Shaping the Future of Talent Management

whitePaper | October 5, 2022

Although the candidate and recruiter experiences are distinctly different from one another, they’re also deeply intertwined. When the end-to-end candidate experience is positive, it’s a good bet that the recruiter experience is too. When candidates are struggling to cope with poor, disjointed, or protracted experiences, recruiters and hiring managers are likely struggling with similar issues.

whitePaper | February 27, 2023

For the past few years, HR leaders have been tested in unprecedented ways. We’ve had to focus on resolving numerous challenges ranging from the abrupt shift to remote work to an onslaught of mass resignations. We’ve struggled. We’ve adapted. As Reward Gateway has aptly said, 2022 was the year of ‘The Great Adjustment,’ and as we head into yet another year of unknowns, we’re faced with a set of new challenges, such as quiet quitting. But what does that really mean, and how do employers face this amidst a wave of other challenges?

whitePaper | March 13, 2023

Over the past three years, employers have weathered more storms than the past three decades combined. From a global pandemic to employee burnout and mass resignations. through to intense skills shortages and economic decline. It's little wonder that many have turned inwards to focus on what matters most to their employees, as that's arguably the one thing they can control independently of those external variables.

whitePaper | February 20, 2023

The technology industry has been on a roller coaster in recent years, and it seems that talent teams in particular are at the part where everyone screams in unison. After the uncertainty of COVID-19 and the economic challenges of the post-pandemic era, many tech businesses were already navigating unexpected changes and a wide variety of resourcing issues. And with widespread layoffs affecting technology companies big and small, the industry – and the talent that powers it – is facing a stomach-flipping moment.

whitePaper | January 17, 2020

A well-designed global mobility programme should incentivise talent to be mobile while minimising unnecessary costs. Understanding the latest practice in benefits provision is key to ensuring your programme is competitive yet cost-effective. This free report uses information from ECA’s products and surveys to look in detail at the costs of core benefits provided in many mobility policies. It provides insight into best practice and how to assess the total cost to the business of the full assignment remuneration package.

whitePaper | February 16, 2020

The focus on human capital and talent in corporate governance is intensifying, as more stakeholders led by large institutional investors seek to understand how companies are integrating human capital considerations into the overarching strategy to create long-term value. After all, a company’s intangible assets, which include human capital and culture, are now estimated to comprise a significant portion of a company’s market value. At the same time, there is an ongoing cultural shift brought about by new generations of workers, digitization, automation and other megatrends related to the future of work. In this new era, it is critical for management teams and boards to keep pace with this transformation and consider redefining long-term value and corporate purpose. Creating value for multiple stakeholders, including employees, will ultimately help build and sustain shareholder value over the long term.