HIRING OR MANAGING A TEAM? HERE ARE 3 TOOLS YOU SHOULD BE USING

One of the perennial challenges that enterprises face is hiring high-quality employees that will stick around for the long haul. Technology is evolving to enable new ways of solving hiring problems that have long plagued companies across all industries. Take collaboration collaboration software and services, for example, which have allowed employers to widen their talent pool by hiring workers outside of their base location. It’s also easier than ever now to assess a candidate through their online profiles. A software development company can look into the GitHub profiles of an applicant to identify their quality before shortlisting them for an interview.

There are, of course, challenges that come along with these new developments. The first wave of people born after the turn of the millennium are likely to hit the workforce in the next couple of years. This is a population of job seekers who have experienced the internet for their entire lives. As a result, their life details are largely available via Google and accessible by recruiters. Recruiters might find themselves wondering: Should I reject a candidate simply because of something controversial that they posted as an angsty teen? While this article doesn’t aim to answer that question, it does pose possible answers on how one could handle such a challenge from an IT perspective.

Below, I’ll outline three types of tools that recruiters might find helpful in their decision making – from social dashboards to cloud-based payroll.

SOCIAL NETWORK RECRUITMENT DASHBOARDS
According to a CareerBuilder survey, nearly 70 percent of employers make use of social media profiles of candidates to screen their candidates before shortlisting them for an interview. Not only this, nearly 3 in 10 employers have someone dedicated to snoop on the social persona of their employees or potential new hires.

Social dashboards capture the social network and other public profiles of an applicant and consolidate them into one dashboard. This helps a recruiter assess a candidate in terms of their EQ and soft skills before they are even shortlisted for an interview. Although using social media as a tool to assess a candidate can be overwhelming – especially for large organizations with hundreds or even thousands of employees, dashboards are making this process more manageable.

TALENT MANAGEMENT SOFTWARE
The job interview process is often structured into multiple rounds that include steps such as online tests, group discussions, face-to-face interviews and more. Aggregating a candidate’s performance over these multiple rounds of interviews can be chaotic. Talent management applications serve as a centralized reporting software for human resource teams to handle recruitment and employee issues.These tools also handle other aspects of recruitment, including online tests, applicant shortlisting, interview scheduling and new offers management.

These talent management portals go beyond the interviewing process and are also useful in handling employee issues such as tax and leave request management. For the HR teams that need a holistic view of retention/attrition, workforce productivity, compensation and diversity goals, these dashboards are a unique resource. An added advantage of talent management software applications is that they helps organization store employee and applicant data in structured, formatted data – providing the backbone for analytics and insights to further improve the organization.

CLOUD-BASED PAYROLL
Executing payroll and tax documentation can be a time consuming process in a traditional setting. A number of small businesses continue to make use of spreadsheet tools to handle payroll. While MS Excel is good for documenting payroll information, it is not ideal for accessing specific employee records –a task which can become time consuming, especially during audits and tax season.

Cloud-based payroll management systems remove the headache from HR by automating salary payouts and tax preparation processes. With cloud-based tools, all payroll details are stored in the server for easy access. More importantly, cloud-based tools are less prone to data loss. Similar to the structured data
organization in talent management software, the data in payroll management systems is organized in a way that lends itself to budget planning, resource management and compliance with local wage and gender-pay disparity laws.

HR and resource management contributes to a significant chunk of any organization’s overhead. Advanced tools on the market today, ranging from payroll services to talent management systems, can significantly reduce the time and budget spent in these areas, and therefore boost the overall productivity of any organization.

Source: http://dataconomy.com/2017/12/hiring-managing-team-3-tools-using/

Why Good People Leave Good Job

Why do people voluntarily leave a “good job?” How could someone let go of a seemingly promising career path? From the outside, these questions puzzle onlookers. But from the inside, it can be a different picture altogether.

In my 25-plus years experience in career coaching, outplacement and advising top talent in transition, the old adage holds: People don’t leave their jobs, they leave their bosses. The most profound reason I see people leave seemingly good jobs is that they don’t know how to cope with difficult people.

