Future of Work Trends, Part 4: Future of Training in HR | Featured Image

Future of Work Trends, Part 4: Future of Training in HR

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With the introduction of video sharing sites like YouTube, Vimeo, Daily Motion, etc. the employee training has transformed forever. Online video sites have enabled many companies to upload their training videos and making it available to their employees. Companies which previously have to schedule personal training sessions by matching a time as per the availability of trainer and employees which were a tedious task and even time-consuming at times are now switching to online training. Online training & career development facilitates employees to take up the training as per their schedules and from their comfort zones.

Recently many companies are re-configuring learning and development to become less campus-based classes and more of on-demand online training. This way it becomes easier for both the trainers and trainees. Trainers record their training videos once and do not have to take training sessions again and again. Trainees can choose a topic for training as per their requirement and interest, saving them both time and efforts. This makes employees more independent as they can choose a topic to develop a particular skill of their choice rather than what management thinks is best for them, although most time the curriculum is set and is also best especially for early stage careers.

Constant technological up-gradations have made the online video sites to become more user-friendly. These sites often remind users about an unfinished video so the person doesn’t miss out on something he left midway. They also suggest similar videos to enhance user’s skills and increase their understanding on the topic through different video perspectives. Online training videos are also setting up a benchmark in the employee assessment program. Nowadays many companies are evaluating employees by undergoing a specific training and assessment program. Employees are trained on a specific process by taking up online workshops and then are made to give tests based upon which they are promoted to specific positions.

Online Training

This way a fair evaluation procedure is followed giving only the deserving ones the much-needed promotion. Even employees find themselves in a win-win situation as they get to upgrade their skills. With tremendous growth in the online employee training and workshops which is slowly transforming how we learn & evaluate, it is not wrong to say that in a few year will see a more advanced and efficient ways into learning & assessments, and maybe this is a job within HR that can be taken away by machines that may be able to assess faster and smarter without the human error and provide more accurate assessments.

Just like online video sites are setting up a new trend in the workplace, similar growth can be seen in the online human resources functions in particular with training/learning and development. We shall continue with the next trend in the fifth and final part of the series where we will focus on how human resources functions are rapidly moving online, and that is a fascinating thought but also slightly scary as we ought to maintain the human and machine balance in what is needs to be a personnel function.

To read more on similar topics explore our blogs; to speak with us about employer’s hubs and how we can help transform your contractor talent management by bringing efficiencies through our simple cloud platform, get in touch.


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Overcoming IT Barriers to Digital Transformation

Overcoming IT Barriers to Digital Transformation

Written by Elie Dib, Senior Managing Director, METNA at Riverbed

Overcoming IT Barriers to Digital Transformation

Today, the role of the CIO and IT department is more closely aligned than ever to business operations. This is because, in order to ensure a seamless digital transformation, both CIOs and their IT departments have to be able to ensure that business objectives are at the centre of their strategies. In fact, this is critical if they want to drive innovation, deliver better customer satisfaction levels, increase workforce productivity, and reduce bottom line costs during a new project.

Elie Dib, Senior Managing Director METNA at Riverbed
Elie Dib, Senior Managing Director METNA at Riverbed

There is one element of IT delivery that is however often overlooked within all these considerations. This is ensuring excellence in user experience. It is the most fundamental measure of success, as without measuring this before and after any digital transformation programme, there is no empirical metrics to help validate claims of any clear change in the experience with confidence. And user experience often determines increase of productivity, employee engagement, cost savings and can also result in better customer service being delivered.
There are four common barriers to digital transformation initiatives. Below we explore the steps an enterprise can take to overcome them.

1. Operational In-Efficiency

Business unit leaders and IT professionals, are often summoned to a war-room meetings to explain why an IT-related project or change aimed at improving business productivity or customer service resulted in so much negative feeling toward the initiative. Unfortunately, this is often because all parties are not aligned. More often than not, these situations can easily be avoided by first starting at the vantage point of the end-user experience to see how IT services are being consumed.

Both business unit leaders and IT professionals need to sit down together and map out objectives and KPIs for technology changes. The plan could be tested with a small group of end-users. But ultimately if both parties know what the outcome must be, there is no room for confusion in delivery — and it can help both parties to get back to their respective roles in supporting the business.

2. Sub-Optimal Application Performance

Organisations are using hundreds, sometimes thousands of applications. New applications are constantly being deployed, whether the new version are upgrades or replacements for old legacy applications. This all brings risk. Poor application performance can significantly impact competitiveness, and, in sectors such as healthcare, can directly affect patient care or put sensitive data at risk.

