The Top 10 Best Practices of High-Impact HR Organizations

Few magazine articles have had such a monumental impact on an entire profession the way that Fast Company’s “Why We Hate HR” did on the world of Human Resources after it was published back in 2005.

Not only was it discussed, debated, and argued about about ad infinitum (and still is, some would say), but it articulated the notion that strategic, high-value HR executives should have a “seat at the table” with an organization’s other high level leaders, but, that this was simply a pipe dream for many in HR.

Many think that the “seat at the table” debate has been debated to death, but it is back in a new research study by Bersin & Associates of The Top Best Practices for the High-Impact HR Organization. In the Executive Summary (and you can get a copy here), Bersin principal analyst Stacey Harris references the article and writes:

Though controversial and full of assertions that were hard to face, the article summed up important frustrations that were common among HR professionals at the time. Many were forced to acknowledge its validity, to pause and to wonder, “Okay. But where does HR go from here?”
In the years since, HR leaders have fought an uphill battle to change the profession. Today, smart companies do have a place at the table for HR. The challenge for HR now is in living up to the high expectations that come with the seat – expectations of high impact. It is not easy…
With this new report, we tie together past research in the areas of talent and learning, and brand new research on the strategic elements of HR we have found that hold the greatest challenges for the function today.”

HR organizations lack the skills to succeed

The bottom line to the new Bersin research is pretty simple: it shows that many HR organizations still lack the skills they need to succeed in 2011. The study, which included surveys and interviews with more than 720 global organizations, found that overall spending levels, organization structure, and team size have far less impact on business performance than the skills of the HR professionals themselves.

“This research clearly shows that the days of bloated HR organizations focused on administrative tasks are over,” said Josh Bersin, chief executive officer and president of Bersin & Associates. “Lean, technology-enabled, well-trained HR teams are able to take advantage of modern talent practices and partner with business leaders to drive impact.”

The research also makes the case that the decades-old “HR generalist” model is no longer effective unless the HR generalists are highly trained and connected to senior business leaders. That sounds like a contradiction to me, but the study also points out that the key HR competencies that drive results today are familiarity with integrated talent management, understanding of workforce planning, and comfort with social networking and HR technology.

Top 10 HR Best Practices

What I found most compelling in the survey was the list of the Top 10 HR Best Practices that produced the highest impact ratings out of all of the 140 HR practices and features that Bersin evaluated. See if you agree that this is a list that makes a lot of sense:

