Future of Sourcing - Risk Prevention https://futureofsourcing.com/tags/risk-prevention en Why “Paper Compliance” is Not Good Enough in a Post-COVID-19 World https://futureofsourcing.com/why-paper-compliance-is-not-good-enough-in-a-post-covid-19-world <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Copy%20of%20FoS%20Header%20Images%20%2847%29.png"><a href="https://futureofsourcing.com/sites/default/files/articles/Copy%20of%20FoS%20Header%20Images%20%2847%29.png" title="risk and compliance post-covid-19" class="colorbox" rel="gallery-node-1776-1M_ijHC1V08"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Copy%20of%20FoS%20Header%20Images%20%2847%29.png?itok=zKQG0rwc" width="624" height="325" alt="risk and compliance post-covid-19" title="" /></a></div></div></div><div class="field field-name-field-related-news field-type-entityreference field-label-above"><div class="field-label">Related news:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/covid-19-and-trade-regulations">COVID-19 AND TRADE REGULATIONS</a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>An unlikely health and safety pandemic has thrown the world into a tailspin. Regulatory changes related to COVID-19 are already touching all facets of the industry. They are likely to continue to evolve at a brisk pace, making it difficult for some employers to keep up. Although it would have been impossible for any company to be fully prepared for such low probability, the companies that put health and safety at the forefront of their efforts have found themselves in a much better position to respond. Companies that came into this crisis already behind the curve are struggling to keep up and will ultimately need to reprioritize health, safety, and business continuity plans moving forward.</p> <h1>Compliance for Compliance&rsquo;s Sake</h1> <p>The COVID-19 crisis has opened an entirely new chapter in risk management, one that has tested the strength of many companies&rsquo; resiliency and their ability to model a new kind of risk management plan. It&rsquo;s unlikely that very many businesses had emergency response plans that envisioned this type of massive-scale infectious virus.</p> <p>Every organization has some level of business continuity planning and compliance around known and probable risks &ndash; including natural disasters, local emergencies, shutdowns, security breaches, and fires. Some businesses may have included a limited number of actions around pandemics, especially if their operations were impacted in such previous outbreaks, such as SARS in 2014. But many of these plans were only routine &ldquo;check-the-box&rdquo; efforts, where compliance with the checklist was the main goal. When the unprecedented upheaval of COVID-19 hit, organizations everywhere had the same questions:</p> <ul> <li>What should we do?</li> <li>What can we do?</li> <li>What can&rsquo;t we do?</li> <li>What is legal, what is not?</li> <li>What aren&rsquo;t we thinking of?</li> </ul> <p>Unfortunately, perfunctory risk plans left many of those questions unanswered. Without robust and genuine programs around known and probable risks, some organizations found themselves largely unprepared for this historic event. Without a strong core of risk, health, and safety response programs, many companies were unsure of how to approach COVID-19. In the early going, this paralysis proved costly.</p> <p>Now, these companies must scramble to answer more pointed questions in order to move forward effectively:</p> <ul> <li>If worker safety wasn&rsquo;t already a priority, how will you quickly move to address new health risks?&nbsp;</li> <li>If you didn&rsquo;t already have a strong framework to assess and address risk, how are you going to prioritize resources?</li> <li>If your Environment, Health, and Safety (EH&amp;S) program is in its own silo, how are you going to quickly address new labor laws, new life safety requirements, new EPA regulations, new CDC recommendations, and new facility layout and occupancy guidelines?</li> <li>How will you wind down facilities to operate with skeleton crews if there is not already an established and rehearsed process?</li> <li>If your EH&amp;S or emergency action plans were not strong, how will you layer in new infection control requirements?</li> </ul> <p>For a company with a weak foundation, it will be extremely difficult to scale up and manage this incredible new risk and implement associated regulations. If there will be a silver lining from COVID-19, it could be the end of compliance for compliance&rsquo;s sake, in favor of moving toward an enterprise-wide risk management approach across businesses.</p> <h1>Health and Safety as Foundational to Company Culture</h1> <p>Ask any CEO or senior leader to cite their key priorities, and you will get a wide range of responses. The logistics leaders who were best prepared for COVID-19 place health and safety near the top of their list and did so before the pandemic crisis. Key leaders in these companies set a very clear philosophical or ideological tone that health and safety are foundational to the business. They intentionally align workforce health and safety goals with customer and financial goals across the enterprise.