Application upgrades can be a key catalyst for issues that impact productivity. With so much variation in hardware, location, network, and user expectation across the business it becomes an ever bigger and more complex task to thoroughly test every combination of how an application could be consumed by different users. Data centre monitoring solutions are partially helpful in reporting on the availability of centrally hosted applications, backed by reports and dashboards with lots of positive results. However, this information alone is rarely indicative of a positive experience for end-users on the receiving end.

By contrast, effective end-user experience monitoring allows benchmarks to be created over time which clearly show precise historic application performance metrics. Then, upon application upgrade or migration, any positive or negative deviation in performance can be viewed immediately with the analytics to show exactly where the change in response time and experience is occurring.

3. Ineffective  Change Management and User Adoption

Adoption is key to the success of products and services. Within Riverbed’s collective frame of reference, users tend to only embrace change when they feel confident and experience an incremental improvement in their interaction with an application or desktop.

Users need to be brought on the journey of change. Reasoning behind the changes need to be explained, and effective training put in place to make any change in strategy or a transformation as positive as possible. In addition, for future change initiatives, empirical evidence in the form of data from monitoring can prove invaluable. Businesses must be able to measure system performance against end-user productivity over time to ensure there’s no real negative impact, but rather only improvement.

4. Pure Visibility of the End-User Experience

The three previous topics can easily be combined within the one single category of poor visibility of the end-user experience: in other words — the visibility gap. In short, this relates to the lack of insight into how IT services or change initiatives and digital transformations actually impact the experience of users, which ultimately impacts business performance.

The key thing to keep in mind is that any effect on end-user experience can only be measured from the end-user’s perspective of how they are consuming IT services — and with proactive alerting so when there is a deviation in performance, IT is notified directly, and doesn’t rely on the workforce calling their IT team or the CIO to complain.

So what has enables organisations to embrace IT change for the greater good of the business?

Close the Visibility Gap and Overcome Barriers to Change

The bottom line is that no enterprise business can manage or improve until it can measure. Therefore, the recommendation is equally simple. Measure and benchmark your business’ existing user experience and instantly compare any variations when a change is made.

To conclude, whether the business is looking to change a specific IT component or to enable full-scale digital business transformation (in a positive manner) CIOs, IT professionals and their business unit partners need to ensure the experience for their end-users is optimised as part of the project — in effect, treating them like IT consumers.

What’s more, no business can rely on IT end-users as the primary source to the business to problems. To achieve this, the business needs easy access to real empirical user experience data that enables it to easily compare the before and after of changes. So, the first step in this approach, and for your next IT transformation task, is to start with end-user experience to help ensure a successful outcome.


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CEO’s Corner: Charlene Li on Technology and Employee Experience

Charlene Li

In the end of June 2017 CEO’s Corner post put a spotlight on Charlene Li, Principal Analyst at Altimeter (a Prophet Company) and keynote at this year’s HR TechXpo. Li supports leaders to thrive with disruption, primarily focusing on creating business strategies and developing leadership around digital, social, and emerging technologies. An analyst since 1999, and having seen business, society, and the world undergo seismic changes over the last 18 years, she’s driven to create research and thought leadership that helps to bring greater clarity and inspire audacious actions.

The interview is hosted by Greg Mortona corporate strategy and growth development specialist and Chief Executive Officer of the Northern California HR Association.

Q: You talk about the seismic changes that have recently occurred in the workplace. Besides the obvious impacts of technology, virtual work, and social media, what’s a change you are observing that most people are underestimating? 

A: One of the biggest overlooked opportunities is thinking about the employee experience, as opposed to employee engagement. Employee experience is when you look at a situation through the eyes of the employee, and focus on how the day-to-day experience creates a deeper relationship between the organization and employees. This is a significant shift for HR who must shift from managing transactions (recruiting, hiring, evaluations) and risk mitigation (training and compliance) to nurturing relationships. Technologies makes this easier but it’s only when technology fades into the background, and the relationship work comes forward, that the experience becomes a differentiator to the employee.

Q: What is the biggest takeaway you hope readers get from The Engaged Leader?[i]

A: Relationships form the foundation for leadership and I hope that by reading the book, people understand that digital channels must be part of the repertoire of skills leaders use to develop relationships. My hope is that readers are inspired to hit the pause button on their busy day and take a few minutes to reflect on how they need to be better engaged — even if it means simply listening to the people crucial to the achievement of their goals.

Q: We’re getting ready for our 2nd Annual HR TechXpo which last year was quite an exciting event showcasing the intersection of HR and Technology. You have talked to hundreds of providers, so are probably not easily wowed. What are one or two technological features you have seen in HR solutions that have knocked your socks off?

