China Gorman

For more than 25 years, China Gorman has held strategic business leadership roles in the human capital management sector. She's currently the CEO for Great Place to Work, a company dedicated to improving society by helping companies create better workplaces. Well known for her tenure as Chief Operating Officer and interim CEO of SHRM (the Society for Human Resource Management), China also held the posts of President of DBM North America, and President of Lee Hecht Harrison, the global consulting division of Adecco, which became the performance leader in its industry under her leadership. Read her blog at ChinaGorman.com, and contact her at china@chinagorman.com.

Articles by China Gorman

HR Insights, HR Management

Yes, HR Research May Really Be Marketing, But There’s Still Value to It

Evidence based HR

I’m mindful of Laurie Ruettimann’s blog post from a couple of weeks ago where she put it straight out – HR Research Isn’t Research: It’s Marketing.

She ends her post with this:

Remember — today’s HR research is marketing, wrapped up in survey data, presented for consumption as sales collateral.”

And, of course, she’s right. Read more…

HR News & Trends, Talent Management

Ethical Sourcing: If It’s Good For Coffee, It’s Good For Talent, Too

Starbucks_barista

I read in the newspaper yesterday morning that Starbucks has achieved an incredible milestone for the ethical sourcing of virtually all its coffee – 99 percent!

This means that more than 400 million pounds of coffee served globally meets really tough economic, environmental and social standards for growers from whom they buy their coffee.

According to Starbucks’ website, they take a “comprehensive approach to ethical sourcing, using responsible purchasing practices; farmer support; economic, social and environmental standards; industry collaboration and community development programs.” And it’s all verified by third parties like C.A.F.E. (Coffee and Farmer Equity) Practices, Fair Trade and Certification Global Services. Read more…

HR Insights, HR Technology

Some Answers to HR Technology Questions No One Else Is Asking

123RF Stock Photo

I love finding new sources of information that shine a light on how organizations can achieve better business results through better people practices.

This month I found a new source – although the principals are old friends – that is going to make important contributions in the use of HR technology in the improvement of business outcomes.

If you haven’t heard of Key Interval Research, you most certainly have heard of John Sumser and William Tincup, the founders and principal analysts. And if you haven’t seen the first of their monthly research reports, let me introduce you to The Ideal Vendor Relationship. Read more…

Global HR, HR News & Trends

Studies Show the Shaky Educational Foundation of Our Gen Y Workforce

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It’s the definition of a counter-intuitive statement: The Millennial generation has attained the highest levels of education of any previous American generation, yet on average demonstrates weak skills in literacy, numeracy, and problem solving in technology-rich environments compared to their international peers.

This is a tough realization to stomach for a number of reasons.

Not only is it disheartening to hear, and confusing considering the exorbitant and rising costs of education in the U.S., but Millennials are estimated to make up 50 percent of the employee population by 2020 and will shape the economic, political and social landscape for years to come (so their skills are important, to say the least). Read more…

Classic TLNT

Think We Have Skills Shortages Now? Just Wait Until We Get to 2020

123RF Stock Photo

Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post.

Skills shortages in 2020 will rise to an entirely new level.

And I’m not talking about STEM skills, although they’re critical. Or the ability to speak multiple languages, which needs to be more common in the U.S. Or even the readiness of college graduates to take a place in the economy, which a majority of employers report is lacking.

I’m talking about the skills that the globally-connected, superstructured, computationally focused, smart-machine powered organizations of the future staffed by longer living and working, new media-using employees will require. Read more…

HR News & Trends

Deloitte’s New Human Capital Survey Should Be a Wake-Up Call for HR

gx-cons-hc-human-capital-trends-leadership-promo-2015

Deloitte recently released its 2015 Global Human Capital Trends report, their annual comprehensive study of HR, leadership, and talent challenges compiled using data from surveys and interviews taken by 3,300 plus HR and business leaders in 106 countries around the world.

The report identifies 10 major trends that emerged from the most current research, and cites the capability gap (measuring the distance between the importance of an issue and organizations’ readiness to address it) associated with each, as well as practical ideas for how to help organizations combat theses challenges. Read more…

HR Management, Leadership

Controlling Employer Branding: It May Lead to an HR-CEO Showdown

personalbranding2

In a recent report by Universum, a tactical view of how organizations are attracting talent and combating problems is given with some fresh insight.

The report, titled State of Employer Branding, is part one a four-part 2020 Outlook series and based on responses from 2338 interviews conducted in the winter of 2014 in 18 different countries. Respondents represented a variety of industries and job functions, with more than 50 percent working within HR, 16 percent being the CEO of their respective organization, and 23 percent working for organizations with more than 1000 employees in the country.

Universum’s report starts by posing a necessarily blunt question to its readers, “How long have executives argued over the need to make talent attraction a corporate strategy rather than an HR strategy?” Read more…

Rewards & Recognition, Talent Management

When It Comes to Recognition, Companies Stick With the Tried and True

© iQoncept - Fotolia

Recognition programs are vital tools in an organization’s total rewards strategy, but beyond the knowledge that “recognizing employees is a good thing to do” we can look to data that back up recognition programs as an important part of an organization’s culture.

WorldatWork and ITA Group’s Trends in Employee Recognition 2013 is a good example of a data-driven look into why recognition programs are important.

Their report summarizes the results of a survey sent globally to 5,520 WorldatWork members, which aimed specifically to measure specific types of recognition programs and the impact on the workforce. Respondents were randomly selected members who had designated responsibilities at the executive, top or senior level and members that specified total rewards as their specific function area. Read more…

HR News & Trends, HR Technology

How Automated Workforce Planning Can Free Managers For Strategic Tasks

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An organization’s most critical assets are its employees. No other bothers to argue against that point any more.

An organization’s workforce is also, however, its most expensive asset, and workforce management (the development of employees, retention of skilled talent, etc.) is consistently cited as one of the top issues facing organizations today.

In a recent Aberdeen report (Bottom Line Reasons For a Total Workforce Management Strategy), 60 percent of all organizations reported a need to improve workforce planning capabilities as a driver of their total workforce management efforts. Read more…

HR News & Trends

Do We Still Need Evidence Why Diverse Organizations Perform Better?

© Gstudio Group - Fotolia

You’ve probably heard that organizations with a focus on diversity have stronger organizational cultures – they have happier and more productive employees, and are more socially ethical than other organizations.

You might have also heard that organizations with a focus on diversity perform better financially than organizations that do not invest energy in diversity programs, or in fostering a diverse workplace.

Why, exactly, is this the case though? Read more…