 2006 Study
A recent CareerXroads study, conducted by Jerry Crispin and Mark Mehler, was conducted to reveal how companies found new candidates in 2006. Here are the results:
Data was gathered by:
* CareerXroads asked 200 major companies to participate; 54 firms responded within 30 days, and of that number, 40 submitted fully qualifying information.
* The 40 companies participating in the survey employ 1,281,429 people.
* 1,880 recruiters filled 207,702 full-time U.S. openings in 2006.
* Approximately 60% of all the hires reported were for exempt-level employees (58% of internal fills and 64% of external fills.)
* Contract, part-time, and contingent workers are a growing percentage of the workforce; only 10% of the respondents have no contract workers.
Data was gathered by:
* CareerXroads asked 200 major companies to participate; 54 firms responded within 30 days, and of that number, 40 submitted fully qualifying information.
* The 40 companies participating in the survey employ 1,281,429 people.
* 1,880 recruiters filled 207,702 full-time U.S. openings in 2006.
* Approximately 60% of all the hires reported were for exempt-level employees (58% of internal fills and 64% of external fills.)
* Contract, part-time, and contingent workers are a growing percentage of the workforce; only 10% of the respondents have no contract workers.
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Tuesday, February 27, 2007
2007 Temporary Jobs Guidebook by Staffing Industry Analysts
Staffing Industry Analysts has created the 2007 Temporary Jobs Guidebook which outlines “a fundamental shift in the make up of the U.S. workforce.”
The Guidebook can be orderded by contacting Staffing Industry Analysts' sales at 650-232-2350 or kmarechal@staffingindustry.com.
"From our analysis, we predict that over the next 10 years, corporate America is likely to face a distinct challenge to find highly skilled workers to help them achieve their business objectives," said Barry Asin, Chief Analyst of Staffing Industry Analysts. "As a result, employers can expect rising prices for skilled temporary help and longer waits to find these workers. For temporary staffing firms, the demand for contingent workers will translate into a growth opportunity for the foreseeable future."
Here are some interesting facts on temp labor contained in the Guidebook:
The Guidebook can be orderded by contacting Staffing Industry Analysts' sales at 650-232-2350 or kmarechal@staffingindustry.com.
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Wednesday, January 03, 2007
Tracking the Rise of Global Contingent Workforce
Steve Marlin of Global Services writes, "CONTINGENT workers, also known as temps, part-time and contract workers, have long been a staple of the global labor force, providing a flexible and cost-effective means of smoothing out fluctuations in demand and production...Small wonder that companies are clamoring for ways to reduce the costs and improve the efficiency of their contingent workers."
"Beset by a lack of uniform hiring processes and procedures, minimal controls and high administrative costs, companies have found themselves in a quandary in managing contingent workers. And now that the contingent workforce has gone global, the level of complexity has ratcheted up, with a patchwork of labor laws, wage rates and cultural differences thrown into the mix."
In response to this companies are:
* Investing in processes and technology to meet demands for greater visibility into * Setting up master contracts with staffing-services companies to handle requisitions for every kind of worker, from unskilled to the most technically
* Implementing supply chain software to put in place the same controls over contingent-worker procurement as they have for indirect goods and services.
* Being challenged to bring consistent process, technology and program governance to a function that’s historically been decentralized.
Companies are taking these initiatives because they are looking to:
1.) Reduce the time for candidate-sourcing and filling requisitions was cited as a challenge by nearly half (48%) of participants in an Aug. ‘06 study by Aberdeen Group.
2.) Improve collaboration (48%)
3.) Obtain greater visibility into rates and processing costs (40%)
4.) Increase compliance and verify worker qualifications (36%)
5.) Reduce runaway spending (33%).
Tracking the Rise of Global Contingent Workforce. [Global Services - Steven Marlin]
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Tuesday, December 05, 2006
Global Talent Management for Technology Executives
A recent study by the Economist Intelligence Unit and PricewaterhouseCoopers states:
Workforce investments represent a singular untapped opportunity for technology companies to drive financial performance in the coming decade. The effectiveness of these investments may well determine which companies succeed or fail; which companies continue to innovate, cut costs and drive productivity; and which companies spend too much energy just to replace the talnt they once had or work without cohesion due to poor leadership and direction.
