Despite all the talk about HR technology and artificial intelligence improving candidate experience, the numbers say otherwise. In fact, candidate resentment has increased by 40% since 2016. But what, exactly, is the cause? A few of the top reasons cited in the just-released 2019 North American Candidate Experience Research Report include: poor communication, discrepancies between the job description and interview experience and disrespect for candidates’ time.

It’s clear that the impact a bad candidate experience can have on one’s business is more than a little troubling. Imagine receiving 100 applications for a single job posting, for which only 1 person is going to be hired. Quick math: Ninety-nine candidates are at risk for disappointment!

And what will these not-hired candidates do if they had a less than positive experience? Seventy-one percent will share it with their inner circle of friends, relatives and co-workers. Fortunately, only 35 percent share it publicly online—probably because they don’t want to announce they didn’t get the job. But that’s still an incredibly large number of people speaking ill of your company. (And trash talk is the last thing you want going around when trying to entice top talent to cut ties with current employers and join your ranks.)

But it’s not just hard feelings companies need to worry about. The impact can extend well into the future. Sixty-eight percent of candidates who’ve had a negative experience won’t reapply to that company. Worse, 54 percent said it would impact their decision to buy from said company.

The Talent Board created an online candidate resentment calculator to help translate these results into real dollars. It’s based on the assumption that 100% of job applicants are potential customers or influencers. (Some might argue with this idea, but even a fraction of the whole results in pretty significant damage.) Here’s just one example: With 1,000 annual hires, the lost revenue due to candidate resentment exceeds $2.7 million, and the number of lost customers is more than 27,700. Numbers like these are nightmarish—and more common than you might think.

So what can you do to prevent a bad candidate experience?

1) Be Proactive
Applying for jobs at your own company to understand an applicant’s journey is likely the simplest low-cost solution you’ll ever find. Do it on several different devices—desktops, tablets and smartphones—and assess the experience using different operating systems: Apple, Google, Samsung, Windows. Remember that the candidate experience starts long before someone clicks to apply. “Google” your company career site on each device. How does it look? Is it easy to find? How long does it take the page to load? Is it easy to read, navigate and complete an application? If not, invest in fixing it!

Remember to also be proactive when it comes to communicating why someone may not be the right fit for a position or company. Resentment rates decrease by 29% when employers give rejected candidates general and specific feedback on qualifications and job fit. A bit of honesty and clarity goes a long way.

2) Be Predictive
No business function collects more data and takes less advantage of it than human resources. Ignorance is not bliss when it comes to customers these days, and candidates are no different. It’s time to become comfortable with data. Google Analytics and most applicant tracking software, for that matter, provide deep insights into candidate behavior and the corresponding behavior of your systems and processes—data you can use to make much-needed adjustments and inform hiring decisions.

In addition, ask for feedback from every candidate (whether they’re ultimately hired or not) and use that data to improve your process. Talentegy reports that 68.5% of candidates are very likely or likely to provide it, but 75% of companies never or rarely ask for it.

3) Be Pragmatic
It’s just not practical for any recruiter, HR professional or hiring manager to keep up with today’s job demands without technology. Automate every task that requires manual entry and/or is routine. But remember that tech solutions can’t solve all of your problems. Chatbots won’t negate bad reviews on Glassdoor or Kununu. Automated emails won’t make up for delays in scheduling interviews and making decisions. A new video on your career website can’t hide a toxic culture. Identify each candidate touchpoint, assess its efficiency, then prioritize the risk of it creating a negative experience—regardless of whether it’s an automated or human-driven interaction.

4) Be a Problem-Solver
Be vigilant. Be curious. Creating an awesome candidate experience is a journey. It has no finish line. The rules keep changing. The ecosystems keep evolving. The only true inevitability is that as soon as you improve the experience in one area, another issue is likely to pop up. It might be a new glitch in the software or the need to hire a new recruiter or hiring manager. In every case, delivering the most optimal candidate experience today requires a team of troubleshooters to fix the unexpected and problem-solvers to prevent recurrences.

Source : https://www.cornerstoneondemand.com/rework/4-ways-prevent-poor-candidate-experience

Navigating a New Job with a Very Different Culture

Just as we become habituated to a country’s culture — we know the “right answer” when someone asks us how we’re doing, or which topics are off-limits with casual acquaintances — the same thing happens in corporate life. We develop an unwritten understanding of how interactions should go, and it can be jarring when we trip across unexpected fault lines.

