global human resources

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Published By: SAP Ariba     Published Date: Oct 11, 2018
Globalization has presented business leaders with numerous opportunities and challenges to become more competitive and innovative and to drive more value. These opportunities and challenges seem to increase in number and complexity every year whether it is the challenge of scaling limited human and technological resources, sourcing from low-cost countries halfway around the world, or going to market with the latest product innovations.
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SAP Ariba
Published By: Rosetta Stone     Published Date: Mar 22, 2012
MarketBridge, a leading global provider of sales and marketing services, surveyed 493 senior and upper management-level business professionals in a variety of functional roles at leading international corporations to learn more about their company's language-learning needs. Please download this free white paper for more information.
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bilingual, human resources, rosetta stone, global human resources, business research
    
Rosetta Stone
Published By: Rosetta Stone     Published Date: Mar 22, 2012
As companies seek to gain a competitive advantage when tapping into new markets, two major trends have emerged. Read this white paper to learn more.
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rosetta stone, language, business research, global management, global human resources
    
Rosetta Stone
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: Lawson     Published Date: May 11, 2011
How can organizations tap into their workforce to achieve specific business outcomes? The answer - and the future of HCM - lies in the three closely related areas of talent management integration, spaces, and information delivery.
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lawson hcm, strategic human capital management, larry dunivan, talent management integration, information delivery, talent acquisition, goal management, performance, compensation, succession, global human resources
    
Lawson
Published By: SHL     Published Date: Dec 13, 2011
SHL's Global Assessment Trends Report provides human resources professionals and those interested in learning about global assessment practices a comprehensive look at how organizations around the world measure talent.
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gatr, trends, trends report, global assessment trends, global assessment trends report, global assessments, talent measurement practices, talent measurement trends, people intelligence programs, people intelligence, global assessment practices, remote testing, social media, interview, selection, recruiting, hiring practices, talent management, workforce programs, human resources professionals
    
SHL
Published By: NAVEX Global     Published Date: Mar 04, 2014
NAVEX Global commissioned an independent third party study of over 300 Ethics and Compliance senior level decision makers in compliance, HR, legal and risk roles across multiple industries, to understand how they are allocating their budgets and which activities are contributing to their program success. Download this spending research report to benchmark your program and use these key lessons from your peers to boost your ethics and compliance programs' effectiveness.
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navex global, ethics and compliance, compliance function, organizational imperative, corporate management, compliance implementation, effective compliance, budget driver, protection, reputation, human resources
    
NAVEX Global
Published By: NAVEX Global     Published Date: Mar 04, 2014
The following six lessons will help you assess the focus of your compliance training program and formulate a strategy to tackle your biggest training risks.
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navex global, compliance training, compliance implementation, effective compliance, risks, hr issues, human resources, compliance mix, training programs, compliant culture, risk assessment, qualified third parties
    
NAVEX Global
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, social media
    
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: 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 can’t grow. Therefore there’s 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 don’t address the increasingly complex nature of HR’s role in the business.
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human capital, human resources, recruiting, hiring, development, global, technology, business, best practicies
    
Oracle
Published By: Oracle     Published Date: Jan 16, 2014
Global business has affected no group more than Human Resources. Recruiting, hiring, developing, and retaining global workers have become more complicated in a global economy. In this whitepaper, learn the five key capabilities HR needs to play a strategic role in today’s global economy.
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human capital, human resources, recruiting, hiring, development, global, technology, business, best practicies, knowledge management
    
Oracle
Published By: Oracle     Published Date: Jan 16, 2014
Global business has affected no group more than Human Resources. Recruiting, hiring, developing, and retaining global workers have become more complicated in a global economy. In this whitepaper, learn the five key capabilities HR needs to play a strategic role in today’s global economy.
Tags : 
human capital, human resources, recruiting, hiring, development, global, technology, business, best practicies, knowledge management
    
Oracle
Published By: Oracle     Published Date: Jan 16, 2014
Global business has affected no group more than Human Resources. Recruiting, hiring, developing, and retaining global workers have become more complicated in a global economy. In this whitepaper, learn the five key capabilities HR needs to play a strategic role in today’s global economy.
Tags : 
human capital, human resources, recruiting, hiring, development, global, technology, business, best practicies, knowledge management
    
Oracle
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
Tags : 
    
Genesys
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 company’s 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 company’s 21,000 employees, in 170 countries. And as KPMG’s delivered tangible results, something intangible emerged – a new company culture, inde
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KPMG
Published By: SAP     Published Date: Oct 11, 2018
Globalization has presented business leaders with numerous opportunities and challenges to become more competitive and innovative and to drive more value. These opportunities and challenges seem to increase in number and complexity every year whether it is the challenge of scaling limited human and technological resources, sourcing from low-cost countries halfway around the world, or going to market with the latest product innovations.
Tags : 
    
SAP
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