A: I’m excited to see SaaS-based strategy planning and execution tools getting traction in the market from companies like StrategyBlocks and Cascade. The software makes explicit and transparent the strategic plan of the organization, so that everyone across the organization is connected to the strategy. This means it’s clear how what you do every day impacts the long term strategy. It takes the idea of “connected workforce” and gives it a direction and objective, where the purpose of the connection is a strategic objective. This is exciting for HR because it ties together HR functions (workforce management, performance evaluation) and ties it directly to strategy and business outcomes.

You can find Charlene Li on LinkedIn and on Twitter.

You can find Greg Morton on LinkedIn or on Twitter.

[i] Charlene Li. The Engaged Leader: A Strategy for Your Digital Transformation – Wharton Digital Press, 2015

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2nd Annual HR TechXpo will take place on August 25, 2017 in Hilton Union Square, San Francisco.

The HR Tech Weekly® readers get a free registration! Enter promo code hrtechweekly at time of checkout when you register here: http://hrtechxpo.com/register.

Please use #HRTechXpo to share the news about this exciting event showcasing the intersection of HR and Technology.

If you’d like to comment or have further questions for Charlene Li or Greg Morton, you are welcome to leave your reply here or post on social media adding #CEOCorner.


Source: CEO’s Corner: Charlene Li on Technology and Employee Experience

AI – The Present in the Making

AI – The Present in the Making

I attended the Huawei European Innovation Day recently, and was enthralled by how the new technology is giving rise to industrial revolutions. These revolutions are what will eventually unlock the development potential around the world. It is important to leverage the emerging technologies, since they are the resources which will lead us to innovation and progress. Huawei is innovative in its partnerships and collaboration to define the future, and the event was a huge success.

For many people, the concept of Artificial Intelligence (AI) is a thing of the future. It is the technology that has yet to be introduced. But Professor Jon Oberlander disagrees. He was quick to point out that AI is not in the future, it is now in the making. He began by mentioning Alexa, Amazon’s star product. It’s an artificial intelligent personal assistant, which was made popular by Amazon Echo devices. With a plethora of functions, Alexa quickly gained much popularity and fame. It is used for home automation, music streaming, sports updates, messaging and email, and even to order food.

With all these skills, Alexa is still in the stages of being updated as more features and functions are added to the already long list. This innovation has certainly changed the perspective of AI being a technology of the future. Al is the past, the present, and the future.

Valkyrie is another example of how AI exists in the present. There are only a handful of these in the world, and one of them is owned by NASA. They are a platform for establishing human-robot interaction, and were built in 2013 by a Johnson Space Center (JSC) Engineering directorate. This humanoid robot is designed to be able to work in damaged and degraded environments.

The previous two were a bit too obvious. Let’s take it a notch higher.

The next thing on Professor Jon Oberlander’s list was labeling images on search engines. For example, if we searched for an image of a dog, the search engine is going to show all the images that contain a dog, even if it’s not a focal point. The connected component labeling is used in computer vision, and is another great example of how AI is developing in present times.

Over the years, machine translation has also gained popularity as numerous people around the world rely on these translators. Over the past year, there has been a massive leap forward in the quality of machine translations. There has definitely been a dramatic increase in the quality as algorithms are revised and new technology is incorporated to enhance the service.

To start with a guess, and end up close to the truth. That’s the basic ideology behind Bayes Rule, a law of conditional probability.

But how did we get here? All these great inventions and innovations have played a major role in making AI a possibility in the present. And these four steps led us to this technological triumph;

  • Starting
  • Coding
  • Learning
  • Networking

Now that we are here, where would this path take us? It has been a great journey so far, and it’s bound to get more exciting in the future. The only way we can eventually end up fulfilling our goals is through;

  • Application
  • Specialization
  • Hybridization
  • Explanation

With extensive learning systems, it has become imperative to devise fast changing technologies, which will in turn facilitate the spread of AI across the world. With technologies such as deep fine-grained classifier and the Internet of Things, AI is readily gaining coverage. And this is all due to Thomas Bayes, who laid the foundations of intellectual technology.

If you would like to read more from Ronald van Loon on the possibilities of AI, please click Follow and connect with him on LinkedIn and Twitter.


Source: AI – The Present in the Making | Ronald van Loon | Pulse | LinkedIn

Is HR Responsible for Web Security? | Featured Image

Is HR Responsible for Web Security?

Is HR Responsible for Web Security? | Image 1

It is safe to say that cybersecurity should be among a business’s top priorities. While malware like WannaCry spreads around the globe, ruining company after company, small and large businesses alike should be focused on strengthening their digital defenses and building a workplace culture focused on security. Undoubtedly, most HR professionals will wholeheartedly agree with this sentiment – but many won’t lift a finger to address gaps in their employers’ cybersecurity.