As an executive coach focused on leadership communication, I’ve spent the past decade working with senior leaders on how to position themselves effectively with new colleagues and stakeholders. Here are four strategies that can help ease your transition into a new environment.

Solicit opinions before offering your own.
Coming into a new environment, you may have been briefed by the board, CEO, or hiring committee, but you can’t necessarily rely on that information. Like all humans, they have their biases and blind spots, and they may be unaware of behind-the-scenes dynamics, like employees who are feuding, or those who exert disproportionate political influence within the department or team.

Before going “on the record” with your agenda (“We’re going to close the Tokyo office”), it’s important to meet both individually and as a group with your new colleagues and employees to suss out potential pitfalls (the head of the Tokyo office is close with a powerful customer), uncover new options, or identify potential allies who share your philosophy. You can ask open-ended questions such as:

What do you think we’re doing really well?
What do you think we could improve?
If you could change anything about your job, or about how we do business, what would it be?
You may end up making the exact changes you envisioned at the outset. But at a minimum, you’ll be more aware of risks and in a better position to mitigate them — and to the extent that your new team shares your vision, you can position yourself as a change agent acting on their behalf, rather than a wrecking ball coming in from outside.

Recognize that a mandate for change has limits.
This is a particular trap for new, high-level leaders. You may have been brought in with the understanding that the previous regime was broken, and it’s your job to fix it. To please the board or the CEO, you “hit the ground running” by firing or reshuffling personnel, launching new initiatives, and jettisoning old ones — exactly what you’ve been told to do.

But it’s quite possible that your peers and employees don’t share the decision-makers’ bleak assessment, and they may be offended by the idea that their work needs “cleaning up.” They may rebel against you, either directly or via passive-aggressive compliance, or back-channel complaints to leadership. The board or CEO will support you for a while, but if the din gets too loud, they may decide backing you isn’t worth the political capital. Indeed, I once coached a high-level executive who successfully implemented the change agenda he’d been given, but whose job was in peril because he’d alienated his team badly in the process.

Identify a “cultural mentor.”
Just as you might when taking an overseas posting, look for a cultural mentor who can help you interpret and navigate the implicit codes of your new environment. Look for someone who has a deep understanding of the corporate terrain, wants you to succeed, and doesn’t have an overt political agenda that could cloud their perspective or cause them to give you biased information. Possibilities might include former company employees that you know through social or professional circles, or respected colleagues in other offices or departments.

Control your narrative.
If your new corporate culture is vastly different, it’s inevitable that you’ll trip up at some point: Your feedback at the pitch meeting will come across as way too harsh, or your team will complain you didn’t consult them sufficiently, or the working group will move too slowly because they didn’t realize you were serious about the project being a priority.

Of course, some of this is a matter of personality quirks and leadership style — but they get magnified when you enter a culture that, as a whole, operates much differently than you’ve come to expect. If you’ve come from a hard-charging environment and act accordingly, you run the risk of being pigeonholed as “overly aggressive,” and if your last job emphasized consensus and collective agreement, you may be tarred as too “kumbaya” to get results.

If you feel you’re being misunderstood or that your intentions aren’t coming through clearly, point out the cultural difference, which is likely invisible to your new colleagues (like the fish who asks “what’s water?”). “I’m sorry if my feedback came across as too harsh,” you could say. “That was a common way of expressing things at my last company, but I’ve come to understand it may not be the most effective strategy here. I’m going to take note of that for the future.”

As long as you don’t act like you’re complaining, or negatively comparing your new workplace to the old one, people will often cut you some slack as you adjust. The key is observing those nuances carefully and ensuring you don’t repeat your mistakes.

We often assume that if we’re successful at one company, that will automatically translate to another. But even small cultural differences can add up and create a cascade of misunderstanding, damaging your ability to succeed at your new job. By following these strategies, you can pick up on subtle cultural codes faster and ensure a smoother transition.

Source: https://hbr.org/2020/01/navigating-a-new-job-with-a-very-different-culture

CPOs in Silicon Valley: The allure of the ‘culture bearer’

To compete in a tight talent market, organizations are investing in roles focused on creating workplaces that entice talent to come and convince them to stay.

Chief people officers are in high demand in Silicon Valley — “literally every company in Silicon Valley is hiring,” tweeted Lambda School CEO Austen Allred in mid-December 2019. His observation prompted fellow professionals to chime in with their thoughts and sparked a Twitter conversation.

