global hr leaders

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Published By: SAS     Published Date: Jan 17, 2018
Delivering exceptional customer experiences has become a key differentiator for top organizations today. Now you can see where your peers and competitors stand in the new Forbes Insights report Data Elevates the Customer Experience. This report is a comprehensive follow-up to an October 2015 preliminary pulse survey conducted among 105 executives of large global organizations. It identifies three categories of organizations leaders, explorers and laggards and measures the progress they have made with the data-driven customer experience based on three key pillars: organization (people), openness (data) and orchestration (processes). Read the results, find out where you stand and glean some new ideas from your peers about how to elevate the customer experience.
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SAS
Published By: Oracle     Published Date: Aug 09, 2013
Talent management has moved to the top of the CEOs agenda. In a 2012 global survey of CEOs and CFOs by the Economist Intelligence Unit, 53 percent of these leaders said that insufficient talent within their organization could harm them financially over the next 12 months. The number expressing financial concerns rose to 67 percent at organizations with more than 1,500 employees. Moreover, a full 83 percent of HR and business executives believe that talent programs need to be improved, according to Deloittes 2012 report Talent Edge 2020. With statistics like these, its no wonder theres more pressure than ever on HR leaders to make the right talent decisions for their organizations and to source the right talent management systems to maximize the value of their workforce.
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oracle, talent cloud, cloud, talent management
    
Oracle
Published By: Oracle     Published Date: Aug 15, 2013
Talent management has moved to the top of the CEOs agenda. In a 2012 global survey of CEOs and CFOs by the Economist Intelligence Unit, 53 percent of these leaders said that insufficient talent within their organization could harm them financially over the next 12 months. The number expressing financial concerns rose to 67 percent at organizations with more than 1,500 employees. Moreover, a full 83 percent of HR and business executives believe that talent programs need to be improved, according to Deloittes 2012 report Talent Edge 2020. With statistics like these, its no wonder theres more pressure than ever on HR leaders to make the right talent decisions for their organizations and to source the right talent management systems to maximize the value of their workforce.
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oracle, talent cloud, cloud, talent management, enterprise applications, human resource technology
    
Oracle
Published By: Esker     Published Date: Dec 19, 2016
There is a noticeable shift occurring in the world of order management. Traditionally, projects related to order-taking were spearheaded by the customer service department. Not anymore. The pressures of todays global economy have forced supply chain functions to play a more direct and strategic role in reducing costs, improving the customer experience, and driving added value throughout the organization. Naturally, supply chain leaders now have a significantly higher rate of interest and involvement in order management initiatives. Supply chain leaders work in a competitive environment, and in order to get ahead of the competition, they are increasingly turning to order processing automation solutions. Find out the four key reasons automation is emerging in the supply chain. Download now!
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Esker
Published By: Sage People     Published Date: Jan 29, 2018
In our latest survey report, we explore the growth challenges facing businesses and HR leaders in a rapidly changing landscape. We surveyed over 500 HR leaders in leading organisations to explore their views on these challenges, and to find out how they are supporting people and leveraging people data to help them achieve their growth goals.
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Sage People
Published By: Visier     Published Date: Jul 08, 2014
Global competition for talent, outsourcing labor, compliance legislation, remote workers, aging populations these are just a few of the daunting challenges faced by HR organizations today. Yet the most commonly monitored workforce metrics do very little to deliver true insight into these topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions.
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visier, workforce analytics, hr metrics, planning
    
