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The article discusses the release of the annual "HR State of the Industry" report by Human Capital Media in 2019. According to respondents, the most popular ways for organizations to maintain and build a strong workplace culture are through communication and onboarding. It shows that most organizations measure compensation program's success through employee satisfaction and retention.

The article offers a corporate profile for Southwest Airlines, the No. 1 2019 Workforce 100. Southwest Airlines vice president and chief people officer Julie Weber has approached human resources having an employee-first outlook. According to Weber, they began with investing in tools which help them with the talent acquisition and are truly looking at the whole employee experience.

An interview with Kristen Brown, vice president at Kronos Inc. and Jen Crozier, vice president of corporate citizenship at IBM International Foundation, is presented. Topics discussed include issues regarding human resource (HR) industry and trouble with hiring workers due to the rate unemployment, new change and hiring people with unconventional backgrounds of skilled worker and new trend will shift the workforce of the return on investment (ROI).

The article focuses on the consumerization is pushing human resources (HR) technology vendors to embrace customer service or risk losing business. It mentions management best practices to improve service quality, customer experience and operational efficiency and consumers stopped making phone calls to check their bank balances. It also mentions vendors are taking a preemptive strategy to customer service with end-user tools.

The article focuses on the rise of data analytics in human resources and recruiting industry. Topics discussed include the data of U.S. Bureau of Labor Statistics regarding the rise in the job openings in the U.S., analysis of labor market can help the recruiters become a better resource for internal stakeholders and findings of the 2015 CareerBuilder/Harris Poll survey of chief executives (CEOs) at large companies regarding the relationship between CEOs and human resources leadership. INSET: Reviving Recruiting: A Numbers Game.

An essay is presented on how to treat human capital risk in business by a human resource leader and the need of workforce management to enhance risk in the business. Topics discussed include the book "A Short Introduction to Strategic Human Resource Management" by the authors, investment of Steve Jobs, chief executive officer at software firm Apple Inc., in Research & Development during economic turnovers, and risk optimization on preventing executive decisions and legal violations.

The article analyzes Hewitt Associates Inc.'s change of business priorities of doing business on a smaller scale, which is reflecting a broader industry shift. The difficulties of implementing massive end-to-end human resource outsourcing deals is stated to have forced its potential clients to turn away. Business analysts say that the days of the business transformation outsourcing deals are probably dead. Some predict that Hewitt will go back to its core business of benefits administration.

The article presents information on large market human resource outsourcing (HRO). Large-market multi-process HRO is now 10 years old, but the number of vendors serving companies with more than 15,000 employees is limited. Five vendors control 76 percent of the market and 10 bold 92 percent, according to Everest Group. The global market for total HRO hit $31 billion in 2007 and should reach $50 billion in 2010, with a compound annual growth rate of 12 percent.

The article outlines the roles of human resource (HR) departments in companies in the U.S. It stresses the need to match the HR structure with the business structure. It states that HR departments are increasingly being divided into transactional work and transformational work as organizations diversify and operate with a multiple-business-unit structure. It lists the six important areas of need that HR professionals who perform corporate HR roles must address.

The article focuses on the increasing need by companies in the U.S. for business-minded human resource (HR) executives. An increasing number of companies in the country wants a business-savvy executive to take on the HR role. According to the Center for Effective Organizations, a research center in the Marshall School of Business at the University of Southern California, 25 percent of Fortune 1,000 companies have tapped executives from other divisions-particularly operations, legal and finance--to take on the top HR role.

The article discusses the importance of developing human resources (HR) executives. Experts say that companies neglect the development of HR leaders at least in part because the top HR post, unlike other executive positions, generally is not perceived as a steppingstone to running the company. Outside rotations enable companies to make up for outsourcing's erosion of the functional areas that once were the primary training ground for HR talent.

The article discusses human resource outsourcing (HRO). For some workforce managers, HR outsourcing brings the opportunity to become more involved in the business. For others, it could mean they will be charged with overseeing relationships with HRO providers. As the HRO market matures, more employers are making a concerted effort to assess the skills of their retained HR staff and train them so they can be relevant in the new organization. INSETS: BUYERS SEEK METRICS ON SERVICE QUALITY;PROVIDERS REDEFINE HRO MODEL;GETTING CREATIVE WITH PRICING.

