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Published By: 8x8 Inc.     Published Date: Feb 13, 2017
In our increasingly global economy, it’s no surprise that more and more businesses are going global with their contact centers. This trend is driven by many factors including international acquisitions and the availability of highly skilled, lower cost talent in many parts of the world. This eBook Taking Your Contact Center Global explains the top challenges businesses must surmount when expanding internationally and what they need to know to be successful. Download this complimentary eBook and learn: 4 challenges every global contact center will face Why cloud-based contact centers have the advantage Why not all cloud contact centers are perfect, and 3 things to watch out for How to get the upper hand when it comes to call quality, local numbers, and creating a unified, global contact center
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contact center, global growth, cloud-based contact, call quality
    
8x8 Inc.
Published By: 8x8 Inc.     Published Date: Jun 16, 2017
Tangent International is a specialist recruitment company for the technology industry. It has more than 70 employees who work with some of the most forward thinking companies in the world. A global recruiter with international needs Tangent International operates in 175 countries with candidates and clients across more than 220 locations. As a recruiter looking to source and place the best talent from all over the world, the business needed a service provider that would allow it to easily communicate with its global customer base. These customers include some of the biggest technology brands in the world who all have high expectations, so it’s vital that the technology Tangent International uses lives up to these standards.
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global recruiting, international needs, cloud based systems, unified global workplace, 8x8 products, virtual office pro, cost saving, crm integrations, hd video quality
    
8x8 Inc.
Published By: Achievers     Published Date: Jan 17, 2014
Knowledge and strategic relationships fuel many organizations in today’s rapidly changing, global economy. As such, organizations need to leverage the individuals—and their networks—that possess the most relevant knowledge, whether they are current employees or are only loosely connected to the organization. To do this, organizations should create and leverage peer collaboration networks that enable them to identify and connect with individuals who have the unique skills, knowledge, and capabilities these organizations need. Bersin’s Research, Why Reputations and Networks Matter in the Open Talent Economy, indicates that this approach works in driving value—organizations that have effectively used internal reputation networks and profile databases have been able to increase key metrics such as employees’ time to productivity and innovation levels.
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talent management, employee enagement, human resources
    
Achievers
Published By: ADP     Published Date: Mar 22, 2018
Your global organization’s network of human capital management (HCM) platforms is the nerve center of your entire enterprise. But passing data back and forth between disparate HCM systems has never exactly been easy. So your HR, payroll, talent, benefits and time and attendance systems, often specific to regions and countries, fire futilely across data synapses that in real-world terms leave you blind to the true state of your business.
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ADP
Published By: ADP     Published Date: May 23, 2018
Your global organization’s network of human capital management (HCM) platforms is the nerve center of your entire enterprise. But passing data back and forth between disparate HCM systems has never exactly been easy. So your HR, payroll, talent, benefits and time and attendance systems, often specific to regions and countries, fire futilely across data synapses that in real-world terms leave you blind to the true state of your business.
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ADP
Published By: Amazon Web Services     Published Date: Oct 09, 2017
The following insights should be used as a resource for Chief Financial Officers (CFOs) as they lead or support their organisation through a cloud adoption journey. It is designed to provide an overview of cloud adoption drivers, costs, risks, and benefits, as well as raise important questions about staffing and technology decisions that are critical to success. It is also intended to help inform business cases, while surfacing measurements and indicators specific to cloud environments that impact the bottom line. The foundational guidance provided is a collection of insights captured and distilled from direct conversations and engagements between Amazon Web Services (AWS) and customer CFOs representing an extensive range of industries.
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global expansion, mergers and acquisitions, business agility, real estate, tax exposure, talent acquisition, operations investment
    
Amazon Web Services
Published By: Automation Anywhere APAC     Published Date: Apr 25, 2019
Global corporate enterprise AI practitioners are clearly still dealing with infrastructure issues related to talent and technology. End-to-end processes remain stubbornly carbon-based. Rule-based automation is truly not yet globally scaled across the majority of organizations. Double the AI And yet, the AI & Intelligent Automation Network members went from 21%, having deployed Intelligent Enterprise solutions to over 44% in just one year’s time. Over 4/5 expect to deploy AI in under two years The stated goal for deployment is just under 83% by the end of 2020. Considering the fact that they’ve essentially got two years, and those ranks have doubled in one year – doubling again in two years is achievable. Incidentally, that same number was only 67% a year ago. 50% expect to be established, globally scaling or refining AI in under two years Global corporate enterprise is in fact slowly but surely transforming into the intelligent enterprise of tomorrow. Having said that, it will be
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Automation Anywhere APAC
Published By: CEB     Published Date: Sep 23, 2013
Global executives believe the key to delivering profitable growth is a 20% increase in staff productivity, above current levels. However, employees are stretched to their limit; 80% report increased workloads and 55% say they can no longer handle the resulting levels of stress. Effective talent measurement can improve performance and productivity across the workforce by placing the right people in the right roles, and identifying and nurturing those that are most likely to succeed.
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talent management, workforce management, workforce efficiency, talent management solutions, hr solutions
    