Visier
Published By: OneLogin     Published Date: Oct 24, 2017
Were living through a time where people, organizations and societies not only rely but thrive upon secure, simple and fast access to information. From small businesses, startups, enterprises and global conglomerates across all verticals; to local, state and federal governments; to educational institutions and nonprofits, we are continuously investing in our employees, devices, applications, networks and infrastructure that enable us to drive our collective missions forward. Ten years ago, business and technology leaders catalyzed a cloud app revolution that has changed the way organizations manage IT. However, through this transformative shift, the core requirements of IT remain the same. Technology leaders are responsible for ensuring that 1) information assets remain confidential and protected, 2) information systems are available and operational, and 3) people are empowered and productive with the apps and information they need. IAM is a technology and security discipline that has
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OneLogin
Published By: Visier     Published Date: Jan 25, 2019
Global competition for talent, outsourcing labor, compliance legislation, remote workers, aging populationsthese are just a few of the daunting challenges faced by HR organizations today. Yet the most commonly monitored workforce metrics do very little to deliver true insight into these topics. Leaders need to graduate from metrics to people analytics in order to uncover the important connections and patterns in their data that lead to better workforce decisions.
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Visier
Published By: Genesys     Published Date: Feb 08, 2019
Successfully implementing and managing a comprehensive suite of customer experience technologies is essential for global businesses seeking to sustain high levels of customer experience and brand value. However, knowing how to temper the instinct to throw technology solutions at efficiency problems is what distinguishes global customer experience leaders from the rest. New technologies must be balanced with appropriate investment in human resources. This is the central finding of a global survey of over 550 senior executives conducted by MIT Technology Review to examine the pressures that shape their customer experience processes and the tools and strategies they employ to mitigate those challenges and continuously improve customer engagement. Read the report to get a detailed look at: The strategies that differentiates an Iconic firm from other businesses How strategies vary across regions based on maturity and customer expectations Future innovation management and technology adopt
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Genesys
Published By: Genesys     Published Date: Feb 12, 2019
Successfully implementing and managing a comprehensive suite of customer experience technologies is essential for global businesses seeking to sustain high levels of customer experience and brand value. However, knowing how to temper the instinct to throw technology solutions at efficiency problems is what distinguishes global customer experience leaders from the rest. New technologies must be balanced with appropriate investment in human resources. This is the central finding of a global survey of over 550 senior executives conducted by MIT Technology Review to examine the pressures that shape their customer experience processes and the tools and strategies they employ to mitigate those challenges and continuously improve customer engagement. Read the report to get a detailed look at: The strategies that differentiates an Iconic firm from other businesses How strategies vary across regions based on maturity and customer expectations Future innovation management and technology adopt
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Genesys
Published By: HireVue     Published Date: Feb 09, 2018
Unilever is a global player in the fast-moving consumer goods (FMCG) sector, with nearly a third of the worlds population using its products every day. The company has more than 169,000 employees working around the world, and its leaders estimate that within three years, as many as 60 percent of those employees will be Millennials. Critical to Unilevers ongoing success will be its ability to attract these recent college graduates. For its signature Future Leaders Programme, the company wanted its recruitment efforts to get ahead of the curve. The existing process was rooted in paper-based applications, phone interviews with recruiters, and manual assessment tests. It took four to six months to sift through 250,000 applications and ultimately hire 800 individuals. The company sought to radically transform this process using online gamification, digitally recorded interviews, and science-based assessment tests and data analysis. In this case study, we: Explain the challenges facing U
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HireVue
Published By: HireVue     Published Date: May 16, 2018
OVERVIEW Unilever is a global player in the fast-moving consumer goods (FMCG) sector, with nearly a third of the worlds population using its products every day. The company has more than 169,000 employees working around the world, and its leaders estimate that within three years, as many as 60 percent of those employees will be Millennials. Critical to Unilevers ongoing success will be its ability to attract these recent college graduates. For its signature Future Leaders Programme, the company wanted its recruitment efforts to get ahead of the curve. The existing process was rooted in paper-based applications, phone interviews with recruiters, and manual assessment tests. It took four to six months to sift through 250,000 applications and ultimately hire 800 individuals. The company sought to radically transform this process using online gamification, digitally recorded interviews, and science-based assessment tests and data analysis. In this case study, we: Explain the chal
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HireVue
Published By: Oracle     Published Date: Jul 27, 2015
Todays HR leaders are expected to understand these constantly changing needs and respond quickly with strategic guidance and plans.
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oracle hr cloud, human resources, oracle global hr cloud, hr leaders, hr strategic guidance, employees satisfaction, global view, employee profile
    
