SEEK Chooses Video Interviewing for Efficient Hiring Cycles

Australian workforce major SEEK has announced its partnership with Spark Hire, this week. Spark Hire is the global leader in video interviewing platforms, with the collaboration aimed at launching SEEK Video Screen – an evaluation and assessment tool created to simplify hiring systems and reach out to the right talent, at a rapid clip.

The tool optimizes recruitment at every level or type of role, ranging from volume-driven hires to skill-centric, front-facing developer positions. Recruiters can review video submissions from candidates, reducing timelines and improving decision-making.

Josh Tolan, Spark Hire’s CEO commented on the collaboration. “We’re incredibly excited to partner with SEEK to bring our video screening solution to Australian and New Zealand recruitment agencies and businesses. Through SEEK we’re able to help more recruiters and employers make informed short-listing decisions in a reduced timeframe”. SEEK believes this will push conversion numbers, placement scenarios, with a significant cost and time advantage.

Michael Ilczynski, SEEK’s MD for ANZ considers the move to be emblematic of tech-innovation: “By partnering with leading technology companies like Spark Hire we continue to demonstrate our commitment to providing competitive advantages for recruiters and companies driving more hires and increased revenues.”
In fact, video interviews impact hiring quality with the opportunity to acutely assess personality traits and communication skills. The tool offers collaboration and sharing features, to allow multi-level consultations on a candidate’s final selection.

“Video interviews can lessen unconscious bias and make compliance easier because hiring managers and recruiters can compare candidates side-by-side as they answer identical questions,” says Tolan, amplifying the possibilities of Video Interviewing. SEEK Video Screen helps eliminate geographical constraints, allowing organizations and recruiters to tap into the best talent, regardless of location.

Ilczynski was also strongly in favor of the approach: “Video interviewing is growing in popularity with recruiters and employers because it provides a better picture of job applicants than other early stage recruitment techniques such as phone screening or online surveys.

The internal team at Spark Hire has been experimenting with SEEK Video Screen for talent acquisition, replacing the traditional phone screen when recruiting for customer-facing roles. The tool has successfully reduced initial screen times by a significant margin of 10 hours, Ilczynski reports. This has led to a set of positive outcomes: increasing in-house recruiters’ confidence in the capabilities of candidates shortlisted via SEEK Video Screen, and downstream efficiencies such as fewer interview rounds, a shorter time-to-placement period and an overall increase in hire quality.


Indian Firms Are Now Using AI-Based Bots To Recruit Candidates

Man With Steel Artificial Arm Sitting in Front of White Table

Recruitment is one of the most important tasks at any firm. It’s not only time consuming but also a resource hogging process. In order to ease this process some Indian firms have started to use artificial intelligence based bots to streamline processes. Previously, firms used to digitally sort resumes based on keywords on the resumes but today this process has gone as far as doing a preliminary assessment of the candidate. A report in Quartz has stated that companies like Ola and Accenture are now using these bots in the recruitment process.


Bengaluru based recruitment firms such as CIEL HR have already started using AI bots to select candidates who will face the HR for further process. CIEL HR has employed a bot called Tony that can go through a pile of resumes and report to the HR about the shortlisted candidates. Tony can also conduct the preliminary screening process by sending a programmed questionnaire to the candidates. It can examine the responses and eliminate undeserving candidates. Tony has been proven to reduce the workload of HR managers by up to 20%. CIEL HR CEO Aditya Narayan Mishra says that Tony is much more effective than keyword based bots which may fail to sort candidates as they require keywords which may not be enough to describe a job profile.

These bots not only sift through resumes they can even monitor candidates who are not actively looking for a job. These bots have been programmed to search potential candidates from various social media platforms. If you are professional who uses resources from GitHub or Stack Overflow chances are these bots have picked up your activity and pieced together a professional profile that can be used to identify your compatibility for a job opening.

These AI-based bots are currently used to recruit entry-level employees which hire in a large scale. They are being used in sectors like banking and IT and it is possible that they might be also be used in mid-sized firms to cut recruitment costs. Industry insiders say that companies like Ola and Accenture have already started using these bots.


(The articles above have been curated from various sources but not been edited by ICube staff)

HR should already have embraced artificial intelligence

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Artificial intelligence in recruitment and performance management giving employees their key deliverables the day they join; measuring real-time performance through identified key performance indexes; and mapping employees’ development needs and creating succession plans for critical positions is now a workplace reality.