</p> <p>These companies don&rsquo;t just comply with requirements &ndash; their focus is on the intent behind those requirements. These health-and-safety-focused organizations have very clear and effective procedures that are constantly improved, funded, and resourced with transparency around performance. Ultimately this cultivates a strong health and safety mindset at the core of its operations&mdash;its employees.&nbsp;</p> <p>There is nothing perfunctory about the health, safety, and continuity plans of a business where health and safety is a top organizational priority. Certain companies came into the crisis with well-developed programs that could be modified to layer in quickly evolving requirements to protect employees, customers, and critical supply chains. Their business continuity plans were not sitting in a drawer with outdated phone numbers and addresses; they were living documents, developed and driven through cross-functional teams with representation from operations, facilities, human resources, risk management, quality, and finance or procurement to ensure balance and buy-in. Successful companies also anticipated how risks and plans impacted customers and critical supply chains and had the ability to address an emerging risk like COVID-19 quickly.</p> <p>Trish St. John, VP of Safety and Quality Assurance at Suddath&reg;, said her team has been working since the start of the pandemic to implement changes quickly and efficiently. However, there are still a lot of unknown variables.</p> <p>&ldquo;We don&rsquo;t have all the facts, there&rsquo;s still a lot unknown, but leaders and health and safety professionals should be making the best informed decisions with what we do know using data, predictive analytics and a myriad of policy and regulatory changes to make quick decisions focused on mitigating risk,&rdquo; St. John said. &ldquo;Because Suddath had such a robust safety and quality program prior to this, it&rsquo;s been easier to meet new regulatory and customer requirements to make sure we do our part to enable them to operate effectively through the pandemic.&rdquo;&nbsp;</p> <p>Prepared organizations not only developed comprehensive plans, but they maintained coordinated plans that were site-specific with rigor around training and rehearsal. These companies were also in a better position to envision the steps needed to solve new challenges rather than starting from scratch. With a mature good hygiene practices (GHP) program, hand hygiene, wellness, and sanitation guidelines can be broadened to other locations. If a company has a sophisticated life safety program, employees can better adapt to new egress and occupancy rules. If a company&rsquo;s EPA and hazardous waste programs are up to date, it will be easier to keep pace with changing regulations. The companies that embrace health and safety within their core philosophies are in a much better position to weather the storm and use any crisis to ultimately strengthen their business model.</p> <h1>Triple-Bottom-Line Thinking in Third-Party Logistics</h1> <p>Companies and society have broadened our definition of the bottom line. Making money remains the objective of any commercial operation, but the impact we make on our employees, our communities, and our environment is critical to holistic success. Leading third-party logistics companies did not need a health pandemic to refocus on employee safety &ndash; they were already doing the right things to protect worker safety, an approach that can readily be adapted to mitigate new risks.</p> <p>&nbsp;</p> <table border="1" cellpadding="0" cellspacing="0"> <tbody> <tr> <td style="width:312px;"> <p><strong>Perfunctory Plans</strong></p> </td> <td style="width:312px;"> <p><strong>Genuine Plans</strong></p> </td> </tr> <tr> <td style="width:312px;"> <p>Generic</p> </td> <td style="width:312px;"> <p>Focus on the intent of the requirement</p> </td> </tr> <tr> <td style="width:312px;"> <p>Focus on meeting a requirement</p> </td> <td style="width:312px;"> <p>Ask what we<em> should</em> do</p> </td> </tr> <tr> <td style="width:312px;"> <p>Ask what <em>must </em>we do</p> </td> <td style="width:312px;"> <p>Adaptable, continually improving - the goal is continuous improvement&nbsp;&nbsp;</p> </td> </tr> <tr> <td style="width:312px;"> <p>On a shelf or in a drawer</p> </td> <td style="width:312px;"> <p>Site, region or customer-specific</p> </td> </tr> <tr> <td style="width:312px;"> <p>One size fits all</p> </td> <td style="width:312px;"> <p>Easy to layer in new requirements</p> </td> </tr> <tr> <td style="width:312px;"> <p>Difficult to adapt to a changing environment</p> </td> <td style="width:312px;"> <p>Developed by cross-functional teams</p> </td> </tr> <tr> <td