The studies main observations about talent management for technology executives:
1. A priority with failing grades. Many technology executives are making human capital management a greater priority, but the survey shows they do not have a high regard for their firms’ capabilities in this area.
2. Acquiring hybrids. Executives are beginning to experience a painful scarcity for the essential employee: that talented, technically-savvy individual who can collaborate, innovate, and manage change.
3. Harvesting talent from within. Technology companies worldwide are focusing on personnel development and training, and, by inference, on the retention of new hires and existing personnel.
4. Managing global markets and global talent. Nearly half of all technology companies say they difficulty finding technical talent in emerging markets, and just under half say these difficulties include the retention of skilled people around the globe.
Read the study at:
Technology Executive Connections: Successful Strategies for Talent Management. [Economist Intelligence Unit and PricewaterhouseCoopers]
Workforce investments represent a singular untapped opportunity for technology companies to drive financial performance in the coming decade. The effectiveness of these investments may well determine which companies succeed or fail; which companies continue to innovate, cut costs and drive productivity; and which companies spend too much energy just to replace the talnt they once had or work without cohesion due to poor leadership and direction.
The studies main observations about talent management for technology executives:
1. A priority with failing grades. Many technology executives are making human capital management a greater priority, but the survey shows they do not have a high regard for their firms’ capabilities in this area.
2. Acquiring hybrids. Executives are beginning to experience a painful scarcity for the essential employee: that talented, technically-savvy individual who can collaborate, innovate, and manage change.
3. Harvesting talent from within. Technology companies worldwide are focusing on personnel development and training, and, by inference, on the retention of new hires and existing personnel.
4. Managing global markets and global talent. Nearly half of all technology companies say they difficulty finding technical talent in emerging markets, and just under half say these difficulties include the retention of skilled people around the globe.
Read the study at:
Technology Executive Connections: Successful Strategies for Talent Management. [Economist Intelligence Unit and PricewaterhouseCoopers]
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalization * Trends * Outsourcing
Wednesday, November 29, 2006
The Talent Management Continuum as Segmented by Taleo
Click on the above image for a larger view
Source: Taleo
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalism * Trends * Outsourcing
Professional Employer Organizations (PEOs) will grow 8% in 2007
An industry that seemed to have problems because of State regulations and co-employment litigation has continued to persevere and gain momentum on the backs of the industries largest players.
ADP grew revenue nearly 27% between 2004 and 2005, the fastest rate in the industry. Large PEOs are gaining competitive advantage because of:
- Economies of Scale
- Well diversified employee skills pools which diffuses workers' compensation risk
- Technology advances leading to increased efficiency and automation
- Up-selling payroll service only clients
The top 5 PEOs (by revenue) are: - ADP TotalSource of Miami, FL. $6.97 billion. The company had 5,700 clients and 139,000 worksite employees. Gross PEO revenue grew 26.9% from 2004 to 2005.
- Administaff Inc. of Kingwood, TX. $6.63 billion. The company has 5,000 clients and 94,000 worksite employees. Gross PEO revenue grew 23.4% from 2004 to 2005.
- Gevity HR Inc. of Bradenton, FL. $4.77 billion. The company had 8,200 clients and 136,600 worksite employees. Gross PEO revenue grew 10.8% from 2004 to 2005.
- Paychex Business Solutions of Rochester, N.Y. $2.48 billion. The company had 3,300 clients and 59,000 worksite employees. Gross PEO revenue grew 8.6% from 2004 to 2005.
- TriNet Group Inc. of San Leandro, CA. $1.67 billion. The company had 1,100 clients and 16,600 worksite employees. Gross PEO revenue grew 20.6% from 2004 to 2005.
Source Information:
Staffing Industry Analysts Ranks Top 25 PEOs. [Staffing Industry Analysts]
Workforce Vision * Post: Bill Inman * Human Capital * Contingent Workforce * Globalism * Trends * Outsourcing
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