Top Benefits of HR Management Software

Many small and medium-sized companies hesitate to invest in HR management software as they think it is unessential and too expensive. However, the right HR software can prove to be of great benefit to businesses if they select it carefully for their specific needs. To start, let’s begin with the answer to the basic question: what is HR management software? Your company’s employees are your most important asset. HR software enables you to effortlessly manage your people and keep them focused and happy. The HR software market size is predicted to exceed $10 billion by the year 2022. If you are still on the fence, these benefits of HR software are sure to convince you:

It Saves Precious Time

HR software can automate time-consuming processes which will allow you to focus on more productive work. If your company has a sizeable number of employees, you will find it difficult to manage their information on paper. It will be a nightmare to find basic details about how many holidays are available for a particular employee. Even if you use a spreadsheet, it will still take a lot of time to set it up and maintain it. HR software allows you to automate basic process like employee self-services, training, absence, and holiday allowance as well as to streamline workflows to improve work management and productivity. In these ways, the platform can save you a lot of time which translates into money for most businesses.

All Information is Readily Available

HR software makes it easy to access all essential information anytime. It will be available on your laptop when you attend a meeting and face queries from your employees. This simplifies decision-making as all data is immediately available and you do not have to worry about inadequate or out-of-date info.

The software’s analytics tools can help you to spot trends and resolve issues. For instance, if there is a specific role that has a high turnover you can delve into the reasons and find a solution. The system makes it a breeze to collect this information and access it. It would be impossible to use a paper-based process to get similar insights quickly.

Develop Your Employees

You don’t have to recruit new employees to grow your business. It is more affordable to properly train your existing staff members and HR software can help you with this. This platform facilitates employee development from training courses to performance appraisal. For example, regular appraisals can boost employee morale and give them an incentive to maintain high standards of work. The software stores data on the issues you discussed, the feedback given, and the goals and objectives you decided together. Your employees can also access this information anytime which will enhance their engagement with their work and the company. With this data, you can plan your staff members’ career development and give them short-term and long-term goals to achieve.

Manage Your Documents Securely

HR software maintains all information in a single secure centralized location and ensures it is accessible anytime, from anywhere. Thus, it is a boon for companies that have mobile employees and multiple office locations.

If you use a filing cabinet, you cannot be sure how secure it is as anyone can access it.

HR software is more secure as you can control who accesses what information. Plus, cloud-based solutions ensure your data is protected and available even when there are physical catastrophes or emergencies like a fire. You only need an internet-ready mobile device or computer to access the data. A quality cloud-based HR software solution like Zoho People can be quite useful to your company. There are also other good choices in the market so you can always find a Zoho People alternative any time.

HR software also offers complete document management capabilities. You can learn which employee reads what material when. Plus, you can improve productivity by minimizing paperwork. In addition, you get an accessible location to archive training manuals, staff handbooks, policies, and old documents. The platform allows you to go green and run a paper-free company as you don’t need to print out all documents.

Track Leave Requests

It is essential for businesses to properly manage leaves and absence. It can be disastrous if your company faces a deluge of leave requests. HR software helps you to avoid this as you can plan staff holidays more carefully and track the information behind absence.

HR software is more than just a calendar as it enables you to manage holiday requests, monitor remaining leaves, and calculate pro-rata payments. In addition, you can automate the time-consuming process of holiday booking. Your employees can request leaves any time and you can accommodate their requests easily and quickly without worrying about messy email trails.

Conclusion

As there are scores of quality HR software solutions out there, how do you select the right one for your requirements? You can consult a reliable business directory software site to read in-depth reviews and articles on leading HR software platforms. Plus, you can track the latest HR software trends and select a system that incorporates these features. Feel free to share your feedback on this article in the space below.

http://www.tgdaily.com/web/audience/top-benefits-of-hr-management-software

5 Innovative Ways to Improve Human Resources through Artificial Intelligence

The evolution of information technologies brought significant changes in the way human resources are being managed. Artificial intelligence (AI) is changing how companies develop HR plans and manage their workforce.