style="width:312px;"> <p>Developed without structured collaboration</p> </td> <td style="width:312px;"> <p>Specific response teams</p> </td> </tr> <tr> <td style="width:312px;"> <p>Undefined response teams</p> </td> <td style="width:312px;"> <p>Customized to your business, anticipating customer impact</p> </td> </tr> <tr> <td style="width:312px;"> <p>&nbsp;</p> </td> <td style="width:312px;"> <p>Ready for use now</p> </td> </tr> </tbody> </table> <p>&nbsp;</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/covid-19" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">COVID-19</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/risk-management-and-compliance-grc" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Risk Management and Compliance (GRC)</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/risk-prevention" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Risk Prevention</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/business-continuity-plan" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">business continuity plan</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/third-party-risk-management" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Third Party Risk Management</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Why &amp;ldquo;Paper Compliance&amp;rdquo; is Not Good Enough in a Post-COVID-19 World - Future of Sourcing" addthis:url="https://futureofsourcing.com/why-paper-compliance-is-not-good-enough-in-a-post-covid-19-world"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Wed, 27 May 2020 14:11:28 +0000 Mark Scullion 1776 at https://futureofsourcing.com https://futureofsourcing.com/why-paper-compliance-is-not-good-enough-in-a-post-covid-19-world#comments Employment fraud sinks ships, so give HR the data to keep your company buoyant https://futureofsourcing.com/node/918 <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Rob-Catalano-Sep-2015-1-420x215.jpg"><a href="https://futureofsourcing.com/sites/default/files/articles/Rob-Catalano-Sep-2015-1-420x215.jpg" title="Employment fraud sinks ships, so give HR the data to keep your company buoyant" class="colorbox" rel="gallery-node-918-1M_ijHC1V08"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Rob-Catalano-Sep-2015-1-420x215.jpg?itok=AyH-eCmH" width="420" height="215" alt="" title="" /></a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>Staff turnover costs companies a shocking &pound;4.13billion per year. Hiring the right people can make or break an organisation, and save thousands in turnover costs.</p> <p>Dishonest employees are the silent threat from within organisations, and they are a small but highly impactful group. Worryingly, 30% of businesses fail due to employee theft and the cost of employee fraud to UK businesses is thought to amount to&nbsp;<a href="http://www.cipd.co.uk/NR/rdonlyres/710B0AB0-ED44-4BD7-A527-B9AC29B28343/0/empfraud.pdf" target="_blank">&pound;2bn per annum</a>. It&rsquo;s unsurprising, therefore, that the expected employee turnover rate will rocket to 18% &ndash; and push HR resource to its limit &ndash; by 2018.</p> <p>False identities, fake qualifications and references, adverse financial or credit histories, and even concealed criminal records (plus many other problems), haunt Human Resources departments as they rally to protect the workplace from 80% of applicants whose CVs are classed as &lsquo;misleading&rsquo;. When IT systems, payroll and data protection is at stake, a small white lie on an application suddenly has very serious implications. Employers are fighting the fires of financial losses, reputational damage, regulatory implications and impact on morale internally, as staff turnover increases and trust from management plummets.</p> <p><strong>Pressure and time-wasting</strong></p> <p>To suffocate the flames of fraud, HR employ rigorous investigative checks &ndash; work worthy of Scotland Yard&rsquo;s best detectives employed circa 1973 &ndash; manually sifting through CVs, conducting background checks, hosting endless rounds of face-to-face interviews, proofing examinations, trials and evaluating psychometric testing. According to the High Fliers report, employers experienced&nbsp;<a href="http://www.highfliers.co.uk/download/2016/graduate_market/GMReport16.pdf" target="_blank">a huge 25% uplift</a>&nbsp;in graduate applications for new roles and a &ldquo;significant year-on-year increase&rdquo;, putting HR under more pressure than ever to hook the winning ducks from the barrel and ensure that no thin file candidates escape to the competition, under the radar.