1. Structured governance and business case development (HR impact opportunity — 39%). From Bersin: “Building a business case requires a clear understanding of the business or businesses that HR serves, as well as working relationships with all business leaders. HR can achieve both by involving business leaders in the planning processes and governance. This involvement also helps to ensure business alignment and, as a result of that alignment, business buy-in and support.”
2. Developing advanced workforce planning capabilities (HR impact opportunity — 28%). From Bersin: “High-impact HR organizations incorporate sophisticated forecasting and workforce analytics into their processes. This enables them to translate company-wide talent, business data and external workforce segment data into workable insights that they can use and share with business leaders.”
3. Implementing the “right” HR philosophies (HR impact opportunity — 27%). From Bersin: “High-impact HR organizations tend to commit themselves to creating work environments that enable employees to thrive both as individuals and as contributors to business success. They strive to create positive employee environments, and clearly communicate these expectations in the HR philosophy and mission. The most effective philosophies focus on fostering innovation and collaboration, or creating the best place to work, while the least effective philosophies focus narrowly on efficiency or cost-cutting efforts.”
4. Reducing administrative work for HR business partners (HR impact opportunity — 25%). From Bersin: “Many HR functions have a role that is a liaison between the HR function and business leaders. The specifics of this role vary widely. High-impact HR organizations use it to advise senior business leaders, focusing on decision support, workforce planning, leadership development and executive coaching. By enlisting the right person, HR can improve its credibility across the enterprise, improve working relationships with business leaders, cultivate mutual understanding and gain influence. When this role is implemented poorly, with more focus on administrative duties and taking orders, our research found that it can actually reduce an HR function’s ability to work effectively and efficiently.”
5. Implementing flexible HR organization design (HR impact opportunity — 20%). From Bersin: “High-impact HR organizations are flexible and agile. Like earthquake- proof buildings, they are structured to allow adaptive movement if the ground shifts. No overall HR structural model (centralized, decentralized or a combination of the two) in itself emerged as a predictor of HR success. But certain structural features do lend themselves to areas of excellence. One feature that we found to be universally valuable was flexibility. Fancy organization charts and designs are fine – provided that you also have a culture which recognizes the need to adapt structurally when business needs and challenges change, as well as an HR staff that is capable of making those changes.”
6. Improving employee-facing HR systems (HR impact opportunity — 19%). From Bersin: “The most significant contributions to the overall effectiveness of an HR function come from community-building and self-service elements. Knowledge-sharing portals, web-based recruitment tools and management dashboards let various HR stakeholders and clients find what they need when they need it. HR functions with user-friendly client systems are regarded as twice as effective and efficient as functions that do not invest in this advantage.”
7. Measuring both HR operational and business metrics (HR impact opportunity — 19%). From Bersin: “Measurement strategies in high-impact HR organizations have evolved to ensure efficiency, effectiveness and business alignment. Such strategies incorporate both operational measures by which to manage the HR function and strategic people measures to support crucial business decisions.”
8. Developing internal HR skills (HR impact opportunity — 13%). From Bersin: “As they focus on programs to develop employees company-wide, HR organizations often neglect the development of their own team members. This is a mistake. The world of HR solutions is constantly changing. High-impact HR organizations must invest the time and money needed to ensure team members’ competence grows in such disciplines as change management and relationship management. Efforts must also focus on developing team members’ business acumen, industry knowledge and command of current best practices in all areas of talent management, as well as the use of social networking tools and other HR technology.”
9. Improving line manager capabilities (HR impact opportunity — 10%). From Bersin: “A common pitfall for many HR functions is the attempt to meet the needs of every stakeholder directly, thereby spreading limited HR resources very thinly. High-impact HR functions have prioritized the focus of their HR resources on building the capabilities of their line managers. This decision allows them to work in partnership with their line managers, versus trying to work around line managers who may be incompetent or ill-prepared.
10. Outsourcing HR services strategically (HR impact opportunity — 10%). From Bersin: “High-impact HR organizations use outsourcing to enable their internal teams to focus on things that cannot be outsourced, such as building business relationships and developing custom solutions for business managers. These organizations outsource areas that can be improved through economies of scale, or which require global coordination and expertise. What an organization outsources often depends on its level of maturity.”

Seat at the table = high expectations

The research study comes out of Bersin & Associates’ new HR Practice, which was recently launched, the company says, to “address long-standing requests from HR professionals to help them build their skills, and prioritize and align their HR strategies with the business to deliver the greatest return.”

“The challenge for HR professionals today is living up to the high expectations that come with a seat at the table — expectations to drive business results through people and culture,” said Bersin’s Harris. “Our new HR Practice and this particular body of research reveal the keys to driving impact. We are also addressing long-standing requests by our Bersin & Associates members to help them prioritize and align their HR strategies with the business to deliver the greatest return.”

I’m not sure how the HR Practice will go for Bersin, but if it performs like other parts of the Bersin organization, it should give all the other HR consultants a good run for their money.

In fact, just this list of the Top 10 best HR Practices is a great start because it clearly gets to the heart of what HR needs to be doing to add value to an organization. And if you have spent much time around HR, you know that just about everyone needs to focus a lot more on that.

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Top 10 HR Blog Posts of 2011

Last year, thousands of blog posts about HR, recruitment, and job seeking were published across the web. It can be hard to separate the good from the bad, especially when there's so much potentially valuable information.
To help you separate the wheat from the chaff, and with the benefit of hindsight, we’ve put together a great list of the top 10 HR posts from 2011. We picked out some important trends and topics, but other than that there's no method to the madness. Enjoy!
"I Think Therefore I am Diverse" by Charlie Judy at HR Fishbowl
Charlie makes a pretty bold statement asserting that companies don’t know about diversity. Despite the tactics companies are taking to embrace inclusion, most focus solely on diversity with respect to things like race and gender. His post eloquently and sometimes humorously defines cognitive diversity and its role in the workplace. He challenges HR professionals who are looking to build a diverse workplace to start by drawing attention to the diversity they already have.
"4 Reasons Change is So Damn Hard" by Mark Stelzner at Inflexion Advisors
After a few cocktails on a long plane ride, a senior-level executive shared with Mark Stelzner the deepest secrets of his company: that it was backwards and “destined for failure.” The conversation left Stelzner digging deep to find the reason as to why change is so hard. Reflecting on the four great tips they debated, Stelzner kept watching for his new friend to make a change. But, as he so eloquently states, “Change is so damn hard.”