There are often concerns over who should build and maintain cybersecurity within a business. On one hand, security software is installed on tech devices, which belong in IT’s wheelhouse. Then again, a security breach affects customer relations, so perhaps the customer service department should ensure every device is protected. However, the truth is that HR should take the bulk of the responsibility for keeping a business safe. Here’s why.

HR Protects the Business and Its People

Through incentivization efforts, behavior-monitoring, policy-setting, management of resources, and more, HR departments work to reinforce the integrity of the business’s foundation: its people. Furthermore, HR provides support for the business, its employees, and ultimately its customers, assisting in the achievement of personal and organizational goals that benefit everyone. Because security should be a primary goal for modern businesses, web security measures should be a top concern for HR departments, too.

When a cyberattack is successful, it isn’t just the faceless company that suffers. Often, employee private information, perhaps including payment data, is leaked as well as business-related financial information. Conversely, a business’s tech assets are hardly imperiled by hackers, who are rarely interested in destroying software or able to impact hardware, so the IT department has little to fear from cyberattack. Because HR serves the business and its employees, who are most threatened by cyber-dangers, HR should work to ensure such data is well-protected by comprehensive web security software.

Is HR Responsible for Web Security? | Image 2

HR Influences Corporate Culture

Yet, effective security software is just one piece of the cyber-protection puzzle. Security experts assert that more often than not, a business’s employees are responsible for data breaches and successful cyberattacks. After all, it is the employees who visit questionable websites, who open shady emails, who click suspicious links, and who fail to install timely updates. Because HR is responsible for employee behavior, HR professionals should actively work against these unhealthy and insecure practices by influencing the culture of the workplace.

HR already has a massive impact on corporate culture. Recruiting efforts can target certain personalities, which form the foundation of a workplace culture. Additionally, HR designs policies and guidelines which shape how employees behave. HR departments should use this sway to establish a culture focused on security. Hiring security-minded workers, hosting regular security trainings, and instilling the idea that security is everyone’s job are ways to ensure employees are aware and alert to security.

HR Understands Compliance Rules

There are all sorts of laws and regulations outlining how businesses should behave, and HR should be familiar with all of them to keep the business safe from fines, litigation, and worse. Often, these rules concern payment minimums and structures, mandatory vacation time, and termination means and methods – but increasingly, the government is turning its attention to online behavior. Already, seven major industries have compliance obligations for digital data. Because HR professionals are already well-versed in adhering to compliance rules, it is hardly a stretch for them to understand burgeoning security regulations. Instead of trying to manage compliance and action in different departments, businesses can streamline the process by giving HR total control over web security efforts.

HR Relies on Technology

These days, every aspect of a business relies on technology – including the HR department. HR professionals use all sorts of digital tools to manage their workforces, from payroll platforms to internal messaging services to online recruitment processes. Should a business’s network be compromised by cyberattack, HR will be as unable to complete their tasks as any other department. If for no other reason than this, HR should be concerned about internet security.

Security failures are bad for business, but they are particularly bad for HR. Because HR departments’ goals align with those of security efforts – and because HR professionals are already well-equipped to handle the intricacies of cybersecurity – HR should be responsible for a business’s web security.

About the Author:

Tiffany Rowe

Tiffany Rowe is a leader in marketing authority, she assists Seek Visibility and our clients in contributing resourceful content throughout the web. Tiffany prides herself in her ability to create and provide high quality content that audiences find valuable. She also enjoys connecting with other bloggers and collaborating for exclusive content in various niches. With many years of experience, Tiffany has found herself more passionate than ever to continue developing content and relationship across multiple platforms and audiences.


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Quality Over Quantity: It’s Time to Hire Better | Featured Image

Quality Over Quantity: It’s Time to Hire Better

Quality Over Quantity: It’s Time to Hire Better | Main Image

These days, there is rarely a technology that can’t be mimicked, a service that can’t be purchased, or a system that isn’t for rent. Big organizations mostly use essentially the same services from Microsoft Office to ATS databases. With so much homogeny, what separates successful companies from the rest? The people are the secret sauce. Even with proprietary software or patent-protected techniques, no company can truly thrive without one extremely important element: effective and creative teams.

Despite all our technological advancements, it’s humans who truly make the difference at an organization. In our 21s t century reality – where technology is ubiquitous – talent acquisition professionals become one of the most important departments at a company, because they are responsible for the most important competitive asset: new hires.

Unfortunately, we don’t always realize how important our talent acquisition processes are. In fact, many companies remain focused on the wrong metrics, concentrating on hiring quickly, rather than zeroing in on finding the right candidate.

Some organizations are already making the shift. Where most recruiters are encouraged to fill roles as quickly as possible, forward-thinking organizations are focused on quality, tasking their recruiters to fill the roles with the best possible candidate.