Chatbots helping candidates to pick the right jobs and enhancing their application experience, predicting employee trends using data analytics to help manage staffing, using instant sensing tools to gauge employee engagement, gamification of learning programmes with immediate feedback, using virtual reality for a virtual walk-through of critical company processes and even offices – these all sound like a set of a sci-fi movie, does it not?

Only the beginning

The only difference is that this is as real as it gets, and is just the tip of the iceberg of what is to come in the next five years for the HR profession.

Five years ago, anyone saying any of the above would have been labelled as futuristic or a dreamer. But welcome to the age of complete disruption, where the future has caught up with HR. Technology has completely disrupted the one function that has always struggled to show tangible results. These inventions are enabling the function to demonstrate how it can impact businesses and their bottom lines.

With Gen Y-ers becoming the dominant work group, digital environments are the base operating standard for all organisations now. Gone are the days when HR professionals need to be interpersonally savvy. Today, they need to be tech-savvy.

They are expected to leverage technology at every level of the employee life-cycle to ensure that the mundane and routine tasks are eliminated not just from the employee’s life, but also from the list of tasks of the HR person so that they can focus on value-adding activities.

The role of HR technology has become not just critical, but an integral part of the talent management function. Today, an HR professional is expected to be on top of this technological wave as CEOs demand more accountability from HR and rush to make their talent the differentiator in the marketplace.

Shifting from output to outcomes

The whole focus of HR has shifted from output to outcomes as talent challenges take centre stage. With the global economic uncertainty, most organisations are experimenting with lean management strategies so as to try and maximise their financial outcomes.

With the intense war for talent and the changing demographics, CEOs today are looking to get the best people to focus on business priorities. Today, CEOs look towards HR to lead people transformation projects and on how their people can be leveraged to their full potential.

This includes the HR function itself too, where CEOs want HR to start focusing on adding value to the business and not spend time in administrative activities, which are being replaced by technological solutions.

As compared to five years ago, the amount of technology solutions available in the HR space has more than doubled. Employee self-help solutions, online performance management, digital learning, employee succession planning, digitised engagement and reward tools for employees are just some of the present basic requirements. Exposure to and knowledge of technological tools is an added advantage for HR professionals.

Adapt or perish

Today the conversations that happen are mostly in the areas of artificial intelligence and how HR can leverage it in its critical processes, how robotics can be introduced into employee’s day-to-day life, and how people analytics can help HR to help the business leaders anticipate and deliver more value to clients by being able to manage people challenges proactively.

So if you thought you could stay away from the dynamic and ever-changing technological world as you work in HR, think again. It is inevitable that if you do not embrace this technology world you would very likely struggle in your career.

In this age of smartphones and mobile apps, broadband and laptops, social media and instant communication, access to timely people and business data is becoming critical to the success of the HR function. So there is really only one inevitability for all HR folks out there: Either adapt or perish! The future of HR is here and it is happening now!


(The articles above have been curated from various sources but not been edited by ICube staff)

Why HR can’t achieve equality without men

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A global HR head has called on other industry professionals to engage men in their workplace diversity initiatives, saying they won’t be successful without company-wide support.

“Engaging men is vital in driving equality forward and it is a topic that needs everyone involved in the conversation,” says Karina Govindji, group head of diversity and inclusion for Vodafone.


The communications giant is a vocal supporter of the HeForShe campaign which advocates for an inclusive approach to diversity which engages people of every gender and acknowledges the ways that everyone benefits from this equality.

“HeForShe has been a fantastic platform for Vodafone and we’ve really engaged our men internally to support gender equality,” says Govindji.

“We’ve also used that to engage our customers and our suppliers because we believe that we’ve got a responsibility through our supply chain and those that we work with to get this on the agenda.”

Govindji says one of the greatest challenges in engaging men in the push for diversity is that there are limited channels by which to communicate the message.

“My experience has been that there hasn’t been a platform to engage men but once you do engage them, they really want to be involved in the conversation,” she tells HRD.

“I think the challenge is not having the language or the platform to extend to them rather than them not being interested or not wanting to be engaged.”

For organisations that aren’t eager to get men involved in workplace diversity, Govindji has one important message.

“I would say any initiative to reach goals of a diverse and inclusive workforce need everyone involved in the conversation and the progress will be limited if not everyone is engaged in that conversation,” she says.

“I would be actively looking for ways to engage and have men champion this and my experience shows they are ready and waiting, they just need the hand extended.”


(The articles above have been curated from various sources but not been edited by ICube staff)

Help wanted, but only if you’re data savvy

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“Digital intelligence director.” “Senior analyst, predictive analytics.” These might sound like job titles at a market research firm, but they are actually recently created positions at major U.S. PR shops.

The new positions reflect the effort by firms to beef up capabilities in measurement and analytics. It’s the next step for PR agencies that had been focusing on building out their content creation chops with roles like creative director, copywriter, and planner, which were long much more common at creative agencies.


“We’ve now been seeing a lot more focus on data and analytics for our clients, and so we are bringing people on board who have that knowledge and memory muscle, if you will,” explains Edelman global COO Matthew Harrington.

That includes within Edelman Intelligence, the firm’s research arm. One job post on Edelman’s website is for a “digital intelligence director.” One key responsibility: design of client measurement frameworks. He or she will also oversee “analytic functions for projects and programs of all complexity levels, including those with high senior management visibility.”

The firm is also investing in other types of digital roles, such as UX designers. “We have a variety of digital roles around design experience capabilities. It has been an expanding universe for us,” says Harrington.

Ketchum, meanwhile, is seeing the rise of the specialist, due to the transformation of clients’ businesses. Michele Lanza, partner and head of global talent acquisition at the Omnicom Group agency, says it is looking for experts in “predictive analytics, creative planning, media buying, medical writing, influencer relations, crisis management, and client experience.”

This past summer, for instance, Ketchum hired a “senior analyst, predictive analytics.”

However, Lanza points out that Ketchum doesn’t just need hard skills. “The soft skills needed to be successful are also shifting,” she says. “The ability to be flexible, adaptable, curious, and comfortable taking risks is more critical than ever.”

As a result, Ketchum is seeking candidates not only from the PR industry, but from ad agencies, startups, newsrooms, consulting firms, and on the client side, including at nonprofits.

However, she notes that as employers, PR firms “ironically have a reputation issue.”

“Many of the candidates we want to attract and hire from outside the industry still see us as a PR shop,” says Lanza. “We have to continue to educate prospective candidates on how our business has evolved and the type of work we are doing for clients.”

Karen Bloom, principal at recruitment firm Bloom, Gross & Associates, says her staff is not seeing as many shiny new titles in the content creation space, but instead a shift by boutique and mid-sized firms “to use more traditional ad agency titles.”

For example, some firms are moving towards titles such as project manager, director, senior director, and executive director, instead of the more common assistant account executive, account executive, vice president, and so on, whether to reduce complexity for clients or suggest broader capabilities.

Peppercomm has added several director roles over the past 18 months, including directors of analytics, marketing services, technology, and customer experience.

“It is time to meet client demand for more integrated marketing and communications solutions,” says agency partner and president Ted Birkhahn. He adds that the firm decided years ago to follow the director route with its titles, but notes that PR agencies usually use the account-executive-to-VP model.

“But ‘director’ has actually worked quite well for us, because candidates [outside PR agencies] are more familiar with that naming convention,” says Birkhahn, adding that the new titles are helping his agency attract entrepreneurial candidates. “They like that they get to be involved in the actual creation and development of these new roles and these departments.”


(The articles above have been curated from various sources but not been edited by ICube staff)

HR professionals key to driving productivity in firms

The role of HR professionals in driving the growth of enterprises and the need for them to reorient strategies to make most of the opportunities while learning to tackle the challenges emerging with more millennials in the workforce was highlighted at a conclave in the city on Friday.


Noting that the HR community can create a positive impact on topline as well as bottomline of the company, V. Rajanna, chairman of CII Telangana and TCS vice-president, said success of any organisation depended on process, technology and people. Real customer satisfaction comes from employee satisfaction, he told the 13th annual edition of CII’s ‘The HR Conclave’.

The key challenge is to ensure that the employees were equipped with the changing skill mix and meet their aspirations, he told the conclave on the theme ‘When whY has the answers: The New Age HR Challenges and Insights’.

Underscoring the importance of necessary skills, chairman and managing director of Granules India C. Krishna Prasad said HR professionals need to train the workforce in doing the right things in a right way.

Senior V-P and business leader– India of Synchrony Financial Mir Faisal Uddin said the organisations have to create a strong purpose, interesting structures and systems at workplace to attract and retain the millennials.

