HRO Today April 2019 - 9

Upside
NEWS FROM THE WORLD OF WORK
expand internationally need to carefully consider the type
of organizational structure they will put in place to achieve
their goals. The options are numerous and include acquiring a
business, setting up a joint venture, international franchising,
and more.
2. Upholding ethical operations standards. Employers need to be
aware of all ethical business requirements in the new location,
establishing a code of ethics that includes policies against
bribery and corruption.
3. Planning international assignments. From selecting the right
employee for an assignment to documenting the duties
and terms of the assignment, international relocations are
complicated and multi-faceted.
4. Recruiting and selecting a workforce. Organizations must
ensure that there are suffi cient employees in place in the new
location with the relevant skills to build a competitive offi ce. To
this end, employers need to create a recruitment process that
complies with anti-discrimination laws and follows local best
practices in regards to sourcing and compensation.
5. Handling labor relations. Collective employment rights differ
from country to country and employers need to understand all
the nuances of local labor relations issues. Key points of interest
include how employees are organized, requirements to consult
with employee representatives, legal protections that exist for
unions, and more.
6. Ensuring equal employment opportunity. Anti-discrimination
regulations are typical in some parts of the world like North
America, Europe, South America, and parts of Asia Pacifi c, but
still uncommon in most of Africa and the Middle East. Employers
need to be aware of these differences and adopt a global
approach to equal opportunity by observing good, consistent
standards across the organization.
7. Guaranteeing employee rights. Specifi c rights granted to
employees vary dramatically from country to country. Laws
change often so it is critical for HR professionals to seek legal
advice before hiring employees and keep the laws on employee
rights in mind throughout the employment relationship.
8. Providing for employee health and safety. Compliance with
national, regional, and local health and safety laws should be a
priority for organizations with international operations.
Gender
Inequity in the
Boardroom
A new study from Korn Ferry and The Conference Board
shows that while progress has been made, the gender parity
in leadership teams remains a major issue today. The report,
Effective Leadership Development Strategies at Pivotal Points for
Women: Chief Human Resources Offi cers and Senior HR Leaders
Speak, indicates that while 66 percent of HR executives believe
that the representation of women in leadership has improved in
the past fi ve years, 66 percent feel that representation remains
inadequate.
According to study results, respondents indicated that having
46 percent of women in vice president roles and above would
constitute adequate representation; however, that number is
currently at 27.6 percent at the vice president level, 22.2 percent at
the senior vice president level, and 22.5 percent at the C-suite level.
Indeed, over half of respondents agree that there is not enough
female representation at the vice president level (66 percent) and
in the C-suite (65 percent).
A key part of the problem is a lack of female candidates in the
leadership pipeline. Forty percent of HR executives believe that
women lack the opportunities and experiences necessary to help
them advance. The study claims that the response to this must be
dramatic. Incremental steps are not enough-leaders must disrupt
the status quo and focus on programs that drive better outcomes.
2019
Employment
Trends
CareerBuilder recently released the fi ndings of its annual study of
hiring and employment trends. According to the results, 40 percent
of employers plan to hire full-time, permanent employees and 47
percent plan to hire part-time workers. This is similar to the hiring
rates last year which were 44 percent and 51 percent, respectively.
While employers are seeking talent, it is increasingly diffi cult for
many to fi nd. Fifty percent of HR professionals report having open
positions for which they cannot fi nd qualifi ed candidates. However,
32 percent of workers are open to changing jobs in pursuit of
better compensation and benefi ts. Some elements that candidates
are seeking in a workplace include good location (56 percent),
affordable benefi ts plans (55 percent), job stability (55 percent), a
good boss (48 percent), and a good culture (44 percent). The hiring
experience is also becoming a critical consideration, with 36 percent
of hiring managers reporting it as a top priority in 2019.
In order to fi ll talent gaps, 59 percent of organizations are investing
in training high-potential workers who do not fi ll all of the job
requirements. In particular, 56 percent of employers are willing
to pay for employees to get skills-based tech training outside of
the offi ce. However, 66 percent of employees say their companies
still don't offer educational opportunities, while 73 percent report
being likely to participate if training was offered.
Among candidates in the job market, soft skills are becoming
a key differentiator; 92 percent of employers say that skills like
interpersonal skills, communication, and critical thinking are top
considerations when making a hiring decision. Other top skills that
employers are seeking in 2019 are the ability to be team-oriented
(51 percent), attention to detail (49 percent), and customer service
(46 percent).
APRIL 2019 | www.hrotoday.com
[9]
http://www.hrotoday.com

HRO Today April 2019

Table of Contents for the Digital Edition of HRO Today April 2019

HRO Today April 2019 - 1
HRO Today April 2019 - 2
HRO Today April 2019 - 3
HRO Today April 2019 - 4
HRO Today April 2019 - 5
HRO Today April 2019 - 6
HRO Today April 2019 - 7
HRO Today April 2019 - 8
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