What caused this shift? That’s easy – organizations are realizing that emphasizing speed in hiring sacrifices quality. And filling a role quickly with the wrong person is extremely costly to an organization.

For the organizations not yet making the shift and slower to realize they are doing it wrong, it’s not all bad news. The fact is, best practices around making hiring decisions have been understood by academics for years. And they are not that difficult to implement. There are new and exciting talent-acquisition tools that are enabling companies to reform their practices and overhaul processes to create something much better.

With artificial intelligence (AI) capabilities, technology can play an important role from the get go . For example, it can help someone write a better job description. This first step in the hiring process would then invite a diverse pool of candidates with capabilities that match companies’ needs. Cloud and mobile computing solutions facilitate better communication between recruiters and hiring managers. Nudge technology and access to data allows decision-makers to move away from hiring based purely on gut-decisions and shift to data-driven choices.

Research has identified five hiring best practices that span the talent acquisition process – from writing targeted job descriptions that invite the best candidates to blind resume reviews to conducting structured interviews. These best practices make hiring more effective and yield stronger teams, happier employees, and improve the candidate experience, which reflects on the company at every step. The talent acquisition industry has technology that can facilitate all of these strategies and transform hiring systems to be both more effective and more equitable. What we need now is a change of mindset.

As an industry, let’s forget the incomplete idea that talent acquisition is only about filling an open position. It’s about strategically finding creative and effective team members that fit the company culture and will drive the business forward. As new markets emerge, and old sectors are rapidly transformed, it’s the employees, the human element, who contribute to a company’s success and it’s competitive differentiation.

Instead of pressuring talent acquisition professionals to be faster, or to collect more resumes, true improvement will come from creating processes that prioritize hiring best practices and finding the right hire. This change in focus from the fast hire to the right hire will succeed only if it is organization-wide and reinforced at every level, from senior leadership team and executive suite to the hiring manager and recruiters.

The data is there: the hiring process is broken. We have the tools and the strategies to change. It’s time to start changing our priorities and focusing on the metrics that really matter. It’s time to hire better.

About the Author:

Laura Mather, Founder and CEO, Talent Sonar

Laura Mather, CEO and Founder of Talent Sonar, is an expert on hiring, AI, and the future of work. Her innovative technology, Talent Sonar, is the only comprehensive hiring platform to improve hiring at every step from incorporating values into the hiring process to conducting blind resume review and structured interviewing. She was honored as one of Fast Company’s Most Creative People in Business and as one of Fortune’s Most Powerful Women Entrepreneurs. She is a featured speaker at Fortune’s Most Powerful Women Next Generation Summit, HR West, and Ad Week, among others.


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Future of Work Trends, Part 3: Social Media, Decisions & Jobs

Cute Wall-E Wallpaper

Human Beings are social animals and we love to socialise, that was never a surprise! Social networking is making use of Internet-based social media platforms to connect with friends, family and other people. Social Networking is done mainly for the sole purpose of socialising or for business. Various social networking sites like Facebook, Twitter, LinkedIn, Instagram, etc. are popular these days among people. It’s become our alternative lives, and as scary it sounds it is as much real too. Apart from socialising, these social networking sites are rapidly growing for various other purposes like commerce, knowledge sharing, marketing, relationship building, employment, etc.

Social Networking is playing an important role nowadays in the recruitment process. Both employers and employees are making use of the social networking sites to achieve their job goals.

Apart from job search engines & company career portals, social networking sites are helping employers find the right candidate for the positions. Professional networking sites like LinkedIn help in establishing connections between the employer and employee where they get to know each other.

Depending upon the job requirement, a selected group of people are filtered through the interview process and although mainly for perm jobs this has been one of the most successful platforms, until recently. Other social networking sites like Facebook & Twitter help in evaluating the social lives of candidates. The social life reflects candidate’s extracurricular activities which is increasingly becoming an important deciding factor in the selection process. Now although I do not support this mechanism of shortlisting or decision making there are organisations that heavily advocate and implement this.

Social networking helps employees in building connections with people in their online & real-life circle. This helps them in finding a job at a company they want to work with. People now built their resumes including all the keywords which best describe their skill sets, which in turn helps employers to find them on the job portals or networking sites like LinkedIn. This way it has become easier for both employers to search candidates and job-seeker to find the right job.

Social media hiring is also greatly increasing in temporary and contract or project based workforce as it mainly works on referral and recommendations, which is another great aspect and so in order to reflect the change in attitudes even these forms of job providers and holders need to improvise on how they can create their brand fan following on relevant platforms, like ours to start moving towards a more real-time candidate and data flow, getting rid of the old systems and processes that are both manual and complex for no real reason.

But like we know, with good comes the bad too. Social networking at times can be disadvantageous too for a company as due to networking, hiring committee does favouritism towards people they know, or like based on their personal biases. This kills the overall objective of the company to be culturally more diverse & of giving equal opportunities for all irrespective of background, culture, religion, age or gender. Hence many companies are coming up with new laws to counter favouritism, gender biases and racism but these are so qualitative that it needs serious thinking and implementing.

Social Media Influence

One quick advice to all organisations is that regardless of how much social media influence you may think you have or not, ensure you have a policy in place that protects your business but also allows an individual to have an opinion on a certain culture and/or process etc. It is fair to promote freedom of speech internally and externally, without really naming and shaming brand as it can be a great part of feedback learning and loop.

Finally, with every employee recruited, it’s important to train them as per the company policies and business demands. This involves a lot of on-job training and assessments at regular intervals in order to achieve company’s organisational objective, perm as well as interim colleagues. As per the recent trend, employee training & assessment is increasingly becoming online, facilitating affectivity saving time & efforts. In the next part, we will try to elaborate more about the increasing trend of online employee training & workshops.

To read more on similar topics explore our blogs; to speak with us about employer’s hubs and how we can help transform your contractor talent management by bringing efficiencies through our simple cloud platform, get in touch.


If you want to share this article the reference to Bhumika Zhaveri and The HR Tech Weekly® is obligatory.

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How to Build a Strong Employer Brand Image

Employer Brand

There are many benefits to having a strong employer brand. It can decrease the cost per hire by 43%, and even decrease the likelihood that new hires will leave their new company within the first six months by 40%.

75% of job seekers say that an employer’s brand is a deciding factor when applying for a job. That’s 3 out of 4 qualified candidates that you could be missing out on because of a poor employer brand.

You could even be affecting your stock prices by up to 36%.

We looked at the impact of a negative employer brand in a recent post, but if you’re just starting out – or are changing direction – how do you build a strong employer brand?

Create a positive candidate experience

Creating a positive experience for candidates, whether they’re successful or not, improves your brand image and makes people more likely to reapply for future roles.

Creating a negative experience for candidates makes your company seem less welcoming to work for and could put off prospective candidates.

The easier and more open you make the application process, the happier candidates are likely to be. They may even advocate for you even if they’re unsuccessful!

If you create a negative experience, you may lose customers, as Virgin Media did in 2014. Thanks to a poor hiring process, they lost 7,500 customers.

More and more candidates and employees are leaving reviews on sites such as Glassdoor. Like it or not, these reviews have a significant impact on your employer brand.

As many as 52% of job applicants research a company on Glassdoor before applying for a role. If they don’t like what they see, that’s 52% of potential candidates you could miss out on.

Positive Candidate Experience

Give your employees more reasons to stay

Richard Branson once said, “Train people well enough so they can leave, treat them well enough so they don’t want to.” He went on to say: “If you look after your staff, they’ll look after your customers.”

When employees feel welcome and appreciated, they’re more productive and more likely to stick around.

One of the best ways to foster employee loyalty is to keep employees engaged. Allowing them control over their schedules, automating dull tasks and offering staff training are just some of the ways this can be done.

Offering employees perks such as flexitime, being able to work from home, or even discounted gym memberships all help to make employees feel valued. They will, in turn, be more likely to promote the company’s culture to their social circles.

This organic promotion of the company can yield great dividends. Discovering how well a company looks after their employees may make friends and family members more likely to consume their products but also more interested in working there.

According to StackOverflow 2017 Developer Survey, 27.8% of employed software developers found their current position through a friend, family member or former colleague. Given how expensive and time-consuming it can be to find developers this is a key growth factor.

Dog Loyalty

Be engaged and engaging on social media

Social media is a ubiquitous part of twenty first century life whether we like it or not.

I don’t know about you, but the first time I hear about a company, I search for them on Facebook and Twitter, before even visiting their website. And that’s just to find information about their services not because I want to work there.

According to CareerArc, job applicants use the same tools when researching a prospective employer – 62% of candidates research a company on social media ‘to evaluate an employer’s brand‘.

Not having a social media presence takes away an opportunity to display your business’ culture and identity. For example, you could use your company Twitter account to share your teams’ accomplishments and deal with customer queries.

Being active on social media helps promote a positive company image to both consumers and potential hires. Be friendly, inclusive and helpful – somewhere a twenty-first century candidate will want to work at.

Social Media Employer Brand

Building up your employer brand with Calendar Sync

Creating an engaged and informed candidate experience benefits your company in both the long and short term. It helps to attract and keep the best talent, as well as improving the likelihood that unsuccessful candidates will reapply in the future.