</p> <p>If a dishonest employee sails through these checks &ndash; a glance at the news confirms this is by no means a rare occurrence &ndash; and has the opportunity to act dishonestly once they&rsquo;ve settled into a role, the&nbsp;<a href="http://www.legislation.gov.uk/ukpga/2006/35/crossheading/fraud" target="_blank">Fraud Act (January, 2007)</a>&nbsp;is in place to protect employers as they untangle tactical, deceptive and misleading behaviour. The act defines illegal malpractice as fraud by misrepresentation (with the aim to make a personal gain, or expose another to risk of loss), fraud by failing to disclose information, and fraud by abuse of position. In the recruitment stages, employers are actively combatting the second abuse, gathering data so that if there is a failure to disclose, they know about it.</p> <p>Fixing the fallout of fraud can be as costly and time-consuming as the recruitment process and a cause for anxiety. Employers burned by dishonesty are inclined to apply stringent monitoring as a remedy, however&nbsp;<a href="http://www.cipd.co.uk/NR/rdonlyres/06B92739-19F8-4BB4-AE47-796EA5F5CB15/0/manachang1105.pdf" target="_blank">research from the CIPD</a>&nbsp;suggests that employees placed under an unfiltered and constant microscope are more likely to harbour unhappy and critical feelings towards their employer and suffer from stress. Trustworthy, but unnecessarily alienated, these employees resign as a periphery casualty of fraud and the recruitment headache starts all over again.</p> <p><strong>Big social data for employee vetting</strong></p> <p>Monitoring employee activity during working hours is a tired, ineffective and costly solution. Employers and HR are determined to find the right candidates, but with a process or technology that is both time sensitive and detail centric. Social media is a significant tool when trying to get a sense of character, and&nbsp;<a href="http://hellosoda.com/employeevetting/" target="_blank">93% of hiring managers review a candidate&rsquo;s digital profiles before making a hiring decision</a>.</p> <p>However, we&rsquo;re not suggesting that HR should dither about on Facebook as best practice. The average person owns 5.54 social media accounts and depending on the volume of applications, checking social media is a significant time allocation for any HR department.</p> <p>Hiring managers that privately evaluate candidates&rsquo; reliability on social media will review whatever information isn&rsquo;t protected by security settings. Photos and videos are the obvious targets (scandal-seeking is high on the agenda), but other snooping successes include relationship stability, the tone and frequency of free-form updates, and even friendship circles, groups and likes.</p> <p>This information, when collected manually, offers little real context about the candidate. What&rsquo;s more, the hiring manager&rsquo;s deductions will be invariably biased even with the best intentions, manipulated by their own standards of acceptability and what they perceive to be acceptable as an official representative of their employer&rsquo;s moral compass. One HR&rsquo;s drunken mess is another HR&rsquo;s Christmas party bonding dream. Tomayto, tomahto. And much of this evidence won&rsquo;t indicate fraud to the naked eye.</p> <p>Employers should actively avoid investing resource when pursuing manually collected circumstantial and time wasting research, because this type of personality snapshot doesn&rsquo;t directly relate directly to potential employability. Social data does however contain hugely significant information that will aid HR when recruiting, particularly if it&rsquo;s automated.</p> <p>With big data software in place, HR staff could take a hands-off approach, allowing technology to overlay social personality profiling with professional qualifications and experience, to create a fully-formed and insightful profile that marries up pools of data to identify patterns of behaviour, good and bad.</p> <p>There is no doubt that when managed correctly big data makes employee-vetting easier and faster, but most importantly, the process becomes far more accurate. And for HR and recruitment consultants, big data technology completely disrupts their tried, tested and tired industry, buckling under the volume of applications and the increasingly sophisticated methods of fraud cross-channel.</p> <p><strong>Exposing fraud in a heartbeat</strong></p> <p>If HR did invite the applicant to connect their social accounts to a firm&rsquo;s big data software for analysis, what output could employers anticipate?</p> <p>Potentially historical discrepancies relating to the start and end time of a role, dismissal or significant time away from work &ndash; determining if they were sacked, &lsquo;travelling the world&rsquo; or not&hellip; Plus their likelihood to fit into the firm&rsquo;s culture, reviewing their communication style and use of language.</p> <p>As these big data tools process the candidate&rsquo;s data, they can cross-check references and construct a true view of employment history, identifying fraudulent instances and highlighting behaviour patterns, such as absenteeism, that could be cause for concern &ndash; all based on factual evidence. It could also help HR professionals better construct individual employment packages using data-driven insights, from the length of a probation period to relevant benefits and pay.