Difficult and often high-conflict people who gain leadership and status in an organization may seem to be top performers, but they can be corrosive to others. An employee may feel like they have tried, but they don’t think they can continue in their present role. They get fed up.

Sometimes, the pattern can be self-blame. Dealing with highly difficult people may make you think something’s wrong with you. The irony is this: Difficult people can help us grow psychologically, spiritually and in whatever other ways, but when the toll is too high, we start to look elsewhere.

So how do you know if you are dealing with someone who could be a problem? Here are some sure signs:

1. Everything needs to be their idea.

If you’re dealing with a difficult leader, you’re always finding creative ways for them to warm up to an idea you know is right, moral and best for the bigger picture. If you’re an emotionally intelligent person, you can do this, but it takes a lot out of you.

Most of us who have read How to Win Friends and Influence People and other books know that we are all, to some extent, only interested in ourselves and our own needs. But the people who are most difficult don’t just constantly push you — they want all of what you have. They need to get the attention, recognition, accolades and atonement. The problem is they cannot extend empathy to you.

2. Their title contradicts how they treat you.

In other words, people who want you to treat them according to their title often are not worthy of the title. Preservation of self, their job, their needs, money and adoration must be won at all costs. The director of customer service who disparages others in meetings, gossips and blames others for his or her problems can be maddening. Most of us know a title means nothing, it’s how you treat others that matters.

People who quietly serve others and have great empathy often don’t need to have a label to do the right thing. Chances are, if someone has a screaming need to be addressed according to their title or paycheck, they are hiding something.

3. They lack empathy.

Many of us can float in and out of some narcissism. But emotionally intelligent people can come back to earth pretty quickly. They display empathy. They forgive others and forgive themselves. They say sorry, mean it and try to make up for it.

As for highly difficult, true-narcissist types? They’re often able to charm the people they know will champion them and not question them. For those outside that circle, they will keep them from succeeding and make them look foolish in the eyes of others. It’s childish and shockingly bad for the team and for themselves in the long run.

Narcissists need the adoration of their adorers. They reward them handsomely with all sorts of praise, be it verbal or through a raise or promotion. A narcissist can have value as a boss, but you need to know how they think and play them the way you need to.

Now that you’ve identified whether you’re working with a highly difficult person, there are three ways to deal with them:

• Avoid them at all costs, regardless of the money, job or title in store for you.

• Engage with them at arms-length and with great wisdom and creativity.

• Fight with them (though keep in mind this usually won’t change them and will actually empower them).

Know where the narcissists and highly difficult people are at work and in your life. For some of us, you can’t count on changing them — you must assume they may never have a revelation to change for the better.

For those who are hurt mentally, physically, emotionally and spiritually by toxic, high-conflict people, it may be time to leave your job. If you engage with these people at work, you must understand the toll that’s being taken on you and whether it’s worth it. If the toll is too high and there really is no escaping it, it’s a sure time to look for another job, another department or another career path.

Source: https://www.forbes.com/sites/forbescoachescouncil/2018/01/19/why-good-people-leave-good-jobs/#55a343853c23

Francis Wade | Employee Engagement In Complex Strategy

As a local executive, you should be concerned that at the end of every strategic planning activity, there lies a risk.

While your organisation may excel at business-as-usual routines, it’s probably weak on changing employee behaviours called for in your new plans.

After all, you know what happens when people aren’t engaged. The strategy flops. In the next retreat, your team struggles, unable to overcome the prior year’s failure.

Fortunately, the strategy-mapping approach invented by Harvard’s Kaplan and Norton was made to bridge this gap. The bad news is that many companies have implemented it incorrectly. The end result looks little more than a picture of boxes filled with cliches that could belong to any company. In other words, it is not strategic and fails to do its job of getting people rallied behind a single vision of the future.

But the fault does not lie in the approach, just how it is being used. Too many executives complete the strategy map as an obligation, without understanding the specific role it’s supposed to play. After recent conversations with one of its creators, we now recommend that clients start by refreshing their understanding of the diagram’s purpose.

To whit, the real intent of the strategy map is twofold. One is to capture executives’ strategic hypotheses a collection of cause-and-effect relationships between actions and results. In other words, it represents a plan to move forward that is really a best guess under conditions of limited information.