Why all this effort? What does AI have to do with more effective HR management? As it turns out, technology can boost the overall engagement and productivity of employees. Organizations with employee engagement programs reach 26% more year-over-year increase in revenue. Is that a good enough reason to accept artificial intelligence as a solution that can push your company forward?

Let’s go through 5 innovative ways to revolutionize human resource management through artificial intelligence.

1. Rely on Talent Acquisition Software

Technology can take loads of the monotonous work off a HR manager’s shoulders. Talent acquisition software makes their work less stressful, but more effective at the same time. It eliminates the majority of candidates from the recruiting process, leaving you with a small percentage you can quickly evaluate.

The recruiter gains immense benefits from talent acquisition software. They get more time to analyze and evaluate relevant candidates. As a result, they improve their overall hiring decisions. The companies gain benefits, too. Avoiding poor hiring decisions saves them a lot of money.

2. AI for Performance Analysis

Recruiters are constantly striving to hire engaged and productive employees. Those qualities are not easy to find, but they are even more difficult to maintain. That’s why it’s essential for HR managers to monitor the behavior and growth of the company’s employees.

Through AI tools, the organization can set specific objectives and monitor how all units work towards them. With this approach, HR managers can easily detect team members who are lagging behind, as well as the productive ones. With those findings, they can implement proper measures to motivate and educate the employees further.

3. Use Technology to Help New Workers Adapt

Once a HR manager hires new people in the team, they have to help them adapt to the new working environment. Even the most talented workers can have problems with the adaptation process. Artificial intelligence can help.

Think about it: it’s impossible for you to dedicate a lot of time to every single new employee you accept in the team. A well-planned onboarding program based on proper technology can make the process of adaptation smoother.

Onboarding is no longer about face-to-face orientation. It’s about connecting the new employees into the organization’s online environment, where all supervisors, workers, and managers are connected.

4. Rely on Technology to Help Them Grow

A good employee never stops learning. It’s important for HR departments to organize learning sessions for the team, so everyone will keep improving and expanding their professional skills. Technology supports the process of successful planning, organizing, and coordinating training programs.

There are tons of online courses to explore. However, your organization can also develop a specialized online course that will fit the specific preferences and needs of its employees.

5. AI Can Help with Retention Rates, Too
Retaining employees is a huge problem for hiring managers. Mark Murphy, the author of Hire for Attitude, found that 46% of new hires failed within 18 months. Thanks to AI, you can analyze and predict the needs of new employees, so you can work towards better retention.

You can use software to analyze the performance and reveal the individual strengths of the workers. Thanks to the information they get from such a tool, HR managers can be proactive and solve problems before they even occur.
Technology Is Everywhere

No organization can remain immune to technological progress. It’s in every aspect of the work. The hiring and retention processes, in particular, can become much more effective when technology is being used the right way. HR executives can rely on AI to make better hiring decisions, monitor the employees, and push them towards better results.

https://insidebigdata.com/2017/11/15/5-innovative-ways-improve-human-resources-artificial-intelligence/

15 years of digitization significantly shifted job requirements

Dive Brief:

  • U.S. jobs in nearly every category require some degree of digitalization, according to a study from The Brookings Institution. The number of jobs requiring significant digital skills grew rapidly between 2002 and 2016, due mostly to digital-content changes within occupations.
  • In 2002, 56% of jobs required low-level digital skills, 40% required mid-level digital skills and 5% required high-level skills. By 2016, the number of jobs requiring low-level digital skills fell to 30%, the number of jobs requiring mid-level skills rose to 48% and positions requiring high-level skills rose to 23%.
  • Digital skills often command higher pay and offer some job security against automation, researchers at Brookings said. But disparities in wages and job growth exist regionally and may be biased on the basis of race, gender or other factors.

Dive Insight:

Digitalization has made life at home and at work easier in countless ways, but the disparities in pay, job categories, regions, gender and race create recruiting and hiring challenges for HR. A recent study by staffing firm Robert Half found that 77% of technology leaders found it difficult to find talent with up-to-date digital skills.

The jobs requiring low-level digital skills fell significantly in number between 2000 and 2016. These jobs might already be marked for automation, a sign that most jobs of the future will require high-level tech skills. The shift has been particularly hard for older workers, who may be discouraged from job applications that specify the applicant be a “digital native.”

In order to stay competitive, savvy employers have already begun the process of investing in worker upskilling wherever it is financially feasible. Vendors, from large to small, have caught on with the trend, launching comprehensive digital tools and integrations to improve employee training programs.

Even the federal government seems to be onboard, with U.S. Secretary of Labor Alex Acosta repeatedly pledging his commitment to creating and re-evaluating apprenticeship programs. It’s going to take a lot for employers to overcome the displacement of entire skill sets, but employers need to prepare now.

https://www.hrdive.com/news/15-years-of-digitization-significantly-shifted-job-requirements/511184/

Opinion: India is sitting on the cusp of a people-centric digital revolution

The announcement last year by Prime Minister Narendra Modi to discontinue Rs 500 and Rs 1000 currency notes will go down in history as a harbinger of a digital revolution in India.

With over one billion mobile phone users and having the second-largest online population in the world (after China), India already has the groundwork for an explosive growth in mobile internet, digital payments, cloud computing and the internet of things.

McKinsey estimates these technologies to deliver an annual economic impact of USD 500 billion to USD 1 trillion per year by 2025 in India.

That would represent 20 to 30 percent of India’s incremental economic growth between 2012 and 2025.

However, as most digital transformation across industries and countries continues to unfold, the people dimension of these transformations has emerged as the key.

Leadership development and external talent acquisition may require entirely different and innovative approaches in the new digital environments.

Take the case of digital payments sector in India. It is estimated to grow to USD 500 billion by 2020, up from roughly USD 50 billion last year.

Driving this growth would rest on budding talents, technologists, the academia and fin-tech experts.

Premier academic institutions such as the IITs and the NITs, besides the Indian Institute of Science, Bangalore can practically make a big contribution in this respect, starting specialized branches in keeping with the industry requirements.

The next level of growth would come from future technologies which graduates from these institutes can churn out, new concepts and scalable ideas which would deliver additional value to consumers.

In this game, whoever does the best job of getting best recall, delivering best user experience, will win the race.

A lot of movement is already visible in the fintech space as wallet majors are tying up with banks and NBFCs to offer a host of financial product and services including loans and insurance.

Innovation in delivery of services born out of this alliance would rest on developing cutting edge technologies.

Expansion in the offline world would also to a great extend depend on ease of doing transactions as well as the ease of doing payments on online sites for rail or air ticket.

All of this calls for creation of a pool of talent who can help realise these objectives.

Already, the value of digital transactions post demonetization has jumped 80 per cent and the amount is expected to touch Rs 1800 crore backed by Government’s extra push to realize the mission of a cashless economy.

New age payment gateways with robust security features can only support such large volumes of transactions.

This can be delivered by a rich pool of talent. The platforms have to be upgraded security features and safety features to thwart cyber crime etc.

RBI’s recent guidelines on inter-operability between digital wallets bring with them a host of opportunities for innovations in the payment space and the coming times would stand testimony to this.

Helping the rural populace, with limited access to internet and broadband connectivity, derive the benefits of digital payment is a challenge that talent in hand can help address.

The challenge is to help farmers get access to more buyers, enabling them to run a more profitable business and paving the way to a cashless agricultural sector.

A cashless India is a dream of the Indian Government and this can be met by an employee pool which can drive innovation.

http://www.moneycontrol.com/news/business/startup/opinion-india-is-sitting-on-the-cusp-of-a-people-centric-digital-revolution-2439465.html

Promoting HR cannot be done overnight: SL

Promoting and protecting human rights is a work in progress and it is not something that can be done overnight despite the most sincere of commitments, Sri Lanka told the third cycle of the Universal Periodic Review (UPR) session of the country in Geneva yesterday.

In the opening statement, the Head of the Sri Lankan Delegation, National Policies and Economic Affairs Deputy Minister Dr. Harsha de Silva said the UPR, to us, is a process that recognizes this fact.

“The UPR is a process that is aimed at helping each other self-assess, share best practice, and support one another to take steps to more effectively address the concerns of individuals in our respective countries. There are many, both in Sri Lanka and overseas, who question the commitment of the National Unity Government to addressing concerns of human rights. Of course it is natural to be impatient; it is natural to question; and it is natural to feel a sense of frustration. We all know very well that some who criticize do so with the best intentions as they want Sri Lanka to do well,” he said.

He said there is no nation that does not have challenges, and no nation is perfect.

In a democracy, however, he said, it was not easy to always make changes at great speed, or navigate change in a rapid manner, or along a straight and preconceived path.

Dr. De Silva said significant progress has been made in Sri Lanka since the last UPR in 2012 and the National Unity Government has facilitated policy coherence and stability that enabled decision-making required to make the Government’s pledge to its people a reality.

He said the Government is committed to a process of truth-seeking, justice, reparation and guarantees of non-recurrence and that the reconciliation mechanisms that are being set up are for the entire people of Sri Lanka.

“Investigations into allegations pertaining to human rights and humanitarian law violations during the conflict are unfortunately misperceived by some in my country, as specifically targeting the security forces, which is completely erroneous. As the President recently stressed, security forces will not be unfairly targeted or punished. But, we are committed to investigations being carried out in respect of violations of the law, through judicial processes, respecting due process,” he said.

Meanwhile, he said the Constitution Reform process is prioritised as a measure for guaranteeing non-recurrence of conflict.

In response to the several advance questions that have been submitted in relation to implementation of the commitments in the UN Resolutions in Sri Lanka, the Deputy Minister reaffirmed the government’s firm commitment to ensuring their implementation.

He said Sri Lanka has accomplished much but the government does not consider it a reason to be complacent.

“We remain acutely aware and conscious that there is much more to be done, to ensure that all our citizens enjoy the rights due to them to their full extent. Our efforts to ensure harmonious relations between the different ethno-religious communities, and our commitment to constitutional reform, are often attacked by opponents as attempts to create divisions. Yet, we persevere with strong determination,” he said.

As a democratic country, he said Sri Lanka welcomed robust criticism and debate about its journey towards the full enjoyment of human rights, and sustainable peace and reconciliation.

Later yesterday, in a facebook post, the Deputy Minister said global response to Sri Lanka’s progress in human rights achievements was extremely positive and constructive.

“It was a great pleasure for our delegation to hear State after State commend the progress made by our National Unity Government after I made my opening remarks. Ninety countries made short interventions. They appreciated our commitment and understood the difficulties in implementing our commitments; and encouraged us to do more particularly on reconciliation and accountability,” he said. (Lahiru Pothmulla)

http://www.dailymirror.lk/article/Promoting-HR-cannot-be-done-overnight-SL-140498.html

