Industry news
Currency transfer solution SD WORX, THE global payroll and human resources (HR) service provider, is partnering with World First, the international payments and money transfer business, to deliver a single currency transfer solution to SD Worx’s international payroll and HR customer base. The partnership provides SD Worx with the means to execute international payments at competitive exchange rates. The services will be available on a single platform, offering enhanced control over the payment process. Thierry Vanbever, director global services and solutions, SD Worx, commented: “We now provide our customers a cohesive and coordinated solution that enables fast-growing businesses to expand internationally, secure in the knowledge that their global payroll and HR needs are in safe hands.” World First’s ability to transact payments to over 150 countries in 127 currencies further supports SD Worx’s global reach, permitting clients to manage their international payroll with visibility and ease. Seth Harvey, global head of partnerships at World First, says: “In today’s increasingly connected and globalised world, it is important for business leaders to be able to manage their payroll and move money seamlessly and efficiently in any currency.”
Remote ACCESS BEYOND WORK THE LATEST CIPD/Halogen 2017 Employee Outlook report (http://bit.ly/2qe2kZl), reveals almost a third of UK workers (32%) feel that having remote access to the workplace means they cannot switch off in their personal time. The survey found that workers are divided on whether remote access to the workplace is a positive or negative development: ● 40% admit to actively checking their work mobile or emails at least five times a day outside of working hours ● 18% feel as though they are under surveillance ● 17% say it makes them feel anxious or even impacts their quality of sleep ● 30% say they feel empowered by having remote access ● 53% say it helps them to work flexibly, and ● 37% say it makes them more productive. Claire McCartney, associate research adviser at the Chartered Institute of Personnel and Development (CIPD), comments: “Employers … need to have a clear approach to remote working as well as create a wider enabling culture, where employees feel trusted and empowered to take ownership of their work, but also able to speak out if they are struggling.” The survey also found that private sector employees are more likely to say that they can always switch off from work (47%), compared to those in the public (35%) and voluntary sectors (29%). Those in the public sector are also almost twice as likely (32%) as those in the voluntary (17%) and private sectors (23%) to check their work mobile or emails at least five times a day outside of working hours. High-performing HR functions ACCORDING TO Mercer’s 2017 HR Transformation Study: How HR needs to change (http://bit. ly/2sjZNNW), 35% of organisations worldwide employ a human resources (HR) service delivery model that includes the three components: centres of expertise; HR business partners; and HR shared services. The successful operation of all three is an attribute of high-performing HR functions. More than two-thirds (68%) of high-performing HR functions have redesigned their HR structure within the last five years. As a result, many are utilising a framework in which HR administration and decisions are made in a centralised manner, and processes and practices are consistent across the multiple locations. Organisations with high-performing HR functions have embraced technology and have realised significant results assessing and applying analytics. Specifically, they achieved better business outcomes, such as delivering exceptional customer value (94%), reacting proactively to disruptive change (83%), and driving innovation (89%). Additionally, they are viewed as great places to work (86%) and attract the talent needed to excel (91%). Despite organisations with high-performing HR functions using technology much more than others, it is still limited. While 69% have employee self-service in place, just 36% have manager self- service and only 27% have mobile talent applications. Mercer’s Global Talent Trends Study 2017 research (http://bit.ly/2psJEFP) finds that 93% of executives are planning an organisation redesign in the next two years with 41% expecting to move support functions to shared services.
Managers’ personality traits A SURVEY of the personality traits of more than 2,900 managers found that female leaders score higher than men in four of the five categories measured. Though women rank higher in initiative and clear communication, openness and ability to innovate, sociability and supportiveness as well as methodical management and goal setting, they fell behind men in emotional stability and ability to withstand job- related pressure and stress. Professor Øyvind L Martinsen at the BI Norwegian Business School says: “These findings pose a legitimate question about the construction of management hierarchy and the current dispensation of women in these roles.” Professor Lars Glasø, Martinsen’s colleague, commented: “The survey suggests that female leaders may falter through their stronger tendency to worry – or lower emotional stability. However, this does not negate the fact that they are decidedly more suited to management positions than their male counterparts.”
| Professional in Payroll, Pensions and Reward | July/August 2017 | Issue 32 30
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