CEO of Call Health Hari Thalapalli said the workspaces need to be more stress-free and need to have pressure management techniques. A press release said Special Chief Secretary, Telangana Department of Planning, B.P. Acharya presented the CII HR Rising Stars Awards, instituted to recognise young HR professionals who have adopted innovative methods to find solutions to the new-age HR challenges.


(The articles above have been curated from various sources but not been edited by ICube staff)

Revolutionising the hiring market

Technology has changed the face of every aspect of today’s life. Improvisations and optimisation of business, connectivity, travel and many daily amenities have made life easy. With the increasing mantle of technology, Worknrby — an online portal for employers and employees help people in finding the jobs.


It can be said that, this platform has become the guide to hunt and shortlist relevant jobs for specific candidates on the basis of the expertise levels. Recruitment and technology go hand in hand but also there is a bit of cynical aftermath of it in the hiring sector, and on the other hand, it has revolutionised the jobs hiring market.

Technology offers employers a job pool out of which they funnel the best. Hiring and industry trends both reach the intended candidates rather than going the old route of ad placements and consultants. The employers reported over 30 per cent increase in the referral candidate counts via social media recruiting techniques. Industry recruiters have always preferred the candidates referred by existing employees and social media helps engage into referral recruitment easily.

Video interviewing over social media channels has also been a part of a long-distance recruitment online trend. Laurie Zaucha, VP HR and Organisational Development, Paychex says that “he application process should be simple and focused, with the ability for candidates to save their information and apply from a variety of devices.”

You no longer have to wait and see for the eligible candidates, as the moment skills of any job matches with the candidate skills, the vacancy automatically gets notified to them. Though there are many perks of using social media as the right platform but it also highlights not to get carried away by such profiles. Job portals have shown a maximum impact of technology on employment.

Worknrby has spread its roots in the recruitment industry by serving the crowd with deep job search focusing the local areas for employment. Recruiters and hiring managers find it as the best tool to receive a significant count of applications and scan the best talent out of them.

Worknrby, assists with the concept of automatic generation of micro CV. This feature supports the feeding of information by the candidate in order to maintain a profile, and then it automatically combines this data to generate a micro CV. The advent of technology has improvised the application process to an extent that as soon as an applicant updates anything on his job portal account, a relevant recruiter is immediately notified. Professional websites like LinkedIn are powerful online tools used by recruiters.

As suggested by Careerrealism, a job portal states that 98 per cent of the job seekers will not apply for a job opening for the recruiter who does not have a LinkedIn page. The top recruiters of the industry opt to build a job opening on a mobile portal. Apps offer a high-tech applicant tracking system to both recruiters and job seekers. Not only are the recruiters opting for mobile- recruitment apps but the online portals are being developed keeping the aspect of mobile user experience in mind. Influencing the employment industry, technology has impersonated a tremendous transition as the avenues to seek new jobs have increased.

The future of job projections revealed by the US Bureau of Labour of Statistics shows that the emergence of jobs over the next decade is going to curate the best content via social media programmes. With the integration of online talent management system including- job descriptions, applicant tracking, verification, it smoothens and innovates the hiring process. This has proved its presence in the recruitment industry by bridging the gap between job aspirant and recruiters, especially in the local industry level.

With its technology of skill-set match mechanism and micro CV generation, it has become the present and the future in the recruitment sector yielding high-quality results.


(The articles above have been curated from various sources but not been edited by ICube staff)

How recruiters can kick-start their 2018 planning

Year end is closing in and for many HR Departments it’s time (or past time) to craft a recruitment plan for 2018. Don’t usually make one? It’s a good year to start.

Before the bustle of open enrollment, take time to outline what your structure will be for next year’s hiring needs, how you can capitalize on what worked in the past and which strategies to ditch in the future.


“You can’t always plan for the future,” Abby Baumann, senior marketing coordinator at EPAY Systems, a leading SaaS provider of integrated human capital management software, said. “While many companies develop an annual plan, our clients often hire as needed. You can’t always plan for the ebb and flow of an hourly workforce.”

However, she adds that a hiring plan should always take budget and business goals into consideration.

Whether you’re developing a formal plan or not, it’s a good time to review and hone your processes. For small and large companies, budgeting and forecasting has likely already begun. They may be planning head count, but you can enhance that with strategy. Some things to consider:

Anticipate attrition

Pat Russo, principal and LaborWise leader at Deloitte Consulting LLP, recommends that companies should develop an annual plan, including a process to continually refine the plan.