</p> <p>Big data reduces the risk of fraud during recruitment and streamlines the hiring process, but it also reduces the risk associated with resignation later on. In theory, big data collection has the opportunity and ability to anticipate a candidate&rsquo;s happiness and health, predicting how well they would acclimatise to the culture within the workplace. It&rsquo;s thought that by simply identifying personality traits and role sustainability,&nbsp;<a href="http://static1.squarespace.com/static/523403eae4b03309a862d291/t/56717b1825981dd75e7d378e/1450277674704/Employee+Infographic.jpg?format=1500w" target="_blank">employee churn can be reduced by 38%</a>.</p> <p><strong>Identifying personality types in the workplace using data</strong></p> <p>Why hasn&rsquo;t HR snapped up personality profiling previously? Until now, it&rsquo;s been difficult to analyse unstructured data and filter out irrelevant information to return correct and valuable insight, not to mention put it into action. For example, how will an employee react to feedback based on data collection? The technology is now sophisticated and discerning enough to give data-driven decisions human judgement context.</p> <p>Psycholinguistic analysis tools can allocate personality scores to the employee, manifesting as grouped personality traits: Extraversion, Agreeableness, Conscientiousness and Openness.</p> <ul style="list-style-type:square;"> <li>Individuals high in&nbsp;<em>Extraversion</em>&nbsp;are typically outgoing, sociable and adventurous, experience more positive emotions about themselves and their surroundings.</li> <li>Employees with&nbsp;<em>Agreeableness</em>&nbsp;take pleasure in helping others and tend to be charitable. They are likely to have more positive views of their jobs and are more likely to stay at an organisation out of a perceived duty to repay them for their fair treatment and support.</li> <li><em>Conscientious</em>&nbsp;employees are tidy and organised planners, they often feel as if they owe the organisation contractual obligations and feel as though they need to repay the company by continuing to work there.</li> <li>Finally,&nbsp;<em>Open</em>&nbsp;employees are risk-takers, who are persuaded by the promise of new and exciting opportunities. They&rsquo;re more likely to look for a new job and have a tendency to be curious and look for new opportunities and learning experiences.</li> </ul> <p><strong>Technology will support staff, not replace them</strong></p> <p>Use of such technology would not replace HR or recruitment consultants; instead it relieves the banality of data processing, and shifts focus to data interpretation and application during face-to-face Q&amp;A. In theory, big data affords HR and recruitment professionals the opportunity to heighten their policies and practice, improving their commitment to the recruitment process and their satisfaction in doing so. Employers should notice an improvement in morale and high performance not just from the big data recruits, but also the staff that do the hiring.</p> <p>Employers will be afforded the opportunity to incentivise recruitment without the fear of bad hires to gain short-term bonuses. The data supports well-judged hires and a working culture that celebrates employees who discover new talent. Personality scores give you real insights into candidates. They can predict work ethic, likelihood to quit, creativity, and so much more.</p> <p>Until big data is recognised as a genuine support tool, employers will find themselves endlessly micromanaging the recruitment process, chasing overstretched and underappreciated HR staff for applicant data they can&rsquo;t possibly collect in entirety without bias, handling internal crises when poor-hires hit the office floor, and fighting the fraud that stops 30% of firms in their tracks.</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/talent-management" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Management</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/fraud" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Fraud</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/risk-prevention" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Risk Prevention</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/software-as-a-service-saas" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Software as a service (SaaS)</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/talent-acquisition" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Acquisition</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Employment fraud sinks ships, so give HR the data to keep your company buoyant - Future of Sourcing" addthis:url="https://futureofsourcing.com/node/918"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Fri, 15 Apr 2016 13:30:31 +0000 James Blake 918 at https://futureofsourcing.com https://futureofsourcing.com/node/918#comments