The second intent is to communicate these hypotheses to average staff members who weren’t at the retreat. Unlike leaders, they don’t have MBA’s and spend only a few moments each year being exposed to their organisation’s strategy. Usually, they can’t recall its salient features.

Unfortunately, the vast majority of the corporate strategy maps aren’t aligned with these two goals. As a result, everyone ignores them, even its makers. You can do better. Here are some tried and tested ways to make that missing connection.

Limit the map to short-term strategy

One of the gaps in the author’s textbook definition of strategy mapping is that it didn’t address time frames. In our fast-moving world, your team must remedy this fact and choose a short horizon of one to four years.

The reason is simple: strategies with longer time-frames are too hard to compress into a single diagram. The result is a mess of words, boxes, and arrows that confuses everyone.

Plus, this approach has the benefit of forcing the team to revisit the strategy at the end of the designated period, a sound practice given the fast-changing nature of today’s environment.

Limit the map’s lines

The most important question the strategy map answers is not “What”, but “Why?” Staff members want to know the link between new actions they are being asked to take and the bottom-line effects they are intended to produce. The arrows between different activities show this connection.

Without them, the map is little more than a fancy list of projects.

But there is a limit. While it is possible to imagine a link between any two items in corporate life, this doesn’t mean that each one deserves a place on the strategy map. Instead, it is more important to limit the lines to the connections which are critical in understanding the original thoughts of the executive team.

Pass the ‘So What?’ test

The map should also have the special power to arrest employees in their tracks due to its display of brand-new thinking. If it merely looks like a capture of activities that are currently under way, then something is wrong. It shouldn’t ever endorse business-as-usual or defend the status quo.

Instead, it is all about making a sharp difference, so the map should only include fresh initiatives.

Furthermore, it cannot resemble a map from another company. If it does, then it is something other than a strategy ­ maybe a common blueprint for all companies in your industry.

In short, your map must reveal the unique thinking you have done to separate your firm from its competitors. Fail to do so, and you will join the local landscape of defunct firms.

That is not what your stakeholders want. Expect them to sift through your strategy to see if a competitive advantage is truly being created.

In summary, these are uncertain times, and employees need to appreciate how they fit into your plans. The map is a management tool to sweep your staff up in a powerful vision that generates the action necessary for your firm to thrive.

– Francis Wade is a management consultant and author of “Perfect Time-Based Productivity”.

Source: http://jamaica-gleaner.com/article/business/20171217/francis-wade-employee-engagement-complex-strategy

Is Your Humility Hurting You? What Happens When You Acknowledge Your Value

As leaders, we’re told to be humble when it comes to accepting credit for our teams’ wins. But, when we deflect the credit we’re given, we actually minimize our own efforts and impact. It’s an interesting paradox to be in.

So, how can we confidently accept credit without feeling like imposters, as though we’re bragging or taking credit away from our team?

To Accept Or Not To Accept?

We all have different reasons for accepting credit (or not). The first thing to acknowledge is why you want to start accepting your credit in the first place. When I ask clients about why they don’t want to own their credit, we always discover what accepting credit will actually do for them and their team. Reasons that come through as to the benefits of accepting credit are vast, including:

• You need to hear it. Just as you’re a cheerleader for your team, helping them acknowledge their own successes and strengths, you need this as well. Notice how your team members perform once they’ve heard and accepted a compliment. Are they more confident, committed or driven? It works the same for you.

• You add more value. By acknowledging the skills you bring and value you create, you allow yourself to apply more of these skills, adding even more value as a leader.

• Build credibility. When you deflect credit given, people question your leadership — whether consciously or not — as your deflection casts doubts on your ability to lead. When you acknowledge the contribution(s) you add, you build others’ confidence in your leadership, your team and your organization.

• Build authority. By owning your contributions, you understand your direct impact. You’re able to demonstrate what you can achieve, drawing people to you. Think of Elon Musk: a great example of someone who can talk about what he’s done and someone people want to follow in droves. He doesn’t talk about his successes in a bragging way but in a factual way that inspires.