Oracle
Published By: Rosetta Stone     Published Date: Apr 03, 2018
For many companies, language barriers increase as business globalization becomes the norm rather than the exception. Perhaps a call center agent cannot handle customer contact in an unfamiliar language. Or a manager travels to a face-toface meeting only to sit across a conference table from clients wanting to speak in their own native language. Even within your organization, teams across global geographies must collaborate to achieve collective goals, but language barriers often stand in their way. Meanwhile, HR leaders are tasked with recruiting and retaining top talent and L&D managers must align programs with business goals. Each of these scenarios and areas of responsibility have something in common: A clear need for company-sponsored training to develop employees language proficiency so they can engage successfully with colleagues and customers anywhere. Thousands of learners were surveyed about the impact of language training with Rosetta Stone business solutions.1 Results show
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Rosetta Stone
Published By: Genesys     Published Date: Dec 20, 2018
Successfully implementing and managing a comprehensive suite of customer experience technologies is essential for global businesses seeking to sustain high levels of customer experience and brand value. However, knowing how to temper the instinct to throw technology solutions at efficiency problems is what distinguishes global customer experience leaders from the rest. New technologies must be balanced with appropriate investment in human resources. This is the central finding of a global survey of over 550 senior executives conducted by MIT Technology Review to examine the pressures that shape their customer experience processes and the tools and strategies they employ to mitigate those challenges and continuously improve customer engagement. Read the report to get a detailed look at: The strategies that differentiates an Iconic firm from other businesses How strategies vary across regions based on maturity and customer expectations Future innovation management and technology
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Genesys
Published By: IBM     Published Date: Sep 30, 2013
The insights provided by more than 700 Chief Human Resource Officers around the world show how workforce investment is shifting. Companies are beginning to focus more on growth, expanding into new markets and offering new products and services. But to make the most of potential growth opportunities in todays dynamic global marketplace, organizations need to find ways to address the borders that are currently impeding their workforces. Based on the key capability gaps revealed in this study, we believe organizations should focus on three critical workforce imperatives: cultivating creative leaders, mobilizing for speed and flexibility and capitalizing on collective intelligence.
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ibm, ibm global business services, chros, chief human resource officer study, global hr leaders, creativity, flexibility, business intelligence, knowledge management, human resource technology
    
IBM
Published By: Oracle     Published Date: Nov 27, 2013
Global business has affected no group more than Human Resources (HR). Recruiting, hiring, developing, and retaining global workers is more complicated in a global economy adding another layer complexity, and without doing those things effectively, companies simply cant grow. Therefore theres more pressure than ever on HR leaders to develop and execute new workforce and talent strategies. Unfortunately, many HR organizations are simultaneously juggling these demands with a set of legacy technologies that are not up to the task because they dont address the increasingly complex nature of HRs role in the business.
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human capital, human resources, recruiting, hiring, development, global, technology, business, best practicies, knowledge management
    
Oracle
Published By: Oracle     Published Date: Apr 28, 2014
Perfect order fulfillment requires companies to have seamless integration of all supply chain execution (SCE) including, logistics processes from manufacturing, transportation, warehouse, global trade to mobile and RFID. Recent research from Gartner reveals that most supply chain organizations continue to operate as functional silos warehousing, transportation and manufacturing with minimal, if any, process integration and synchronization between execution silos. The Gartner Research report provides key insights into how supply chain and IT leaders can transform logistics by breaking down functional silos, and designing business processes that span, optimize and synchronize across traditional functional domains.
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oracle, logistics, value chain execution, silos
    
Oracle
Published By: Quantcast     Published Date: Jan 07, 2015
This white paper, published in partnership with the Interactive Advertising Bureau, will explore and present a snapshot of how publishers, marketers and technologists are going global in their practice of programmatic audience development across each of 12 markets. Conclusions are derived through a combination of survey and interview data encompassing feedback from more than 200 executive-level leaders in the Americas, Europe, Africa, Asia, Australia and the Middle East.
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programmatic audience development, marketing solutions, global marketing, audience culture, global branding
    
Quantcast
Published By: KPMG     Published Date: Sep 17, 2018
The leadership of a new, marquee pharma manufacturer approached KPMG with a paradox: It was certainly marquee, but not new. As the highly publicized spin-off of a global health services conglomerate, the company began life with $18 billion in annual revenues, an established product pipeline and instant membership in the S&P 100. Reliant on the back-office functions of its parent, it needed to quickly acquire the back-office sinews of a truly stand-alone company: ERP systems and core processes for finance, operations and human resources. During an intensive three-year engagement, KPMG brought the vision of the companys leaders to life, working towards a target operating model through the disciplined implementation of new systems, processes, training and staffing. The multidisciplinary approach eventually touched the lives of every one of the companys 21,000 employees, in 170 countries. And as KPMGs delivered tangible results, something intangible emerged a new company culture, inde
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KPMG
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