A former CPO at several New York City-based companies, Rick Pereira, said in a Tweet that he views Allred’s observation as part of a larger picture: “companies are making this investment earlier and earlier to create an impactful culture foundation.”

Experts within Silicon Valley generally agreed with Pereira’s analysis, though sources who spoke with HR Dive framed the trend within different timelines.

Is there a CPO hiring surge in Silicon Valley?
An executive recruiting professional in Silicon Valley said he has not observed a recent uptick in CPO hiring — “I’m not feeling a spike in the last month or two,” executive search firm SPMB Managing Partner and Owner Dave Mullarkey told HR Dive in an interview.

He did identify an overarching trend, however, which he said began several years back. “Companies are looking to hire chief people officers earlier,” Mullarkey said. “So that means there are more of them and more of those opportunities for people.” SPMB conducts more than 300 executive searches per year, according to Mullarkey, many of which occur in the Silicon Valley area, where the company is located.

Over the last two years, there has been an uptick in CPO hiring within Silicon Valley, according to Robert Half Director of Permanent Placement Services Adam Bennett. “The Silicon Valley giants have always been ahead of the curve and have had this role internally for many years,” Bennett told HR Dive in an interview. But when the talent market tightened two years ago, he said, smaller companies followed.

“What we’ve seen, without a doubt, is the smaller, medium-sized companies aggressively looking for a head of talent or CPO to better engage employees,” said Bennett, who conducts talent searches for the greater Silicon Valley area.

As VP of Total Rewards at Chegg, a Silicon Valley-based company looking to fill an open CPO role, Debra Thompson views the situation similarly. “There are a lot of roles out there right now for chief people officers,” she told HR Dive in an interview. “There are a bunch of startups who have gotten to that place now where they have the money and they’re willing to invest in their human resources department.”

Other companies may be in the same position as Chegg, looking to backfill a position a previous CPO left, Thompson said. “Once one person moves, it’s a domino effect. There are only so many companies in Silicon Valley. If one moves, there’s a role somewhere else.”

The majority of CPO hiring in the area is due to this reason, according to Okta CPO Kristina Johnson. “Most companies have a very senior-level person running the HR team,” she said. “That’s definitely not a new trend. This role has been around for 10 years.”

If any change relevant to the CPO role has developed recently, it’s a change in lingo, Johnson told HR Dive in an interview. “The nomenclature, the twist to calling it people as opposed to HR is definitely in the last three to four years,” she said.

Chief people officer: ‘The culture bearer’
Despite disagreement over the precise levels of CPO hiring in Silicon Valley, sources were unanimous in defining why employers seek them. Organizations need CPOs to create workplaces that entice talent to come and convince them to stay. “We don’t want to be the best place to work; we want to be the best place to stay,” Johnson said.

The CPO is “the culture bearer,” responsible for infusing the company mission throughout the organization, Thompson said. This will boost retention — something her own tenure at Chegg demonstrates. “I’ve been here for seven years, and that’s the longest stint I’ve been anywhere,” Thompson said. “That’s because this place is so amazing. We are incredibly passionate about our mission.”

Everything that goes on at Chegg, according to Thompson, has roots in the company mission: making students’ lives easier. “The CPO is the culture bearer who has to beat the drum, so to speak, to make sure the people strategy is completely aligned with the business strategy, and that we’re driving that home every day,” she said.

This is critical for growing companies, Mullarkey noted. “There are a lot of well-funded companies that are in fact growing nicely that want to capitalize on what’s in front of them,” he said. “Having great talent is a key to success. It used to be that people might wait closer to IPO to bring in a chief people officer.”



Because the CPO role is attached to certain business metrics, specifically retention, its success is measurable, Bennett said. “There is a tangible ROI that companies can put on a good CPO who’s changing their retention numbers.”

Of course, the success of the role depends on the success of the person in it. Most CPO candidates will have the skills they need: “When you get to the level where you put your name in for some of these c-levels, you’re going to have the skills that are needed to be a chief people officer or a chief human resources officer,” Thompson said.

At Chegg, to succeed in the role, a CPO must be able to observe the talent and employment market, identify the trends and make a plan to bring an employer in line with them, Thompson said. “This person should be someone who can continue to be forward-thinking,” she said. “It’s truly all about finding someone who’s going to be a culture add for us and be that person who’s going to drive our values and make sure everyone is marching to the same mission.”

Johnson’s view of her role as CPO aligned with Thompson’s characterization of the position. “My primary role as the head of people here is to keep one foot in the future, especially as it relates to the war for talent and unemployment being at an all-time low,” she said.

Johnson said she is continuously thinking about talent strategy, especially as she looks for candidates with cloud, computing and AI skills. As part of that, she also spends time working on learning and development initiatives, including Okta University, an in-house training function that will allow the company “to find the best talent we can… and build up a very robust function in house where we can coach and develop those skills,” Johnson said.

Johnson said her role as CPO has also led her to examine the benefits and perks associated with her organization’s culture. Okta is running a test pilot on dynamic work, for example. “We’re trying to figure out the secret sauce there,” she said.

The company is also assessing its benefit packages to prioritize flexibility — something in demand from its multi-generation workforce, she said. “Ping pong tables and beer in the office, those are starting to go by the wayside,” she said. “People are looking for more flexibility and benefits that can be tailored to them. We’re really looking in detail at our benefit packages and our total rewards packages to see if we can move to a cafeteria-style plan where people can have more choice in the perks they want.”

What it takes to make a hire
As Chegg searches for its next CPO, it is taking a multi-pronged approach that unites a search firm and an internal “high-power principal recruiter.” Its search spans the country. “We’re not just looking in our own backyard. We’re looking everywhere,” Thompson said. “It’s much more important for us to find the right person than a person who’s right next door.”

This strategy appears to be standard protocol for CPO recruiting in Silicon Valley. “It’s certainly competitive,” Johnson said. “If you’re hiring a CPO, you’re going to go out to search and you’re going to be paying a good amount of money for a search firm to bring in candidates.”

Silicon Valley employers are generally prepared when looking for any C-suite role to spend big on recruiting and possibly relocating a candidate, Johnson said. This includes, Bennett noted, offering candidates a “healthy, six-figure salary.

Source : https://www.hrdive.com/news/cpos-in-silicon-valley-the-allure-of-the-culture-bearer/571655/

How the Gig Economy Will Impact HR in 2020 and Beyond

As we enter a new decade, business leaders who do not have insights into trends related to self-employed workers will do so at their peril: More than 60% of work is now done by gig workers. The overall size of the gig workforce will only increase as more people seek self-employment—both out of necessity and by choice—and employers choose to hire more people who are off the balance sheet.

So even if your organization is not engaging a significant number of gig workers today, chances are good this will change in the near future.

For employers, making decisions at “the speed of people” can be challenging–promotions, turnover, and other job changes don’t fall into neat quarterly cycles. And if that’s not hard enough, with the rise of gig work, it’s only going to get trickier.

Not all your gig worker data is in your core HR systems, it’s constantly changing, messy info, no connection to business outcome data. If a significant portion of your workers are contingent, this makes it difficult to answer questions like–do we have the right/enough people to achieve our business goals? Is our high turnover rate a “bad” thing–or is it just a benign result from contracts ending as planned?

As we highlight in our HR Trends 2020 report, the proliferation of gig work platforms in the hourly space will intensify as the need to quickly fill short-term and seasonal roles increases. Clearly, over the next decade, more and more organizations will need–not just ways to fill these roles–but decision-making support tools that are geared towards the modern working world–which is a gig working world; strategic questions.

Gig Work is Here to Stay: Implications for HR
The rise of gig work means the focus for HR will be finding tools to bring together the talent lifecycle across all the roles in your business (contingent and regular workers included) together with organizational effectiveness to understand and optimize structure and plan. Other implications for HR include:

The redefinition of roles. The staying power of the gig economy means it’s time to rethink how work gets done. Freelancers may not fit precisely into the whole job of a caregiver or retail sales associate, but the opportunities to find talent become clearer when you see work as a series of tasks that can be shared, rather than a single job completed by one person.
Evaluation of gig worker impact. Unlike traditional employees, systems that track a freelancer’s employee lifecycle are relatively new. In order to measure the impact these kinds of workers have on the business, it’s essential to connect this data to your other workforce systems, so you can spot issues, trends, and opportunities.
Updating traditional labor policies to incorporate freelancers. As gig work becomes more deeply rooted in hourly labor, HR will need to lead the charge in creating policies that provide proper benefits, rights, and protections to these workers.
Clearly, finding the optimal mix of regular employees and alternative workers will be a critical task for HR leaders over the next decade. Follow these tips to set your organization up for success:

Deconstruct jobs in your organization.
To see where you can tap freelance platforms to alleviate work shortages, start by deconstructing the job into its tasks, advises Dr. John Boudreau, professor and research director at the University of Southern California’s Marshall School of Business and Center for Effective Organizations.
This exercise will lead you to re-evaluate not just the nature of that job and the kind of talent needed to accomplish it, but the different types of arrangements—including contracts, gigs, alliances, volunteers, automation, etc—that can be used to create a more fulfilling career path for all involved.
Build in measurement systems to better analyze gig work.
When gig work data is combined with multi-dimensional analysis that combines information from several systems, you gain powerful and actionable answers that will help you design the best programs for all your employees—and make a better impact on business goals.
Look for robust analytics platforms have insight and value paths for contingent labor analysis, hourly, seasonal workers, contractors, etc. and connection points to business outcomes to understand impact. They can bring together the talent lifecycle across all the roles in your business, together with organizational effectiveness to understand and optimize structure and plan.
Pilot a test program.
If you’re ready to try incorporating gig work into your labor force, it’s important to conduct your due diligence. Once you know the scope of your test project, involve your partners in Legal, Compliance, IT, and Finance to find out what infrastructure and policies should be in place for gig workers to come in and accomplish the necessary tasks.

Source : https://www.visier.com/clarity/how-gig-economy-will-impact-hr-in-2020-and-beyond/

Great Communicators Are Made, Not Born, According To Presidential Historian Doris Kearns Goodwin

Communication is a crucial skill for successful leadership, says Pulitzer Prize-winning historian, Doris Kearns Goodwin, in her new MasterClass.

According to Goodwin, some U.S. presidents were born with characteristics that served them well as leaders (Lincoln had empathy, FDR had optimism), but “they mostly made themselves leaders.”

Goodwin’s research shows that many of America’s most influential presidents worked hard at developing their skills of persuasion.

The ability to communicate to persuade people to action is—like most skills—one that leaders can sharpen with time and dedication.


“As a result, he simplified his language,” says Goodwin. When a speechwriter wrote a draft for one of FDR’s fireside chats, Roosevelt scratched out the words “a more inclusive society.” He replaced the phrase with “a society in which no one is left out.” If Roosevelt could find a one-syllable word to replace a longer one, he’d use it.

FDR’s skill with language paid off during the banking crisis which engulfed the nation before he became president. In March, 1933, Roosevelt ordered the temporary closing of all banks to prevent a financial crisis. When it came time to re-open the healthy banks, Roosevelt took to the radio to address the American people and reassure them that their money was safe. Above all, he had to prevent a rush of panicked customers taking their money out of the banks.

Roosevelt translated the arcane language of the U.S. Treasury into a simple explanation anyone could understand. “I can assure you that it is safer to keep your money in a reopened bank than under the mattress,” he concluded.

Roosevelt’s appeal worked. People lined up to put their money back into the banks. Confidence had been restored thanks to Roosevelt’s simple, clear language.

Goodwin reminds us that Teddy Roosevelt was also the first president who defined his entire legislative program in one short phrase: The Square Deal.

The program was intended to deal with the problems of the Industrial Revolution that had shaken the economy. The ‘square deal’ meant that Roosevelt intended to treat all parties fairly. “It was for the capitalist and the wageworker, for the union guy and the businessman, the rich and the poor,” says Goodwin.

Goodwin defines leadership as “the ability to use talent, skills, and emotional intelligence to mobilize people to a common purpose.”

Effective communication is central to Goodwin’s definition. Words can change feelings—lifting hopes and restoring confidence. Words can mobilize people to action. Words can change a country or a company’s collective mood.

Great leaders understand the power of language and work hard to sharpen their communication skills.

Source : https://www.forbes.com/sites/carminegallo/2020/02/17/great-communicators-are-made-not-born-according-to-presidential-historian-doris-kearns-goodwin/#6750f2f3647d

How Love Can Be One Of The Biggest Drivers Of Business Success

There can be success drivers of all types. The desire to have more money or to be your own boss is a big one for a lot of would-be entrepreneurs. Some happened to just get lucky, falling into something that turned out to be incredibly lucrative. Others want to impress people at their high school reunion or become well-known enough that anyone would recognize them. All are valid forms of success.