• Create stronger relationships. Accepting credit given to you helps create stronger relationships. When you don’t accept credit from someone, you’re basically saying “I don’t believe you” or “You don’t know what you’re talking about.” By accepting, you demonstrate trust in their opinion.

What’s important to remember is that just because you start to give yourself credit doesn’t mean that you’re taking credit from your team. Rather, you’re acknowledging the role you played in supporting your team’s success. Own this without downplaying your contributions.

Owning Your Credit

It’s okay to feel uncomfortable when accepting credit. To move through these feelings, start

• Noticing your self-talk.

Do you think that you didn’t have much to do with a success? Notice what crops up for you during these times and start to change your inner dialogue to one of “I deserve credit because of [x].” Highlight in your mind the role you played, and acknowledge your part in your team’s success.

• Recognizing when you deflect.

Your successes are not due to luck. You may have been at the right place at the right time for the success to happen, but you still took action. Luck only takes success so far. You led your team along the path to success, so why are you deflecting?

• Thinking of your resume.

Consider what you’ve achieved as a leader and how your leadership helped your team succeed; this is what you should be proud to put on your resume. Downplaying your abilities doesn’t do anyone any favors.

• Telling people.

Whether you share your accomplishments or your learnings, just start telling people. Trust that people want to know what you’re doing. Plus, a happy side effect to sharing is that this helps you get clear on where you want to go next.

• Working with imposter feelings.

Acknowledge that maybe someone could have done something better or different than you did — but they didn’t. You did it. You’re the one who did what needed to be done. Even if this is you not believing in your skills as a leader, you were given the role as leader and you accepted. The role would not have been offered to you if you didn’t have leadership skills.

• Getting specific.

If a simple “thank you” doesn’t sit well with you, then be specific about the parts both you and your team played in a success. If you asked questions of your team, talk about how this encouraged your people to get curious and find a solution. This is just as important as finding the solution itself.

• Giving positive feedback to others.

Notice when they deflect credit given. Hold them in their own discomfort and encourage them to say thank you. Focus on helping others on their journey and you’ll see in them what you need to work on in yourself.

To begin accepting credit, you must first choose to own your part in your team’s success. You’re not going to start accepting credit and growing your confidence in yourself unless you make the choice to do so. The crux is about choosing to own your wins; the rest is just tactics.

Imagine what impact you can have when you start to accept your earned credit.

Source: https://www.forbes.com/sites/forbescoachescouncil/2018/01/17/is-your-humility-hurting-you-what-happens-when-you-acknowledge-your-value/#55685267185d

Johnson & Johnson takes top spot for employer brand strategy

Dive Brief:

  • Johnson & Johnson has the best employer branding strategy of Fortune 500 companies, according to WilsonHCG, global talent solutions provider. The organization identified the top 25 companies in its 2018 Fortune 500 Top 100 Employment Brands report. Companies were evaluated and ranked on how well their brands made them an “employer of choice.”
  • The winning companies shifted from merely preaching about their brand to incorporating a brand strategy into their operations, according to WilsonHCG. Intel took second place, with Procter & Gamble, IBM and Lockheed Martin tied for third.
  • Leading companies align their brand strategy with their financial performance, according to the report. But many companies struggle to make innovative employment branding work for them; 42% of 18 to 35 year olds said they’re not learning and progressing on the job as expected and are ready to leave.

Dive Insight:
Experts tell HR Dive that 2018 will bring a focus on branding. Among CHROs’ highest priorities is improving the employee experience through more effective employee engagement, and by communicating that experience through branding.

An employer’s brand, which is an outward expression of its values, can enhance the employee experience. But lip service alone isn’t enough; employers must integrate their brand into their recruiting, hiring, training, benefits and other employment operations. If perceived to be disingenuous, efforts can have the opposite effect, risking damage to recruitment, retention and engagement strategies.

An evolving workforce is demanding change, and effective branding can both signal and foster change. Younger workers often value individualization, especially as it applies to career development and voluntary benefits. And a growing number of workers favor flexible schedules and remote work options — all modern ways of working that technology has largely enabled. