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Research: Misaligned Staffing Resources  7/17/2014

Recruitment Spend GraphNovo Group has published a couple of survey reports about the relationship between company goals and staffing processes and resources. The 2012 report covers infrastructure, sourcing and budgets. The 2014 report deals with candidate quality, candidate relationship management and candidate behavior.

Together they frame a paradox: corporate expectations for workforce excellence on the one hand vs. the HR resources allocated and organized to create that excellence on the other. Top executives are asking for better staffing performance because they’ve realized that more and better talent is a competitive necessity, but without realizing how much traditional staffing roles, processes and budgets have to change to accomplish that.

Here are some examples in the study...

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Partnering for Performance  7/10/2014

CRO and CHRO collaboration Partnering for Performance is the second in Ernst & Young’s ongoing series focused on how CFOs can develop more powerful business partnerships with other corporate departments, in this case HR. According to their research, two biggest challenges facing international businesses today involve scarcity of capital and shortages of talent. CFOs are in charge of one and CHROs the other. It is logical and desirable that they be close working allies.

But historically they have not been. An organization’s workforce is usually its largest expense. In the past, CFOs were trained to view that asset primarily as a cost, while HR was trained to view it as an investment. But those views are outdated.

According to E&Y, corporate HR and corporate finance are in parallel states of transition...

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HR - Next Generation Service Delivery Model  7/3/2014

GraphIn this research paper, Mercer addresses an issue that, as HR continues to transition from its 20th to its 21st century operational model, remains an ongoing source of frustration and disappointment in mid size and large organizations—how to structure the delivery of HR services.

The essence of the problem is that in response to management’s request that they play a larger strategic role in the organization, deliver expanded services more efficiently, and manage program spend...

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