But I’ve also developed different definitions of success over the years as I’ve grown up and had a wider variety of experiences in the business world. Having a family, being responsible for others’ livelihoods, and pinpointing the things that will genuinely make me proud have taken the place of money and notoriety. Getting to know some of the happiest entrepreneurs and employees at companies around the world has reinforced for me that success and happiness can happen simultaneously.

Let me define success in terms of business: It’s not just money. It’s building a company with a strong mission, with good people, that thrives financially. To say success is just financial is missing the point. You may not love what you do, as a career coach would recommend, but you can do what you do because of love. As cheesy as it sounds, I see a mission driven by a love for something or someone as one of the fiercest forces of success.

Love for the Company

Today In: Small Business
One of the common trends I’ve seen among companies with skyrocketing growth isn’t necessarily leadership-oriented. In each case, an employee who truly cared deeply about the company saw an opportunity to innovate and make things better. Founders are only one or two people establishing a vision — the people who carry it out and love the mission can make the biggest difference.

One example of a company taking this seriously is Adobe. To encourage engaged employees to get their innovative juices flowing, Adobe launched its KickStart innovation program, giving employees $1,000 to develop a prototype. Not only does the initiative reward people for getting creative — rather than restrict them — but it also takes traditional roadblocks out of their way. I’d bet money that inspires even more love for the company.

Source : https://www.forbes.com/sites/johnhall/2020/02/09/how-love-can-be-one-of-the-biggest-drivers-of-business-success/#1411ed573ad0

Compensation and Benefits Best Practices

In today’s world, every HR professional is looking at their compensation and benefits strategy. As companies fight for talent, a critical change in the strategy could ultimately seal the deal for high-performing talent courted by company recruiters.

Employees today are more likely to move to another company with better offerings. Not only that, but it’s easier than ever for employees to research this information. Workers are regularly sharing just about every piece of information they can online. That includes compensation and benefits information. With that data, employees can evaluate employers based on what they’ve found.

But the compensation and benefits strategy goes beyond the War for Talent. In fact, it’s something that has to be considered for every employee. Sometimes, it’s a one-size-fits-all approach and sometimes it’s more individualistic. Either way, it’s important human resources keeps a handle on the strategy.

Compensation and Benefits
Best Practices
Understand the budget
HR needs to make sure they understand how the company budget is structured when it comes to compensation and benefits. Why is this important? HR needs to understand how the money is going to be spent. Keeping compensation and benefits balanced is critical to making sure HR can continue to adapt the strategy accordingly.

Consistently review employee compensation
Most HR departments only look at the compensation of employees at the end of the year or during an employee review period. This helps determine salaries going forward. However, reviewing compensation practices at least quarterly allows HR to make adjustments as needed. Understand, that doesn’t mean the adjustments happen that often, but it does make it easier.

Create salary ranges
This aligns with the previous practice. It also helps ensure the organization is competitive in the industry. These can be developed by benchmarking similar jobs or based on internal practices.

Audits are a must
Additionally, HR should audit compensation on a regular basis. There are any number of changes that could impact salaries and the need to adjust those for employees.

Pay high performing employees well
Higher performance should mean higher pay. This is an important piece of not only compensation and benefits, but also retention. Employees who don’t feel they are paid what they are worth will going looking for a company that aligns with this belief.

WEBINAR: Cultivating a Culture-Based R&R Program through Technology

Benefits as part of the strategy
In addition to retention, benefits also help attract new employees. The goal here is to be competitive and the preferred employer in the industry. Often times, benefits are a deciding factor for a potential new employee.

Develop a plan
The plan developed is the compiling of all the previous practices into one strategy. Understanding how the HR department is going to apply these practices throughout the year will help ensure success at the end of each process.

A compensation and benefits strategy remains in a fluid state. It’s not meant to be rigid. A stiff and stale process can lead to immeasurable loss as the company tries to attract and retain the best workers for the organization. With a fluid approach, the compensation and benefits strategy can increase the organization’s competitiveness and help find the best talent available. Companies with a strong sense of the compensation and benefits strategy will be able hire the right people more often than not and will see great business success.


Coaching to become talent development mainstay, study suggests

Coaching will play a much bigger role in talent development programs in the near future, according to a Human Capital Institute and International Coach Federation study provided to HR Dive in an email.
More than 80% of organizations represented in the study said they plan to expand coaching use among leaders and managers over the next five years, and one quarter had already dedicated a line item to coaching in training budgets. Per the report, more than half (55%) of organizations in the study use coaching to train leadership.
The organizations noted some obstacles to expanding the coaching model, however. Fifty-two percent cited a lack of budget space for the programs as being a potential obstacle, while 45% cited limited support for coaching among senior leaders. The survey included 366 participants who work in either HR, learning and development, or talent management roles.