Why Artificial intelligence is vital for winning the war for talent

It’s a challenge that every large company across the globe is facing. As they transform into digital entities, tasks are getting automated with artificial intelligence (AI) taking away repetitive jobs. While, for the individual it finally boils down to how many of their individual tasks are automated, at the corporate level it is a question of human capital management (HCM) that is becoming critical.
HCM is becoming all the more important as while companies reduce the workforce with jobs getting automated, on the other hand, they are not getting key talent for specialized jobs. The War for Talent that global consultancy McKinsey had identified nearly two decades ago is now a reality. Shakun Khanna, Leader of HR Strategy & Transformation, Asia Pacific, at Oracle Corporation explains: “There is a need for building new skills and up-skilling for all kinds of people as existing skills become redundant.”
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Organizations today are fighting two types of battles. The first relates to attracting and recruiting people, while the other is within the organization for retaining and engaging existing employees. At stake are ‘open positions’ that can give careers to professionals and thousands of candidates who can work towards fulfilling an organization’s needs.
But, not everything is negative. According to Gartner 2017, AI is expected to eliminate 1.8 million jobs globally. However, starting 2020, AI will be a positive job creator creating 2.3M jobs. Says James Agarwal, managing director of executive search company BTI Consultants/Persolkelly: Technology enhances our abilities to deliver more and better if used properly and its role is vital for winning the war for ‘quality’ talent.”
To build on an internal pipeline of talent, corporations are redeploying people and do everything to retain the best talent. Many organisations have started thinking seriously on those lines. Khanna points out that within Airtel there is a team that is working only on trying to define how the organisation will be two years from now. That involves getting the right kind of people on board. Vishal Manchanda, National Head – Learning & Development at Indus Towers says Oracle is helping Indus build a strong internal network so that they can help the company set a new paradigm for a networked economy.
Khanna points out that according to a study done by Cognizant Technologies, 12 per cent of the jobs will get redundant, 75 per cent will get augmented (some of the tasks will be done by machines) and that 13% of the jobs will get created. These will be new-age jobs that people do not even know of now in the areas of data analytics and machine learning. The real action is augmented jobs, where machines would over time take over the mundane part of the tasks that people do.
Augmentation comes in three areas – predictive, pro-active and prescriptive. The predictive bit is quite like Google Maps telling you how long it will take to reach your destination by what it considers is the best route to follow. However, an individual can always overrule that and take another route. Pro-active is reminding you to leave for a meeting in advance so that traffic is manageable while prescriptive is something that provides you a solution to a current problem at the workplace.
How is an organisation building an employer brand? Oracle’ Khanna says to find the right kind of people, companies are now looking at the personal social network of an individual and not just their LinkedIn profile. The other is to proactively engage with the talent pool that you may need to tap in at a later stage. The last bit is the ability to understand how the business model of the company is changing and ensuring that HR too understands that quickly. That is imperative as then only will to look in terms of hiring such new talent proactively. But, as things stand, not many Indian companies are prepared for this new reality and could face problems.

http://www.businesstoday.in/technology/news/artificial-intelligence-jobs-ai-talent-workforce-job-loss-automation/story/263955.html

An Indian recruitment startup is using artificial intelligence to become a “Google for people”

Belong, a Bengaluru-based startup, is creating a “Google for people,” as co-founder Rishabh Kaul describes it.

The three-year-old recruitment firm is part of a new crop of companies using technology to simplify hiring processes, from sorting resumés to scheduling interviews. Belong, however, goes well beyond all that.

It scours the internet to unearth publicly available information on any and all possible candidates, including scanning their Twitter accounts, Facebook pages, LinkedIn profiles, and more. “Earlier, a resume was just like a balance sheet—what you declare about yourself at a given point of time,” explained Kaul. “Now, you have a rich stream of constant data.”

After gathering copious amounts of information, the platform ranks potential hires according to their suitability for a role at a particular company—much like how Google tailors search results for each user’s query.

Belong stands out also because it seems to have cracked the code by selling its product to an impressive clientele. This list spans e-commerce behemoths Amazon and Flipkart, telecom provider Airtel, ride-hailing services Ola and Uber, and online grocer BigBasket, among others.

Talent Hunt

Founded by Kaul, Vijay Sharma, Saiteja Veera, and Sudheendra Chilappagari, Belong’s basic proposition is simple: using artificial intelligence (AI) and machine learning to curate data from social media activity, and from niche platforms such as GitHub, ResearchGate, and Muckrack. “The technology acts like a magnet, finding different pieces of data on every white-collar person,” said Kaul.

The system scans all profiles with uniform precision to match every candidate to a company’s search requirements and previous hiring patterns. Where there is no precedent—say, if the company is setting up a centre for a new technology like the Internet of Things (IoT), or is expanding into an unexplored geographical region—Belong works with the employer to manually feed in ideal candidate profiles.

As companies approve and reject suggestions, the machine learning algorithm learns from the choices and fine-tunes the results further. However, Belong’s system does not eliminate candidates, it only re-orders them. So, while the grunt work is done by technology, the decision-making still lies with the human resources (HR) managers. “We want to make them (the managers) into Ironmen and Ironwomen, so we are being the Jarvis,” said Kaul.