The article reports that Schneider Electric North America is not opting for human resource outsourcing (HRO). According to the author, the company sent its compensation manager Shalin Kothari to the 2006 Human Resources Outsourcing Conference although the company has no plans to outsource. Kothari stated that he went to the conference to remain on top of best practices. Analysts believe that Schneider's approach shows the importance for companies to assess their own organizations thoroughly before signing an HRO deal.

The article highlights the decision of technology firm Qualcomm to build almost all its custom human resources software. Employee profiles and performance evaluations are included in the items covered by the software. For the period ended September 25, 2005, the company has garnered around $5.7 billion revenues. The rapid growth of the company in the late 1990s served as the basis for building the software according to Nancy Hemry, director of human resource management systems. INSET: DITCHING HOME-BREW FOR TECH RENTAL.

The article focuses on the growing number of private equity firms and investment banks that are realizing the need to assess an organization's workforce before investing in or acquiring companies. "Companies are realizing that it is too expensive not to do this," says William J. Morin, chairman and CEO of WJM Associates. "Ten years ago, maybe one-quarter of organizations were doing talent assessments before making an acquisition or an investment," says Philip Miscimarra, a partner and the co-chair of the workforce change practice of Morgan Lewis & Bockius.

The article reports that global workforce management dominates the agenda for human resources function at every large company, as of December 12, 2005. As U.S. companies curtailed their equity-based incentive plans for broad employee groups, the rest of the globe moved in the opposite direction, with companies in Europe, Latin America and Asia increasingly adopting equity incentives to spur productivity and workforce performance.

The article discusses the most influential trends in workforce management in the U.S. for 2006. As health care costs continue to rise far beyond the rate of inflation, consumer-directed health plans are taking off as a way to alleviate costs. The portion of human resource (HR) budgets directed toward legal compliance is growing, and almost 70 percent of all complaints on ethics hot lines are HR-related. More than ever, the Internet and software technology are becoming indispensable recruiting tools for employers.

The article discusses that declining labor force participation rates made official unemployment counts a less reliable indicator of labor market conditions. The lasting effects of the 2001 to 2003 recession and slowdown, combined with ongoing rapid automation and the memory of higher unemployment rates, kept job insecurity high and wage expectations low throughout 2005.

The article discusses workforce management issues cited by chief executive officers (CEO). Surveys show that CEO rank rising health care costs as a major problem and CFO believe that pension plans are a direct threat to profitability. Employers will cut costs further in 2006 with additional Web-based employee and manager self-service in functions that are not yet fully automated.

The article presents information on Oracle's Fusion human resources (HR) computer software product. Project Fusion is Oracle's effort to blend the best elements of at least three lines of business management software. Those include the Oracle E-Business Suite and the PeopleSoft and JD Edwards applications Oracle gained when it acquired PeopleSoft in 2005. Oracle's starting point for the Fusion applications will be its existing E-Business Suite.

The article highlights the partnership between Canadian Imperial Bank of Commerce and Electronic Data Systems (EDS) in outsourcing the human resources (HR) of the bank. Payroll and human resources information technology systems are some of the improvements at the bank from the outsourcing deal. EDS has transferred 30 incompatible HR computer systems of the bank onto an integrated PeopleSoft platform. INSET: FIDELITY: A QUIET COMER IN HRO.

Reports on the implication of an outsourcing deal between British-based multinational oil and gas conglomerate BP with Exult in 1999 for companies planning a human resource outsourcing deal. Background on the agreement; Factors that contributed to the decline in price per employee for multiprocess contracts; Issue that arose from the outsourcing deal. INSET: HEWITT EXULTS IN HRO DOMINANCE.

Presents graphical representations of the performance of workforce management sector in the U.S. as of December 2004. Strategic involvement of human resource (HR) departments within organization; Comparison of HR technology spending between 2003 and 2004; Percentage of companies with HR functions that assess issues annually through performance metrics; Total median cash compensation for benchmark HR positions in 2003 and 2004.