Employers should know:

How many new positions will be created;
How many positions are expected to be removed in the organization; and
The potential locations of roles.
There should also be a view of how many roles will need to be filled based on historical trends of attrition.

“We recommend that our clients engage in a workforce planning program that projects near-term (<12 months), mid-term (1-2 years) and long-term (3-5 year) skill and position requirements,” Russo said.

What to considering when sourcing

Current and compliant review

Are your job descriptions, applications and other written materials current and accurate? Particularly for those openings that you can anticipate, take the time to work with the hiring manager to get them ready for posting.

Are you listing any non-compliant information? If you’re in one of several states, questions about salary history may be banned. For other locations, predictive scheduling laws may be taking effect. Local jurisdictions may have even more new legislation that will affect the way companies hire. A compliance review may save a lot of headaches in the coming year.

Data analysis

End of the year is the best time to analyze what worked and what did not. Are you attracting the right talent? What sources netted you the best results and which were a waste of time and effort? It’s time to dig through big data for answers. Analyze your best hires from the past year. Where did you find them? Just because a source provided hundreds of resumes/applications doesn’t mean a single one was useful.

Hone down your recruitment sources to ones that return on your investment of time and energy and ditch the rest.

“In order to determine what worked or didn’t work in the past year, it’s important to have workforce management software with comprehensive analytics features,” Bauman said. “You can use that insight to help make hiring decisions for 2018.”

(The articles above have been curated from various sources but not been edited by ICube staff)


To bring in more millennial members and recruit the Gen-Z young people who are following them into the workforce, you’ll need to evolve your communications strategy and test new platforms. And, yes, that means you better be good at social media.


When it comes to recruiting the next generation of members—whether you’re continuing what’s probably a well-established effort to bring millennials into the fold or you’re looking ahead to future prospects in Generation Z—many associations are investing in high-impact digital acquisition campaigns where they can follow the ROI.

What exactly does that look like? That varies, of course, but there’s probably a lot of social media in the mix. It might mean testing out a promoted post on Instagram or trying a new marketing technique, like Facebook’s lookalike campaigns.

In the September/October issue of Associations Now, Kerri McGovern, director of membership at the American Society of Interior Designers, sheds some light on how ASID targets new members through social platforms. Her Instagram campaign recently wrapped up, and so far ASID’s “belong page,” where new members can sign up, has seen about a 10 percent increase in referral traffic.

“Instagram was a success for us because it drove a lot of impressions,” McGovern says. “But on the flip side, our promoted LinkedIn campaign helped get us more qualified leads. . . . LinkedIn brought us leads, whereas Instagram really drove awareness.”

ASID is just one example of an association rebuilding its communications strategy for next-generation members—young professionals who McGovern says are hiding in plain sight.

According to this year’s Association Communications Benchmarking Report [PDF] from Associations Adviser and Naylor Association Solutions, membership teams have a pretty big challenge on their hands. They not only have to cut through the clutter of an inbox, but they also have to communicate member benefits quickly and effectively.

On Instagram, that means using compelling visuals that stop a user from scrolling on by, McGovern says. It also means crafting a quick and compelling message, like: “You’re talented. Get noticed.” and “You belong here.”

ASID is continuing to learn as it goes with Instagram. One of the biggest challenges so far is the time it takes to analyze metrics from an Instagram promoted post and connect them to hard data on members who joined.

“That’s a harder number to get at because you can’t see the person who’s coming from Instagram to your page and then joins,” McGovern says.

Even without this knowledge, she says, ASID deemed the testing successful simply because it raised the organization’s visibility. That’s something many associations seem to struggle with.

More than half of respondents in the benchmarking study said it’s challenging to engage young professionals and custom membership segments. At the same time, few were trying out nontraditional communication platforms to reach these prospects. Only 19 percent said Instagram was perceived as very or extremely valuable (although this was a 9 percent increase from 2016), and only 6 percent said the same about Snapchat (a 4 percent increase).

If you’re new to social media marketing, McGovern suggests dipping your toes into the water carefully. ASID will spend about 15 percent of its recruitment budget on social media marketing this year and will increase it by about 5 to 10 percent next year. To spend effectively, she suggests talking to a group of young professionals or members for input on their social behaviors and habits.