The main cash cow for Belong, which has raised $15 million so far, is annual contracts. Kaul did not reveal how much it charges but said, “typically we need (companies) to hire at least 30 to 40 lateral people in a year for it to make return-on-investment sense.”

Between June 2015 and March 2016, Belong posted revenue of Rs83.2 lakh ($127,000), according to regulatory filings sourced by data platform Tofler. Overall, the company recorded a net loss of Rs6.41 crore ($979,000) during the same period.
Bigger and better

This technology-led process casts a wider net for talent and covers more volume in lesser time than humans can. Besides, it targets not just active jobseekers but even passive talent—those who haven’t even thought of quitting their jobs yet. And connecting with them is merely a matter of clicking a button.

“Can a recruiter write a great email to a candidate to excite them? Yes,” said Kaul. “Can they do it for 500 people or send 3,000 emails? I don’t think so.” AI, though, can tailor messages for a multitude of applicants, saving recruiters between 15 hours and 20 hours of work each week while keeping things personal, Belong claims. The platform also tracks the right time to approach someone based on factors like appraisal cycles at their current company and how often they change jobs.

“We have made offers for highly complex roles in about 10-14 days on the platform,” Abhinav Asthana, CEO and co-founder of tech company Postman, which has recruited via Belong for over a year, told YourStory. At health-tech firm Practo, Belong improved the offer acceptance rate by 65% while Tavant Technologies reported a 55% hike in candidate responses.

As AI becomes smarter, it could even conduct first-round interviews virtually, ensuring “better utilisation of a recruiter’s time and resources,” N Shivakumar, business head of recruitment process outsourcing at Teamlease Services, told Quartz. Overall, it’d help shorten hiring timelines.

Automation also helps curb biases, Kris Lakshmikanth, founder of HeadHunters India, told Quartz. Belong removes political affiliations, religious views, sexual orientation, and other extraneous factors. (The company includes gender so recruiters can exclusively search for women to up diversity. No company can search for only men, though.)

While the algorithm struggles at times—if a person’s Twitter name differs from the real name or if multiple social media pages appear for someone—Belong’s intelligent filtering mostly improves efficiency and saves time. It, however, falls short with personable traits.

Cookie-cutter categories like college degree and technical skills are easy to track but AI is no match for experienced human managers with seasoned instincts when judging if a candidate will fit into the office culture or if they are a team player, HeadHunters’ Lakshmikanth added.

Still, Belong has made attempts to quantify ambiguous descriptors. “(To) make the word entrepreneurial into something mathematical that you can search for…the platform looks for people who’ve scaled something small into something big or people who’ve been with a company since founding,” Kaul explained.

Similarly, someone may be classified an early adopter based on when they joined Twitter. “In 2007, being on Twitter was a big deal. No one knew about it,” said Kaul, “This person would have been on the lookout (for new technologies) rather than someone who joined in 2013, by which time even Amitabh Bachchan had joined.”

And just like human HR managers get better over time, Belong is betting that the machines will too.

https://qz.com/1122249/belong-an-indian-recruitment-startup-is-using-artificial-intelligence-to-become-a-google-for-people/

Salary increases for 2018

Hong Kong workers will receive one of the lowest salary increases in Asia next year according to ECA International’s salary trends survey. Employees can expect an increase of 4% for the third consecutive year in 2018. With inflation predicted for the territory at 2.2% next year, that translates to a mere 1.8% real-terms salary increase down from 2% in 2017.

According to the survey covering 20 countries in the region, Hong Kong ranked 16th, Malaysia 14th and Singapore 9th with a real salary increase of 2.7%. India received the highest real wage increase in Asia for the second year in a row with a real rate of increase of 4.9%. ECA’s salary trends report analyses current and projected salary increases for local employees based on information collection from 260 multinational companies in 72 countries across the world.

“Although the real salary increases we expect to see next year are low compared to the rest of the region, on a global scale, salaries in Hong Kong are still rising relatively fast,” said Lee Quane, regional director of Asia at ECA International in a press statement. “In addition, the increases are also respectable compared with other developed economies. This reflects the need for companies to continue to use pay increases as a means of attracting and retaining staff in the city.”