"Putting Performance in Context — Not Every Three-Yard Pass is the Same" by Steve Boese at Steve Boese’s HR Technology
What starts off looking like a post about selecting the perfect fantasy football team turns into a great post about rating employee performance. Steve Boese’s football metaphor captures the essence of why context is vital, in sports and in employee performance ratings. Job stress, environment and level of competition must all be taken into consideration when rating an employee.
"Why I’m In This Game..." by Kris Dunn at The HR Capitalist
This post is a great example of why HR professionals do what they do. After taking the chance in hiring a guy with no industry experience but who he thought would “out-hustle” those around him, Dunn finds himself reflecting on a thank you note from that very individual.
"666 Firing: When Demanding Compliance Costs You a Fortune" by Suzanne Lucas at CBS MoneyWatch blog
In light of the firing of an employee who refused to wear a sticker bearing the numbers 666, Suzanne Lucas takes a look at when corporate policy and compliance may go too far. She poses some good points and asks some great hypothetical questions about the severity of non-compliance. Was not wearing the sticker, which reflected the company’s days without an accident, worthy of termination?
"Does Being in Love Make You a Better Manager?" by Trish McFarlane at HR Ringleader
With the results from a new study, Trish McFarlane examines the traits exhibited by those in love. She then correlates how those same traits would affect a manager. Her conclusion: a positive or negative home relationship will affect management abilities, and this should be remembered when an employee is in the same situation.
"The Messenger Really Matters" by Sharlyn Lauby at HR Bartender
After overhearing the comment, "It’s the message that is important, not the messenger," Sharlyn Lauby works to contradict that very statement. She believes that not only is the messenger critical in setting the tone for the immediate situation, but also for setting the tone for what's to follow, especially when delivering bad news.
"7 Trends That Have Changed the World of Work and How to Adapt" by Donna Sweidan at JobMob
The world of work is changing rapidly, and Donna creates a great list of what’s trending in the job market. She not only addresses some of the biggest changes, but also how to embrace them in your job search. From the slasher to the freelancer, she gives some great insights into where the market is, and where it’s going.
"HR Ads: The Red Pen Edition" by Frank Roche at KnowHR
In a biting, sarcastic pictorial post, Frank Roche critiques a few recruitment ads currently in publication. Using a stereotypical red pen, he adds great commentary to some otherwise poorly designed print ads. His wit and humor, along with his critical eye, make for a really interesting post on what-not-to-do when designing an ad.
"Player, Please: Gamification & Social Engagement" by Matt Charney at Next
With social media recruitment becoming increasingly popular, Matt Charney reminds his readers that this method is supposed to be fun. With a little out-of the-box thinking, "gamification", the process of creating a competition out of otherwise mundane and ordinary tasks, can be incorporated into talent acquisition strategies. After all, it worked for The Apprentice.

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Top Ten Most Effective Job Search Websites

Looking for Work? Spread Around Your Efforts

The most important thing that any job seeker can do to improve their chances of landing a job is using multiple resources in their job hunting efforts. This means posting your resume online, as Mahendra described in Top 5 Free Resume Hosting Websites, or using social networks as Charnita described in 8 Sites For Beating The Job Hunting Blues. However, the core of your efforts should be focused on websites that bring all of the world’s jobs to your doorstep.

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Difference between HRM and Soft HRM

HRM - Hard v Soft HRM

There are a variety of ways to approach the management of HR in a business. The business textbooks like to describe two broad approaches to HRM which are explained further below:

• “Hard” HR
• “Soft” HR

However, it is important to remember that, in reality, these two approaches are somewhat academic in nature. In real businesses, an HR department or manager would be likely to adopt elements of both soft and hard HR, and in many cases would not be interested in the slightest in the distinction!