“Last week, I met with a group of emerging professionals, and it was fascinating to hear from them to learn what’s working and what falls flat,” McGovern says. “One woman said she doesn’t use LinkedIn, she uses Facebook for specific reasons, and she only has a personal Twitter.”

If McGovern has one key bit of advice to offer, it’s that you stay focused on what members want—and not just what you think they want.

“Remember that the people that are running the association and creating the content often are not the same people who are consuming the association knowledge,” she says. “Associations that are going to be successful are the ones listening.”


(The articles above have been curated from various sources but not been edited by ICube staff)

DEAR HR: Building An Effective Digital Process Just Got Easier

We are living in the age where major part of our tasks and processes are digitized now. The entire world is moving fast towards digitization. People want the information in the digital format. Therefore companies have also started recognizing the importance of adding digitization to their marketing procedures.

With the evolution of technology and social trends, it is essential for HR brands to alter their strategies to adapt to digital environments and platforms. Although, it is difficult to predict the future, HR (Human Resource) professionals must be abreast of the trends to keep a tab on their ever-evolving trend-savvy consumers.


Marketing departments of majority of companies are hiring the digital marketing professionals to make their business to reach the pinnacle of success in the age of digitization.

HR companies will need to start making use of digital advances such as analytics, mobility, EMAIL automation as well as improving their use of traditional technologies, to change customer relationships, internal processes, HR processes and value propositions.

Digital marketing is now taking place of the older marketing forms and therefore slowly and gradually it is being noticed that traditional marketing forms are getting disappeared.

Every business strives to grow faster by moving on the terms of technology.

With the Building of an Effective digital arm of an organisation from the Ground Up series, I hope to provide an overview of the major stages and processes involved in evolving an existing business into a successful digital brand.

1 – Established HR businesses who presently operate in a purely offline capacity but are looking to fully go digital…

2 – HR FIRMS who already operate online but who are not experiencing the results they would hope for and are willing to make some changes.

Having established my aims with the above, it’s time to get started:

Laying a proper plan to implement digital trends in your business will prove to be quite helpful. Here’s how the digital processes work:

There is a lot to digital marketing than just adding online channels as digital presence has proved to be advantageous for businesses, in the current scenario.

For HR firms preparing strongly for the digital future, it means developing digital capabilities in which the company’s activities, people, culture, and structure are aligned toward a set of organizational goals.

In Order to achieve this, HR Executives will need to digitally transform three key areas of their enterprises: customer experience, operational processes and business models in order to thrive in this competitive space.

Hitting the ground running
As an HR firm before jumping headfirst into digital creation it is essential to thoroughly consider the reasons why you’re building an online presence and what you intend to gain from it. Also, it is important to fully establish a digital mindset within the environment.

Specific goals and aims must be established before anything else is done to ensure that all aspects of your website and online marketing are tailored to best serve the business and achieve your stipulated goals.

Adoption and communication plan

Throughout the whole digital transformation process, the HR department or business must accompany and clearly inform their employees and partners about the importance of using the digital tools selected. The ideal is to lead by example: if managers begin to use them, it will be easier for the rest of the employees to gradually start to use them too.

“Human resources stand to benefit greatly from digitization trends”.

Establish Budgets, ROI + KPIs

The next is to take a step further to get digital specialists in-house. The recruitment and development of a full-fledged digital Department within your organisation and the subsequent digital marketing processes will require capital. How much capital is dependent upon a vast number of variables; not to mention your available budget. At this stage the services of a digital marketing agency are likely to be incredibly useful. These Digital marketing specialists are able to outline the website functionality you’ll require to achieve your goals, the cost of website design, development and maintenance and the cost of SEO and other digital services to ensure success.

By consulting closely with a digital transformation agency (Businessplus Services) – or indeed utilising your own experience you will be able to establish two vital acronyms: ROI and KPIs.

The Return On Investment is essential – if you can’t foresee an ROI which offers definite benefit to your company then it may be necessary to re-think your aims.

Any digital company worth their salt should be able to assist you in formulating and ultimately facilitate YOUR digital goals spanning from website development through to 12 months from kick-off period.

Learn From Your Company’s Early Digital Adopters
After the establishment of your DIGITAL TEAM, they likely have valuable experience and best practices to share with other department to help your organisational culture grow digitally.

Your Digital department can play a role in developing the overall digital enterprise strategy, organization, and culture if properly built and given necessary support to implement effective strategies to help your HR organisation OR HR Department.


(The articles above have been curated from various sources but not been edited by ICube staff)