When employees are engaged, they feel valued and are more likely to speak positively about your brand. Whether positive comments are shared online or offline, they help to improve your employer brand and in turn attract the best talent that will help your company grow.


Source: How to build a strong employer brand | The Cronofy Blog

10 Things You Need to Know About Digital Transformation | Featured Image

10 Things You Need to Know About Digital Transformation

Digital Transfomration

Digital transformation isn’t just a phase or a buzzword. Business leaders are now fast waking up to the important role technology is set to play in their growth strategies, with the latest report from Gartner showing a rise in the number of CEOs ranking IT as a priority – “The IT-related area rose from 19% mentioning it as a priority for 2016/2017 to 31% in 2017/2018.”[i] The recent explosion of connected devices and platforms, for example, has made it imperative for companies to quickly adapt their products, services and processes, and move towards the digital world. This, naturally, requires transformation of some kind.

However, the reality is that digital transformation will require some tough choices to ensure your business isn’t dragged along or left behind. But we all know that change is not easy. You might be thinking how do you start transforming? Does it have to cost lots of money? Or perhaps you’re experiencing resistance to change. What’s the problem with doing things the ‘old’ way anyway? Here are ten considerations that that will help companies on their digital transformation journey.

Digital transformation will change your business, but focussing on the right level of change is key

New digital technologies should be seen as an enabler for better, more seamless and streamlined business operations that make your business competitive – driving growth. Focusing on where digital transformation can deliver the most benefits and add the most value in your quest for growth should be where you begin the change process.

Technology investment is crucial to growth but just because the technology is new, doesn’t mean it’s right for you

Sometimes less is more. The right use of technology can radically improve your business, but the deployment of technology for technology’s sake can be self-defeating. Being open to the transformative impact of new technologies is the most important consideration for companies around the world.

Consider where your company is on its digital transformation journey

Growing your technology platform doesn’t necessarily mean your business will grow too. Sometimes it’s better to have fewer solutions than more, but it can be challenging for business managers to keep on top of the latest tech trends and new solutions being launched in the market.

Many competing technologies profess to drive digital transformation, however, the utility of solutions depend on the stage your company is at in the transformation journey. From mobile sales and field services, to wireless sales counters and warehouses, to advanced inventory management – different solutions provide new ways to reduce costs, improve the customer experience, and improve the bottom line.

Not everyone in your company will feel comfortable with digital transformation

Society and technology are changing more quickly than most companies can adapt. From enterprise resource planning (ERP) to cloud computing, new tools, platforms, and channels are creating unprecedented opportunities to connect with customers and improve internal processes—but only for the businesses agile enough to transform and adapt to these new digital realities.

Even so, there’s no single roadmap for digital transformation and the path is different for every company and industry. However, there must be attempts to get employee buy-in from the start. This requires a commitment to digital technology from the boardroom to all levels of staff. You should have leaders with the right mind-set and motivation to lead the digital transformation process.

It’s no good having data if you don’t know what it means

Firms that undergo a true digital transformation programme put data and information at the heart of their technology focused business models. Many are shocked to see just how much information they had but were not utilising properly. The new data landscape provides you with unique opportunities to turn data into insights – the fuel for any digital transformation journey – with real-time updates providing opportunities for better business decision making.

In fact, Forrester Research has found that more than 70% of decision-makers report planned or current initiatives to encourage more data-driven decisions, making unlocking the value of integrated business data critical to success in today’s modern distribution marketplace.

Digital transformation won’t grow your profits overnight – embrace change as part of a wider growth strategy with measurable goals

Change is a constant in today’s dynamic marketplace, but it’s important to be realistic about what you can achieve in a short time. A recent survey we sponsored, highlighted how high-growth companies embrace change. Seventy-six per cent of high-growth companies prefer constant innovation to business stability, while only 49% of low-growth companies do so. In an age where innovation is driven by rising customer expectations, growing companies have distinct short-term goals that embrace innovation and business change as part of a wider transformation journey for growth.

Digital transformation should make your business more adaptable but it won’t make you immune to competition

It has never been more important for business leaders to carry the torch for digital transformation, but the most important factor is making sure digital potential is translated into competitive advantage. This requires top executives to champion the deployment of flexible, digital technologies that change the way they engage with their customers.

As Gartner rightly states, “technology shapes business strategy, but market, political and financial factors prevail.”[ii] Nevertheless, embracing the right technology brings people together, allows businesses to land and expand into new geographic locations with minimum resources, and makes the product development lifecycle more responsive to consumer demand than ever before. 