China remains in the top 10 countries globally offering the highest real-terms salary increase in 2018 at 6%. Workers in Macau can expect similar increases to that of Hong Kong and lower inflation in Taiwan means their salaries will grow by 2.6% in real terms.

Despite Hong Kong offering one of the lowest salary increases in Asia the region overall offers the best increases globally. In fact countries in Asia hold eight of the top 10 spots in the global rankings of real salary increases with all locations expecting to receive above-inflation salary increases.

The global top spot for real salary increases is taken by Argentina, which is forecast to receive an impressive 7.2% real salary increase in 2018. Salary increases remained low in Europe. Germany can expect real wage growth of 1.2%, France 0,9% and the UK the lowest in the region can expect a 0.2% real wage increase. Uplifts for the USA and Canada are set to remain steady, at 0.9% and 1.1% respectively.

http://www.humanresourcesonline.net/salary-increases-for-2018/

Why HR directors should think like economists

What would an economist do? It’s a question that more and more organisations are asking themselves.

Economists are good at making sense of markets, trends and behaviours and tend to be experts in collecting data and analysing it. They also develop forecasts on a large variety of topics such as business cycles and employment levels.

Tech companies are increasingly hiring economists and economic teams to advise on strategy, build or improve on products, evaluate economic impacts and build brand awareness.

So why should HR directors start thinking like economists?

To use data to help employers and job seekers find each other
“We’ve quickly gone from a world where there was so little data or information on what’s going on in HR to a deluge of data today,” said Tara Sinclair, an economist with global job site Indeed.

“What we need now is to develop insights from all this information.”

Putting workforce trends into a broader context helps employers understand whether there is something specific about their recruitment strategy or if others are facing similar challenges.

By keeping abreast of data and research trends (and even collecting their own data like economists do), HR managers can become aware of trends such as whether more individuals are looking for flexible working conditions or if candidates are looking for positions in certain locations, and can tailor their job offerings accordingly.

To build credibility and become a thought leader
Economists often use a company’s data as the basis for developing fresh insights about the sector or market the organisation operates in.

With increased competition in the marketplace, companies need to utilise research both for their human capital but also to be prepared for broader changes within the corporate environment. HR directors can communicate these findings via white papers, research reports, blog posts, articles or even by sharing snippets on social media.

To sort the myths from the truth
There are many myths that get perpetuated around the water cooler.

Having a savvy HR director who thinks like an economist and draws on hard data will inform an organisation’s knowledge about how the workforce is actually evolving. “We often hear that everyone is moving to either a start-up or a gig job,” said Sinclair.

“Nope! Actually today people are more likely to work for a large company than they were in the 1970s.”

Sinclair also points to overblown myths around millennial workers being job-hoppers (“Nope!”) and the idea that technology is changing our economy faster than ever before.

“It’s true that we’ve got all sorts of new technology and more than ever before, but its growth rate is slowing and that has lots of economists concerned,” she said.

http://www.hcamag.com/hr-business-review/executive-development/why-hr-directors-should-think-like-economists-243643.aspx

GDPR: Where should HR start?

When the new regulation comes into effect, the HR department will be responsible for the personal data it collects on applicants as well as current employees.

In just over six months’ time the General Data Protection Regulation (GDPR) will be enforced – 25th May 2018 to be exact. We’re quite far through the transition period since the regulation was approved by the EU Parliament, and whilst this new regulation can seem overwhelming, organisations must prepare now or face hefty fines when the regulation comes into force. On a positive note, GDPR requirements are good data hygiene and best practices for data management, and help to limit or diminish risk related to data, surely in the case of a cyber-attack, but also by pushing to improve the quality of the data, and therefore, the value of the data.

The aim of GDPR is to protect EU citizens when their personal data is processed, by keeping it safe and secure and avoiding misuse. Companies are indeed beginning to take action. Some, like the UK pub chain Wetherspoons, are even taking the rather extreme measure of deleting their entire database of customer’s email addresses (Wired 03.07.17). So far, businesses’ focus has predominantly been on ensuring to protect client and customer data, but companies can’t afford to forget that the same rules will also apply to employee data, and that includes potential employees and candidates.

