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  BIG DATA TRANSFORMS RECRUITING PRACTICES  
  By Will Staney, Glassdoor  
 

By harnessing the power of big data available at their fingertips, today's recruiters can ensure that they are making the right decisions with every hire.

 
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  LEADING PRACTICES FOR ENGAGING SPONSORS IN HR DELIVERY PROGRAMS  
  By Annette Leazer, Independent Consultant  
 

The key to successful program leadership is building an effective relationship with your sponsor and focusing them on your program's success.

 
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  FOUR CRITICAL BUSINESS SKILLS REQUIRED TO LEAD THE BUSINESS OF HRIS  
  By Carl Nielson, The Nielson Group  
 

Developing specific soft skills that support the four critical business skills and the six key accountabilities is critical.

 
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  EXPERIENCES ON THE "OTHER SIDE" OF THE CLOUD  
  By Mimi Brooks and Brad Ivie, Logical Design Solutions  
 

Human Resources needs to think beyond the "honeymoon" period with emerging vendor products and plan for the long-term interoperability of the digital HR ecosystem.

 
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  THE BUSINESS CHALLENGE: GLOBALIZING YOUR HR SYSTEM AND SERVICES  
  By Susan Story, Boehringer Ingelheim Pharmaceuticals  
  This article discusses the value, approach, and challenges of globalizing HR Information Systems (HRIS), in order to support a global business strategy and proactively address the needs of an organization operating beyond a single country’s borders.
 
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  HR TECHNOLOGY: FROM BACK OFFICE FUNCTION TO FULL BUSINESS PARTNER  
  By Todd Hicks, BASF Corporation  
  The future for the HR technology professional will continue to evolve and the focus will shift from onpremise, customization and deep technical knowledge to cloud technologies, functional and business process expertise, and third-party vendor management.  
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  HRIS: THE INVISIBLE LINCHPIN
 
  By Rich Berger, HRIP, SPHR, Citrix Systems  
  Human Resources Information Systems is the foundation that underpins the pillars of today’s HR organization. The profession is relatively new and HR and IT people are still learning its capabilities. It should be a visible, positive force for change that ties together extremely complex structures both organizationally and technically.


 
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  THE NEW AND IMPROVED HRIS 101: WHAT IT TAKES TO BE A SUCCESSFUL HRIS PROFESSIONAL IN 2014
 
  By Jacqueline Kuhn, HRchitect  
  What it takes to be a successful HRIS professional in 2014 is a cumulative skillset; it is a combination of high-tech and high-touch, with the added ingredients of flexibility and a willingness to accept and welcome whatever changes the future has in store.


 
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  TEN SECRETS OF SUCCESSFUL SOFTWARE IMPLEMENTATIONS  
  By Mike Harmer, Intermountain Healthcare, Inc.  
  When starting an implementation, take time to clarify the project’s goals, share them with the project team and stakeholders. Clearly stated outcomes will focus the team and be a critical measure of success after the system goes live. There are two components of a successfully stated outcome: Return on Investment (ROI) and Audience.

 
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  SERIOUS FUN - HOW HR CAN UP THE GAME  
  By Larry Mohl, Jubi, Inc.  
  WGamification - it seems like all of a sudden this word is being used everywhere. But what is it and why has it hit the radar now? Is it about playing games or is there something more substantial going on? Is it here to stay, or just another "buzz" soon to disappear? Can I afford it? Is it serious enough for serious people and serious problems? This article helps demystify the topic and develop your gamification acumen.

 
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  CONQUERING HR ANALYTICS: DO YOU NEED A ROCKET SCIENTIST OR A CRYSTAL BALL?  
  By Katherine Jones, Ph.D., Bersin by Deloitte, Deloitte Consulting LLP  
  The dilemma for HR is not collecting data - we know how to do that. Consolidating the data - is still not an issue. But here is the issue: Do we have the skills to make accurate business decisions based on the data we are now being inundated with?


 
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  FISH WHERE THE FISH ARE: HOW SMART COMPANIES USE MANAGERS TO COMMUNICATE CHANGE  
  By Jack Goodman, Thomson Reuters  
  There’s a significant amount of research showing that managers are consistently, in most organizations, the most trusted source of information for employees when it comes to change. Since managers have this credibility with their employees, it makes sense to “fish where the fish are” and provide them with the tools and resources to advocate on behalf of whatever change is being implemented.

 
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