Discusses the workforce management programs at Walt Disney Co. Approach used by the company to satisfy customers; Advantage of the human resource program of the company; Factors to be considered in choosing employees. INSET: OPERATION TOMORROWLAND NETS BIG SAVINGS.

Focuses on the human resource strategy implemented by Eddie Bauer Inc. to create a loyal workforce. Information on the financial-reward program launched by the company for its low-wage employees; Benefits of the Team Store Initiative introduced by Eddie Bauer; Advantages of retaining employees. INSETS: DEMOGRAPHIC PROFILE OF MINIMUM-WAGE WORKERS;A SAFETY NET AT LEVI STRAUSS.

Features Les Hayman, chief officer of global human resources at SAP. Plan of Hayman to redevelop the human resource of the company; Remarks on human capital; Information on the global development program created by Hayman. INSET: MAKING HUMAN CAPITAL A TANGIBLE ASSET--WOULD IT WORK?.

Deals with the preference of several companies in the U.S. to hire interim executives. Technical skills of Paul Lemerise, CIO of Foster Farms; Information on the survey conducted by human resource consultant Drake Beam Morin on the term of top managers; Compensation of interim executives. INSET: AN INSIDE LOOK AT OUTSIDERS.

Focuses on the workforce of Ikea North America. Decision of president Pernille Spiers-Lopez to offer medical and dental benefits for its part-time employees; Percentage decrease in the staff turnover of Ikea; Information on the human resource programs launched by the company. INSET: FAMILY VALUES, WARM AND FUZZY MATH.

Discusses the outsourcing of human resources management systems (HRMS). Factors that led to the outsourcing of HRMS; Effect of outsourcing trend on software companies; Advantage and disadvantage of outsourcing HRMS. INSETS: THE RUSH TO BPO;FITTING IN WITH BPO.

Provides information on how recruitment agencies hire people for jobs in high risk spots like Iraq. Factors that motivate employees to accept dangerous businesses; Salary offered by executives to recruit employees; Reason for screening the candidates for dangerous jobs. INSETS: THE COST OF HARDSHIP AND DANGER;A "WILD WEST" ENVIRONMENT?.

Features Jac Fitz-enz, author and developer of human resource metrics and measurement. Reaction to the human resource metrics idea of Fitz-enz; Career background of Fitz-enz; Benefits of the human resource metrics process to companies. INSET: INTRODUCING THE HUMANCAPITAL METRICS CONSORTIUM.

Looks at the state of the business sector, particularly the field of workforce management, in the U.S. as of December 1, 2003. Challenges being faced by most companies in the country; Importance of the human resource function to corporate operations; Increase in human resource outsourcing in 2003; Trends in workforce management.

Discusses how some companies handle workforce management by employing concrete methods to manage and measure employee performance that makes company goals a reality. Factor that drives brand differentiation and profits, according to consultant Jac Fitz-enz; Formula for measuring and improving the value of a firm's human capital, according to executive Tony Rucci; Three-step process of aligning corporate and functional goals. INSET: CREATING A CULTURE.

Focuses on a technology initiative headed by Shelly Bancroft, assistant vice president of human resources (HR) department at Hartford, to consolidate and bring online the company's various HR systems. Expected benefits from the initiative; Driving factor for the initiative; Comments from Bancroft.

Offers pointers for companies looking for consultants to provide human resources services. Importance of good communication skills; Tasks of the consultant; Advice on developing a project budget.

Focuses on selecting human resources products and services. Comments from Yvonne Bosson who serves as human resources manager for Texas Instruments; Services and products offered by vendors; Tips on selecting vendors of specialized human resources software packages; Factors complicating the buying process.

Features human resources professional Libby Sartain. Career background; Information on how Sartain has won friends within the human resources field; Details of how Sartain handled the layoffs at Yahoo; Book written.

An introduction to the 2019 edition of the "40 Under 40" list of Human Resource (HR) Game Changers of "Workforce" magazine which honors the trailblazers in HR practice in the U.S. and other countries like India, France and Norway, is presented.