So, what does this mean for HR? When GDPR is enforced, companies will be able to collect personal data on applicants, but only data points that are necessary for the application process, having a major impact on the application process and assessments. For any further data, companies will have to ask for explicit permission and any information provided can only be used for the express purpose it was requested. If the person doesn’t get hired, all the information must be deleted. Likewise, all data collected and stored on current employees must be justified and relevant to the management or role of the employee. Companies must have consent for any data that requires employees to grant their permission (which employees can withdraw at any time) and if an employee leaves the company, for whatever reason, their personal data must also be deleted.

In companies that are processing thousands of data points, being compliant requires meticulous preparation. It can be a rather daunting prospect, but it is never too late to begin, and we recommend approaching GDPR compliance for your employee data in three simple steps. Oh, and you are surely not starting from scratch, many companies have data management processes in place already.

Step one: Privacy by design

The concept of privacy by design is about including data protection requirements when designing systems and processes. To be GDPR compliant, it’s easier to create a new process or system designed with the requirements in mind, rather than “fixing” it later on.

My tip is to start with the data, not the process, and document the justification for those data points. Different territories will require different data points – so it’s important to understand cultural requirements as part of this process. For example, in Germany you must declare your religion, as Church members are required by law to pay tax to fund the church. If an employee indicates membership to a tax-collecting religious community, the employer must withhold ‘church tax’ from their income.

Then, review the processes which relate to the data you really need, and incorporate the privacy requirements and the user rights within those processes.

This will be facilitated by having a clear view on all your data. It’s more efficient to build out and design processes around the data you need, rather than tweaking old processes to fit with new regulation. This is also a perfect opportunity for a good clean-up and you will get the added bonus of demonstrating compliance with the data minimisation principle.

Step two: Privacy impact analysis

Privacy by design could be a lot of work, so how do you prioritise? Conduct an audit of the processes and data you collect and the ‘treatment’ of this data, and perform a gap analysis and identify where higher risk sits. For example, if I were to suffer a data breach, which dataset would generate the worst consequences? Learning transcript or compensation data? You should start with those.

Also, review any data that may be collected automatically, you are equally responsible for the resulting actions of an automated process as well as a manual one.

An audit will help identify any points of weakness and areas of risk – but we are not done yet. It is also important to keep conducting these audits on a regular basis to ensure the quality (and compliance) of the processes is maintained, as well as adapting these to any further legal changes.

Step three: Establishing accountability

The third step is about closing the circle. Businesses need to provide full transparency, including on where employee data is stored and how it is processed, making it clear who can access what data. Once the datasets are clean and the processes have been reviewed and adapted, you now must document and prove how you are compliant. This is called the accountability principle, and essentially translates into documenting the datasets (and how they comply with the data minimisation principle), and documenting your processes (and how they implement privacy requirements and allow users to exercise their rights).

Step three and a half: So, who does all this?

Many companies are appointing general Data Protection Officers who are required to work closely with all departments, but we are now seeing a new role within HR departments. It is in HR’s interest to have a data privacy specialist “in-house”, who works closely with the Data Protection Officer to ensure compliance. Data privacy requires legal knowledge, technical knowledge and business knowledge, and such an expert would provide the much-required expertise around both the local laws and the HR processes of the company.

GDPR is not a straight-forward regulation and it’s important HR prepares now if it hasn’t already. It demands a rethink of certain processes and a review of personal data handling and housing. Even with these three steps in mind, it can feel intimidating to start the process. But I truly believe that the effort pays off with the higher quality of the data, more efficient processes, less risk of fines and penalties, and (much) better employer brand and employee motivation. You want your employees to feel safe and focus on their work, so you need to make sure that their personal data and information is secure and protected.

Compliance is a process, and data protection a culture: once in place, is a very powerful and effective tool.

https://www.itproportal.com/features/gdpr-where-should-hr-start/