The key features of the hard and soft approach to HR can be summarised as follows:

Hard HR Management	Soft HR Management
Treats employees simply as a resource of the business (like machinery & buildings) Strong link with corporate business planning – what resources do we need, how do we get them and how much will they cost	Treats employees as the most important resource in the business and a source of competitive advantage Employees are treated as individuals and their needs are planned accordingly
Focus of HRM: identify workforce needs of the business and recruit & manage accordingly (hiring, moving and firing)	Focus of HRM: concentrate on the needs of employees – their roles, rewards, motivation etc
Key features	Key features
Short-term changes in employee numbers (recruitment, redundancy)	Strategic focus on longer-term workforce planning
Minimal communication, from the top down	Strong and regular two-way communication
Pay – enough to recruit and retain enough staff (e.g. minimum wage)	Competitive pay structure, with suitable performance-related rewards (e.g. profit share, share options)
Little empowerment or delegation	Employees are empowered and encouraged to seek delegation and take responsibility
Appraisal systems focused on making judgements (good and bad) about staff	Appraisal systems focused on identifying and addressing training and other employee development needs
Taller organisational structures	Flatter organisational structures
Suits autocratic leadership style	Suits democratic leadership style

Which of the two approaches is better? The answer is – it depends!
The “hard” approach to HR might be expected to result in a more cost-effective workforce where decision-making is quicker and focused on senior managers. However, such an approach pays relatively little attention to the needs of employees and a business adopting a genuinely “hard” approach might expect to suffer from higher absenteeism and staff turnover and less successful recruitment.
The “soft” approach will certainly appeal to the “touchy-feely” amongst us who like to see people being treated nicely!
And you can also make a good business case for an approach which rewards employee performance and motivates staff more effectively. However, the danger of taking too “soft” an approach is that when all the employee benefits are added up, the cost of the workforce leaves a business at a competitive disadvantage.

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Multitasking: Is it Good or Bad?

How many of you have tried to get multiple tasks done all at once?

How many of you have succeeded in completing them properly till the end?

How many times have you succeeded in completing tasks altogether?

Multitasking simply means to have a lot of tasks done at the same time in the wrong order – without prioritizing them. It’s the worrisome situation where you have six things to complete immediately. You go back and forth, checking every task and instead of fully completing one of them, you end up having all of them undone.

This panicky attitude gets you nowhere. You lose your focus and even make errors along the way because you’re not focusing in getting things done the right way.

So, you’re sitting at your desk worried with your mind swirling around, still wondering: how in the world will you ever get all of the tasks done at once you will get them all done at once. That’s when you will sound like Helena Bonham Carter who says, “Multitasking? I can’t do two things at once. I can’t even do one thing at once.”

The good news is; you CAN multitask. The bad news is; you will only be able to do it once or twice a time with a lot of blunders. You also lose your focus because while you’re finishing your first task, you’re in a hurry to hop towards the second, third, fourth, fifth and sixth. So in between you make mistakes and very silly ones.

This does not only harm your work but it also affects your brain because it gets stressed when you multitask. William Stixurd, a Ph.D Neuropsychologist says, “The brain is a lot like a computer. You may have several screens open on your desktop, but you’re able to think about only one at a time.”

Here’s the best way to handle multitasking: make a quick decision and prioritize. If you have three tasks placed on your desk and you have three more coming in, you’re going to have to decide quickly which one to do first according to the time it will consume. It’s better to have three things done in an hour in order, rather than having five things sitting on your desk with you biting your nails.

So, from now onwards learn to prioritize and decide quickly.

By- Hiba Naz

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How to get promoted in your organization

You’ve been with your company for a little while now. You’re great at your job but you’re thinking you could use a little more challenge. Or change. Or both. You’ve invested some time with this company and you like the culture, the business, and the benefit plan. But there’s still something missing. You don’t want to leave and start again at a new company, so what are your options?

You can settle and just keep doing the same job, hoping for opportunities to pop up to stimulate you or your career, or you can be proactive, and look at other departments and try working with them. This gets you the benefit of starting a new job with the security of staying within a company that you already love. No, this isn’t the same as dating your ex-wife’s sister just because you love the family – that’s a different article altogether. This is more like finding the right fit for you and your development. Maybe a better (or worse) analogy is thinking that any piece of the jigsaw can be made to fit – but it might not look quite right, and it’s usually not that good for the puzzle, especially the puzzle piece. If you know you aren’t fitting in quite right, it’s your responsibility to find where you belong.