It takes more than just digital technology to encourage collaboration across departments and divisions

To begin digital transformation, you need to look at your business from the inside out – consider the tools and systems you use, what works well, what doesn’t and ways these can be improved. But when technology is heralded above all else, there becomes an even greater disconnect between employees and the challenges that their business is trying to solve.

There might be isolated investments that are doing very well, but they’re still isolated. New solutions must be an enabler aligned with a bigger mission – to evolve internal processes, structure and culture, or to match the evolution in customers’ behaviour. Consider how you communicate both internally and externally, the strengths and weaknesses of your staff and if their skills are fit for purpose. Do you need staff with more digital skills and will you need to recruit them throughout the process?

Your customers don’t think about your digital transformation, but they do expect it to happen

The digital trends that are impacting every part of business operations will not slow down, and it’s the same playing field for all of your competitors, and every start-up that’s gunning for a piece of your world. Your customers expect that you are embracing digital transformation because they are doing so, and they need you to join them on the journey. 

You can talk the talk, but make sure you walk the walk

To make digital transformation happen, high-growth companies don’t just pay lip service to ideas such as new technology and innovation – they back them up with investment. The growth survey we did, found that in the coming year, 88% of high-growth companies are planning significant investments in technology and innovation, while only 49% of slow-growth companies are doing so.

Digital transformation is different for every business. While some manufacturers will have more challenges than others, and while some will also embrace more technologies than others, being aware of the ten considerations above will be helpful to every business that is embarking – or has already embarked on – this journey.

[i] Gartner, 2017 CEO Survey: CIOs Must Scale Up Digital Business (March 2017)

[ii] Gartner, 2017 CEO Survey: CIOs Must Scale Up Digital Business (March 2017)

About the Author:

Sabby Gill, EVP, Epicor Software

Sabby Gill brings more than 20 years of international sales, operations and enterprise software industry experience to Epicor. In the role of executive vice president (EVP), International, Gill is responsible for operations including sales, professional services, and field marketing, with a focus on accelerating company growth throughout Europe, Middle East & Africa (EMEA) and Asia Pacific (APAC).

Prior to Epicor, Gill was senior vice president of International Sales for IGT, a gaming technology company. He has also held executive management roles with leading technology companies including HP, CA Technologies, Oracle, PeopleSoft (acquired by Oracle), and DEC.


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Robots Are Taking Over Human Resources

Robots Are Taking Over Human Resources – NCHRA TechXpo Pushing Technology Envelope for Industry

HireMojo LogoSan Francisco, CA, August 11, 2017HireMojo, Inc., the Hiring Automation Platform (TM), announced the unveiling of it’s latest hiring “robot” at the Northern California Human Resources Association (NCHRA) HR TechXpo on August 25, 2017. With this invitation, the NCHRA event demonstrates leadership at the intersection of Human Resources (HR) and technology.

Beyond simple automation, complete functions are being transformed with Robotic Process Automation (RPA). According to a recent PWC Research Report, robots will replace up to 38% of U.S. jobs by 2030. Until now, HR functions have been largely insulated from this wave of technology. The introduction of HireMojo’s robot, which makes it possible for nearly anyone to find candidates and fill jobs without needing industry specific knowledge or resources, sets the NCHRA August event apart.

“We are delighted to see the NCHRA lead the way for technology innovation among HR leaders across the country.” said John Younger, HireMojo’s CEO. “Advancing the balance between human and machine actually makes the entire hiring process more intimate, scalable and effective. We applaud the NCHRA for their efforts to pull HireMojo and others together. ”

“By bringing together some of the most transformative technologies for the HR industry, our goal is to help attendees learn to incorporate these advances into their departments.” emphasized Greg Morton, CEO of NCHRA. “HireMojo’s process automation is a good example of a technology most thought was not possible in the recruiting and hiring function, yet it’s here and it works.”

About HireMojo:

HireMojo (http://www.hiremojo.com) develops a subscription-based automation software for the recruiting and hiring function. Based on the data from filling tens of thousands of jobs with millions of applicants, it’s Hiring Automation Platform (TM) incorporates a constellation of resources and performs many of the routine activities needed to make hiring predictable, fast and easy.

About NCHRA:

The Northern California HR Association, one of the nation’s largest HR associations, has been advancing organizations through human resources since 1960. Delivering nearly 200 programs annually, the association is dedicated to connecting human resources professionals with practice resources, leading California-specific training, legal and legislative developments, quality service providers, and each other–forming career-long networks and partnerships.

Contact: Laurie Pehar Borsh
lauriepeharborsh@lpbpr.com
800.915.2151 x706


The HR Tech Weekly readers get a free registration to HR TechXpo in SF on August 25th! Enter promo code hrtechweekly at time of checkout when you register here: http://hrtechxpo.com/register