CEB
Published By: CEB     Published Date: Sep 23, 2013
Global executives believe the key to delivering profitable growth is a 20% increase in staff productivity, above current levels. However, employees are stretched to their limit; 80% report increased workloads and 55% say they can no longer handle the resulting levels of stress. Effective talent measurement can improve performance and productivity across the workforce by placing the right people in the right roles, and identifying and nurturing those that are most likely to succeed.
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talent management, workforce management, workforce efficiency, talent management solutions, hr solutions
    
CEB
Published By: CEB     Published Date: Nov 21, 2013
How do you know if your organization has the talent it needs to execute on its strategy? Is your organization’s talent ready to perform in the new work environment? Are your talent development programs focused on the right people?
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ceb, big data, big data intent, global workforce, organisational talent, business objectives, productivity, innovation, talent management, workforce skills, data-based analysis, future leaders, organisational risk, global skills, landscape of diversity, global availability
    
CEB
Published By: CEB Global     Published Date: Oct 27, 2016
As a leader in the field of talent assessment, we have identified 10 best practices for establishing a worldclass assessment function that leads to important business outcomes and helps transform talent leaders from process experts to talent advisors.
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ceb global, ceb, talent management, talent assessment, candidate data, data, hiring
    
CEB Global
Published By: Cornerstone OnDemand     Published Date: Jan 25, 2011
All signs are pointing to a turnaround for the global economy, but there may still be murky waters ahead. To optimize your talent strategy, learn how organizations with forward-thinking approaches to talent management develop and retain employees and drive revenue in new ways.
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cornerstone ondemand, talent management, learning management, human resources, compensation, onboarding, performance, benefits
    
Cornerstone OnDemand
Published By: Cornerstone OnDemand     Published Date: Jul 28, 2017
Today’s workforce has become more dynamic and globalised than ever, but have your performance management strategies caught up to reflect this? Check out these six simple talent management trends that can help you streamline your performance initiatives.
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performance management, human resources, employee satisfaction, management trends, performance initiatives
    
Cornerstone OnDemand
Published By: Entelo     Published Date: Sep 06, 2017
Today’s most successful organizations are thoughtfully assembled by highly empowered talent teams. These talents teams – driven by data, designed for engagement, and led by a breed of globally diverse leaders – are not the same talent teams of years past. They hold a place at the executive table and are critical to accomplishing key company business objectives. They represent the new generation of talent acquisition.
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Entelo
Published By: IBM     Published Date: May 07, 2013
Can an organization that chooses to ignore the insights of employees, customers and business partners expect to thrive? For many, the answer is no. In a global environment where innovation cycles are shrinking, customer expectations are rising and talent is becoming more distributed, companies are seeing the need to more effectively apply the knowledge and experience of individuals, regardless of their vocation, affiliation or organization status. Download this report to learn how you can access the untapped knowledge of your networks.
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collective intelligence, networks, customer, innovation cycle
    
IBM
Published By: IBM     Published Date: Sep 30, 2013
In a “talent-constrained” economy, attracting and engaging highly talented people, developing globalleaders, improving and sharing new skills, and keeping people aligned and working together are major challenges. In this report, we discuss how new approaches and a new science of human resources have emerged to develop a “smarter workforce,” resetting the bar on talent, learning, and leadership strategies.
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smarter workforce, workforce management, workforce, global, global businesses, recruiting, human resources, data analysis, analytics, employee retention
    