So what can you do to find the right fit?

Look Around

Take a look at your company. There are many different departments with different goals and daily responsibilities. If you were to switch to one of these teams, what part of the job would you like the best? Make a list of the pros and cons of each position, and see if one piques your curiosity more than the others. Talk to the people in that department. Find out what they like about their role, their boss, their responsibilities. Ask them what they love about it and what they think the most frustrating aspects of it are.

Don’t Wait For It to Be Official

If you are interested in this new role don’t wait for an official posting to go up. Find out who will be making the hiring decision and book time to talk to them. Learn when they are going to be hiring and what they want to see in future team members. Don’t let the first time they meet you be the courtesy interview that is extended to internal applicants. If you show interest in them before they have a need it won’t look like you are brown nosing insincere. Talk to the hiring manager and learn about the skills and qualifications required for this role, and then go and get them. You might need to take a few night classes or go back and get your degree. You will need to decide if it’s worth it.

Show Interest

Now that you have identified the team you want to be on, demonstrate that you are interested by trying to be a part of the team. Volunteer to job–shadow members of the team. Notice I said volunteer. You don’t want to look like you are trying to get out of your current job; you want to look like you are generally interested in this new department. Assisting the team with their existing projects can demonstrate that you are a team player, it can showcase how your current skills are a good fit for this team, and it can give you an opportunity to find out if you really like working on this team. The grass usually looks greener, but sometimes it’s just a different shade of the same grass.

Prove It

Now that you’ve shown that you are interested in working on the new team, you need to show them that you are outstanding in your current role. If you shirk your current responsibilities in favor of doing the work on the new team, you are showing the decision makers that you only do well on jobs you like doing. This isn’t a great plan. Show them that you are able to do your current job to an outstanding level, and they will see the benefit of having you on their team.

Try, Try Again

Ok, you’re on the radar. They know who you are, they know you’re interested in the position, and now they are hiring. You might not get the job. If you are lacking the official skills on your resume the role might go to an outside candidate that does have them, or to someone with more experience. If you do get it – fantastic! If you don’t, go and talk to the hiring manager to discuss what you need to do for next time. Show them that you are in it for the long haul, and you know that there will be future positions on this team. Listen to what they tell you and then take action on it. Demonstrating that you are able to accept criticism and do something with it to improve yourself speaks volumes to your future new boss. Who doesn’t want an employee that listens to your suggestions and then finds a way to git ‘r done?

Take a Step Backwards to Take a Step Forward

There’s a possibility that you will need to take a step down, either in position or in pay grade – or both, in order to secure your new position. This is often the case in situations where your technical skill has not been demonstrated enough for the new position, but they are willing to take a chance on you. If you are able to, take this opportunity. If you’ve shown this much interest and dedication to get this role you likely won’t stay at the junior level for long. Only you can decide if this is an acceptable option for you.

Make a Deposit Into the Bank of Karma

Yay! You are the successful candidate. You’ve signed the offer letter, and you are on your way to becoming the superstar on the new team. Don’t forget your old team. You never know when you might need their help or support, so it’s best not to burn any bridges. Help train your replacement, speak highly of your old boss and team, and remember to touch base every once in a while. There’s a good chance that you aren’t the only one that wanted to move within the company, so watch for those that could use your advice and assistance.

The nice thing about this structure is there really isn’t a down side. Best case, you get to work on a new team in a new role, in a company that you enjoy being a part of. Worst case, you learn more about the other departments in your company and who the decision makers are within them. In both cases, this is valuable info that you can use as you advance within the company

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15 Trendy Recruitment Methods

Thanks to Dr. John Sullivan for sharing the 13 Trends In Corporate Recruiting for 2009 which inspires me to write about the latest trends in recruitment which small and medium size companies can easily adopt and can reduce their cost several folds. Major recruitment trends that are in voyage are as follows.

1- Poaching/Raiding

Buying talent” (rather than developing it) is the latest mantra being followed by the organisations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.

2-E-Recruitment 

Many big organizations use Internet as a source of recruitment. E- recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV’s in worldwide web, which can be drawn by prospective employees depending upon their requirements. Advantages of recruitment are Low cost, No intermediaries, Reduction in time for recruitment
Recruitment of right type of people and Efficiency of recruitment process.