Dive Insight:
Coaching and one-on-one training have gained increased attention in recent years thanks in part to demand from younger employees. A March 2019 survey by InsideOut Development, for example, found 75% of Generation Z members wanted a boss who coaches employees.

But the trend isn’t just generational in nature. Calls for a more personalized learning experience have become a fixture in the L&D space, and models that allow for coaching and mentorship — which fit under the broader umbrella of “knowledge sharing” — can allow organizations a low-cost path to a more hands-on approach. Embracing training relationships can also help to foster emotional connections between team members, experts previously told HR Dive, further boosting the cultural case for coaching.

It’s not enough to tell managers and other leaders to share knowledge at will, however. Coaching programs require structure to succeed, and managers themselves have admitted in recent surveys that they don’t receive enough training. That can be problematic for talent development programs that place managers in charge of coaching.

Manufacturer Mars Inc. addressed the issue by launching an individual coaching program for first-time managers. The program involves a heavy dose of feedback but also incorporates a tech solution for ease of access, according to officials. Such programs can help managers guide their careers while simultaneously assessing progress.

Source : https://www.hrdive.com/news/coaching-to-become-talent-development-mainstay-study-suggests/571682/

Why You Should Have (at Least) Two Careers

It’s not uncommon to meet a lawyer who’d like to work in renewable energy, or an app developer who’d like to write a novel, or an editor who fantasizes about becoming a landscape designer. Maybe you also dream about switching to a career that’s drastically different from your current job. But in my experience, it’s rare for such people to actually make the leap. The costs of switching seem too high, and the possibility of success seems too remote.

But the answer isn’t to plug away in your current job, unfulfilled and slowly burning out. I think the answer is to do both. Two careers are better than one. And by committing to two careers, you will produce benefits for both.

In my case, I have four vocations: I’m a corporate strategist at a Fortune 500 company, US Navy Reserve officer, author of several books, and record producer. The two questions that people ask me most frequently are “How much do you sleep?” and “How do you find time to do it all?” (my answers: “plenty” and “I make the time”). Yet these “process” questions don’t get to the heart of my reasons and motivations. Instead, a more revealing query would be, “Why do you have multiple careers?” Quite simply, working many jobs makes me happier and leaves me more fulfilled. It also helps me perform better at each job. Here’s how.

Subsidize Your Skill Development

My corporate job paycheck subsidizes my record producing career. With no track record as a producer, nobody was going to pay me to produce his or her music, and it wasn’t money that motivated me to become a producer in the first place — it was my passion for jazz and classical music. Therefore, I volunteered so that I could gain experience in this new industry. My day job not only afforded me the capital to make albums, but it taught me the skills to succeed as a producer. A good producer should be someone who knows how to create a vision, recruit personnel, establish a timeline, raise money, and deliver products. After producing over a dozen albums and winning a few Grammys, record labels and musicians have started to reach out to see if they can hire me as a producer. I still refuse payment because making music, something that is everlasting, is reward enough for me.

At the same time, I typically invite my corporate clients to recording sessions. For someone who works at an office all day, it’s exciting to go “behind-the-scenes” and interact with singers, musicians, and other creative professionals. While I was in Cuba making an album, one of my clients observed about the dancing musicians, “I’ve never been around people who have so much fun at work.” That my clients have a phenomenal experience only helps me drive revenue at work, so my corporate and recording careers are mutually beneficial.

When I worked on Wall Street, my professional circle was initially limited to other folks in the financial services sector: bankers, traders, analysts, economists. Taken together, all of us establish a “consensus” view on the markets. And most of my asset manager clients were looking for something different: “Give me a contrarian perspective.” In other words, they didn’t want to hear the groupthink. I took this as marching orders to tap my rolodex for people who could provide my clients a differentiated perspective.

For example, one of my clients wanted to understand what Chinese citizens were saying to each other. Because I am an author, I have gotten to know other writers, so I reached out to my friend who was a journalist at a periodical that monitors chatter in China. Not restricted by the compliance department of a bank, he was able to give an unbridled perspective to my client, who was most appreciative. My client got a new idea. I got a trade. My friend got a new subscriber. By being in different circles, you can selectively introduce people who would typically never meet and unlock value for everyone.