IBM
Published By: IBM     Published Date: Jan 10, 2014
IBM conducted more than 1,700 in-depth, face-to-face interviews with CEOs, general managers and senior public sector leaders from around the globe. Our newest CEO Study, the largest of its type ever undertaken, is the latest in the IBM C-suite Study Series. It explores how CEOs are responding to the complexity of increasingly interconnected organizations, markets, societies and governments – what we call the connected economy. Three themes emerged. Today's CEOs must: - Empower employees through values - Engage customers as individuals - Amplify innovation with partnerships Register now to access the insights that can help you lead more effectively through impactful connections with your employees, customers and partners.
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social media, b2b, global economy, smarter workforce, talent, talent analytics, human capital, learning organization, employee engagement, leadership models, global leadership, social collaboration, social networking, social business, communication, social media, mobile, big data
    
IBM
Published By: IBM     Published Date: Jan 10, 2014
In a “talent-constrained” economy, attracting and engaging highly talented people, developing globalleaders, improving and sharing new skills, and keeping people aligned and working together are major challenges. In this report, we discuss how new approaches and a new science of human resources have emerged to develop a “smarter workforce,” resetting the bar on talent, learning, and leadership strategies.
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global economy, smarter workforce, talent, talent analytics, impact learning prehire assessments, human capital, learning organization, employee engagement, leadership models, global leadership, bersin, deloitte
    
IBM
Published By: IBM     Published Date: Aug 20, 2015
This webinar talks about the IBM Kenexa Talent Acquisition Suite, which includes IBM Kenexa BrassRing on Cloud and IBM Kenexa Onboard on Cloud.
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talent management, global applicant tracking system, onboard manager, cloud computing, user experience, onboarding solutions, peak hiring seasons, talent suite, ibm brassring, ibm kenexa
    
IBM
Published By: IBM     Published Date: Jan 06, 2016
In light of such popularity, many organizations are turning their attention to mobile recruiting. So, how do job seekers use mobile devices in their job searches? Using data from the global IBM WorkTrendsTM survey, the IBM Smarter Workforce Institute (SWI) analyzed why and how potential job seekers use mobile in their job searches and what concerns and expectations they have. The results provide organizations with clear insights into how they can attract talent via mobile technologies.
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ibm, mobile recruitment, recruitment, mobile devices, smarter workforce institute, attracting talent
    
IBM
Published By: IBM     Published Date: Mar 28, 2016
Attracting talented job candidates is one of the biggest challenges facing HR in the next 10 years.1 Understandably, organizations want top talent and they are highly focused on recruiting strategies that enable them to hire the very best. One increasingly popular strategy is mobile recruitment. As mobile devices become ever more ubiquitous, potential candidates are starting to look more favorably at organizations offering a mobile recruitment option.2 But are all candidates created equal when it comes to mobile recruitment? We decided to take a look at the coveted members of the workforce and explore their use of and attitudes towards mobile recruitment. Using the high-potential employees subset of our global WorkTrends™ survey data, we were able to compare top talent, who significantly outperform their peers and demonstrate a stronger capacity to succeed,3,4 with other employees. The results provide new insight into mobile recruiting and guidance for organizations looking to attract
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ibm, recruiting, mobile recruiting, mobile recruitment
    
IBM
Published By: IBM     Published Date: Jul 20, 2016
Using the high-potential employees subset of our global WorkTrends™ survey data, we were able to compare top talent, who significantly outperform their peers and demonstrate a stronger capacity to succeed, with other employees. The results provide new insight into mobile recruiting and guidance for organizations looking to attract top talent.
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ibm, recruiting, mobile recruiting, mobile recruitment
    
IBM
Published By: IBM     Published Date: Oct 13, 2016
Using the high-potential employees subset of our global WorkTrends™ survey data, we were able to compare top talent, who significantly outperform their peers and demonstrate a stronger capacity to succeed, with other employees. The results provide new insight into mobile recruiting and guidance for organizations looking to attract top talent.
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ibm, recruiting, mobile recruiting, mobile recruitment
    
IBM
Published By: IBM     Published Date: Jan 27, 2017
Using the high-potential employees subset of our global WorkTrends™ survey data, we were able to compare top talent, who significantly outperform their peers and demonstrate a stronger capacity to succeed,3,4 with other employees. The results provide new insight into mobile recruiting and guidance for organizations looking to attract top talent.
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ibm, talent, talent insights, talent acquisition, recruiting, mobile recruiting
    
IBM
Published By: IESE Business School     Published Date: Oct 01, 2018
Brexit is only the latest excuse for mobility and talent management to be at the top of the CEO agenda. For companies with limited experience in this area, the risks are multiplied. However, there are also great opportunities.
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iese, brexit, talent management, mobile workers, global talent, relocation, remote management, globalization
    
IESE Business School
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