3-Headhunting

Recruiters rely on Headhunting through which they can target even passive candidates and try convincing them. This is usually done for senior levels as they prefer to be invisible in job boards but looking for a suitable opportunities.

4-Employee branding

Organizations are focusing on their employee branding to create more visibility in the market and to attract key talent. This includes publicity through media, internet, arranging various events and actively taking social responsibilities.

5-Referral programs

Practicing Employee referrals is always a win-win situation. Firstly, it gives the employee to suggest right talent in the form for friends. Secondly, This reduces the cost to the company as they avoid external vendors and give more importance to the internal references from the employees. Such employees are rewarded financially and that helps in retaining the existing talent and at the same time bringing the best fit with minimum cost. Also companies are showing interest in bring back the ex-employees.

6-Employee blogs for recruiting

It is easy to find a person with right skills as there is enough talent in the market. But choosing the best fit is a challenge as there is high competition. Along with the skills, person needs to be smart, should have good ownership skills and should stand out in the crowd. Such people are enthusiastic and participate in most of the activities online and offline. Companies look for their such visibility apart from the regular activities. Such identity through blogs or online visibility will definitely attracts the hiring manager.

7-Mobile-phone recruiting

It’s another latest trend which helps to reach the crowd quickly. There are lots of new features available for mobile communication such as text messaging, video message etc.

8-Social Gathering

Participation in different external conferences and competitions to identify the similar talent available in the market. Sharing the business cards for future references.

9-Utilizing social networks

Although using social networks as a recruiting source has been a well-discussed concept for a while, few firms have found productive ways to truly leverage social media sites. However, as new approaches are developed that more accurately align with the paradigm of social media audiences, recruiting on social networks will become more mainstream. Focus areas include encouraging your employees to be more visible online and using networks to identify innovators. Key networking sites include Facebook (global), MySpace (global), Friendster (global), LinkedIn (global), Twitter (U.S.), Multiply (Asia), Mixi (Japan), Cyworld (Korea), and Xiaonei (China). Firms to watch: E&Y, Zappos, CIA, Yum Brands, Google, and Facebook.

12-Utilizing video

While it may be hard for some to fathom, 1:1 and 1:many video has become a very popular communication medium, surpassing all other forms of Internet traffic. Second only to employee referrals, the most impactful tool for effectively demonstrating the excitement and passion at a firm is online video. If a picture is worth a thousand words, then moving pictures demonstrating what it’s like to work at your firm would have to be “priceless.” Focus areas include posting on video-sharing sites such as YouTube (global), Youku.com (China), and sharing employee-generated “unscripted” videos on your corporate site. Firms to watch: Deloitte, Microsoft, and Google.

13-Using mobile-phone recruiting

As mobile phones with amazing features spread throughout the population, recruiting managers are beginning to realize that they can be a powerful recruiting media. Key focus areas include text messaging, mobile video, and mobile-accessible corporate careers sites. Firms to watch: Google and nearly any firm in Asia!
Revitalizing corporate jobs page. Recruiting managers are beginning to understand that pitifully dull and dated websites drive away innovators. Focus areas include providing personalized information to the visitor, Flash video integration, blogs, podcasts, and virtual Q&As. Firms to watch: Microsoft, Google, and Deloitte.
Using a CRM model for hiring. I’ve been touting the values of the CRM (customer relationship management) model for years. More firms are beginning to understand the value of improving the experience at each “touch point” with the candidate. Key focus areas include relationship recruiting, automated applicant profiling, automated event calendaring, and robust lifecycle metrics. Firms to watch: U.S. Army, GlaxoSmithKline, and E&Y.

14-Hiring innovators

Rapid product copying and the high visibility of innovative firms like Apple and Google are forcing recruiting managers to modify recruiting processes in order to successfully recruit innovators and game changers. Key focus areas include relationship recruiting, pre-need hiring, and tolerant/inclusive screening and interviewing processes. Firms to watch: IBM and Google.

15-Recruiting globally

Recruiting managers are beginning to learn how to differentiate multi-national recruiting from true global recruiting. Key focus areas include global sourcing, globalized websites, and globalized employer referral programs. Firms to watch: Infosys and IBM.

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