Discover Real Innovations

When you work different jobs, you can identify where ideas interact — and more significantly, where they should interact. “It’s technology married with liberal arts, married with the humanities, that yields us the result that makes our heart sing,” said Steve Jobs, who was the embodiment of interdisciplinary thinking.

Because of Hurricane Katrina, many musicians left New Orleans. In order to generate funds to help musicians in the city, I could have created a typical nonprofit organization that solicits people for money. Instead, I helped create a more sustainable solution: a brokerage for musicians that I described as Wall Street meets Bourbon Street. People wanting to book a musician for a party in New York could find a band on my organization’s website, which would then ask the booker to add a “tip” which would be allocated to a New Orleans-based charity. The booker (who in some cases were my corporate clients) easily found a band for the party, the New York City-based musician got a gig, and the charity in New Orleans got a small donation. Because of my time working at a bank, I was able to create a different type of organization, one which has since merged with an even larger charitable organization.

When you follow your curiosities, you will bring passion to your new careers, which will leave you more fulfilled. And by doing more than one job, you may end up doing all of them better.

Source : https://hbr.org/2017/04/why-you-should-have-at-least-two-careers

Can employees be held liable for social media posts?

How should businesses manage an incident where a senior individual has made controversial comments on social media that have a negative impact on the business?

The Houston Rockets basketball team have become all too familiar with this issue of late when general manager Daryl Morey tweeted support for the ongoing protests in Hong Kong – “Fight For Freedom, Stand With Hong Kong.” He was swiftly met with criticism from Chinese fans, sponsors and commercial partners.

While Morey was quick to delete the tweet, and released a statement that he “had had a lot of opportunity since that tweet to hear and consider other perspectives”, it was too little too late.

Chinese broadcasters and streaming channels made their dissatisfaction clear, confirming that they would no longer broadcast the Rockets’ games to millions of Chinese fans.
Clearly the consequences for business can be huge when employees air controversial opinions on social media. In such circumstances does an employer have any recourse against the employee?

There is a balancing act between an employee’s right to exercise freedom of expression under Article 10 of the Human Rights Act 1998 and an employer seeking to protect their legitimate business interests.

While freedom of expression should be maintained, case law has determined that an employer has the right to seek to protect legitimate business interests.

In circumstances where an employer’s legitimate business interest has been compromised it may be appropriate to discipline the employee for their actions in accordance with the employer’s disciplinary process and, if applicable, social media policy.

Risk-averse employers should have a social media policy that sets out the standard employees are required to adhere to on business and personal social media accounts. It should expressly state that any breaches of the policy will be dealt with in accordance with the employer’s disciplinary policy.

A social media policy should remind employees that social media posts may be public and that conduct outside of the workplace, in some circumstances, can be viewed as an extension of the workplace.

Employers should also remind employees of the ‘disinhibition effect’ (when people say things on social media they would never say in real life). Employees should therefore be cautioned to consider whether their post may amount to harassment, discrimination or malicious conduct.

If the employee deems their content to be controversial but still appropriate to post it may be prudent for them to include a disclaimer stating that the views and opinions expressed are their own and not those of their employer.

Unless authorised, under no circumstances should posts be made by employees in the employer’s name or be made attributable to the employer.

An employer has a right to monitor their employees’ use of social media on work computers and phones. This right does not extend to logging into any social media accounts belonging to employees, with a view to respecting the right to a private life under Article 8 of the Human Rights Act.

However, employees should be reminded that this does not prevent an employer from viewing a social media account, particularly if posts are public. Private or deleted posts may in some circumstances be drawn to an employer’s attention if they have been screenshotted by colleagues or clients.

In addition to a social media policy, employers should also remind employees of the contractual implied duty of mutual trust and confidence.

That is, that the employee (and of course the employer) should not act in a manner that is calculated to or likely to destroy or seriously damage the relationship of mutual trust and confidence between parties.

Publicly posting comments that are damaging to an employer’s business can be destructive of trust and confidence if the posts are sufficiently serious.

Having a well-drafted social media policy and disciplinary procedure, and clearly communicating to employees the standards that are expected of them and the extent to which their social media use can be lawfully monitored, are therefore key in managing the risks posed by social media.

Source: https://www.hrmagazine.co.uk/article-details/can-employees-be-held-liable-for-social-media-posts