Workforce management - as a field that relates to employees' wages, schedules, promotability and more - can be impacted by large economic and social trends as well as technology. Smart workforce management professionals pay attention to what trends impact their organization and workforce and plan ahead. Mercer's "Global Talent Trends 2020" report highlighted the need for HR and workforce management professionals to get better at workforce science - a practice that can help professionals address many workforce management issues. [Extracted from the article]

With one of the largest shocks to the workforce in 100 years, anyone can read the statistics but only workforce professionals know the stories, saw all the names and faces. As always, human resources and workforce professionals played a pivotal role in supporting those essential employees on the front lines. Our new frontier at Workforce.com is building and supporting the great software we have for workforce compliance, workforce management, employee engagement and business productivity. [Extracted from the article]

The article talks about human resource (HR) technology. Multinational companies increasingly want consistent, global HR technology systems to help them do such things as reduce costs, improve performance and comply with regulations. The global push is reflected in AMR Research's recent report on the human capital management applications market. The 2006 study found faster growth in spending on HR applications and related services and hardware outside of North America in 2005.

The article discusses the need for human resources executives to become more investor-oriented. According to the article, there is increasing evidence of a relationship between specific human resources practices and the creation of shareholder wealth. For example, Watson Wyatt's Human Capital Index, a cumulative analysis of the practices and financial performance of nearly 150 large North American companies, has found that recruiting prowess is a strong indicator of higher shareholder value.

The article discusses issues surrounding employee privacy. Employee data privacy as an issue dates largely to 1995. That's when European Union leaders issued a directive on the processing and transfer of personal data. The rise of human resource outsourcing also is intensifying the debate about employee privacy. Controversy has swirled around a contract between the state of Florida and a unit of outsourcing firm Convergys for services including payroll, benefits and human resource administration.

The article reports on the impact of the avian flu pandemic on the business operations of several firms in the U.S. as of December 12, 2005. The run-of-the-mill influenza season causes employees to miss an average of 1.5 days and costs companies approximately $660 per worker for unscheduled absences, taking a toll on human capital and hampering productivity.

The article presents an interview with Rick Brown, head of global human resource (HR) functional excellence at Royal Dutch Shell, regarding the scandals being faced by the firm and its personnel management. He explains the internal impact of the management crisis that took place in the firm. He mentions that HR executives, seniority employees and young employees meet once a month to manage the talent pool of the firm in the wake of the scandals. He mentions that the company has started Enterprise First to begin the rebuilding the personnel rebuilding of the firm. Brown conveys the effortts of the firm to improve its image to job applicants. The executive indicates other major concerns being faced by its human resources.

Discusses factors that contribute to the transformation of human resource management systems (HRMS). Creation of computer programs that combine back-office payroll and front-office software functions; Partnerships among companies to outsource HRMS products; Findings of a survey on using the system conducted by the International Association for Human Resource Information Management and consulting firm Knowledge Infusion.

Presents information on the effort of human resources to improve corporate ethics and compliance. Role of the human resources management in organizational structure; Departments involved on the compliance effort; Information on the Sarbanes-Oxley Act.

Discusses the selection process of human resources with the help of information technology in several companies in the U.S. Information on Hire.com and PeopleScout software application; Things that companies must do to allow executives view information about applicants in a useful way; Importance of team effort to human resources selection process. INSET: CIVIL WARS.

The article focuses on cloud means technology teams can deliver new features and interactions and cloud-based human resources (HR) systems also mean vendors can implement new iterations faster. It mentions HR management systems vendors have been promising predictive analytics for a long time, without much significant progress. It also mentions turnover risks, and training advice for career development.

The article focuses on the issues regarding data protection laws in the U.S. with European General Data Protection Regulation (GDPR) for the human resource (HR) data. It also mentions California Consumer Privacy Act of 2018 applies to business in California with adjusted gross revenue, as well as to companies in the business of buying and selling consumer data. It also mentions a case Barbara Dittman v. UPMC etc. et al. claims that a data breach exposed the names and Social Security numbers.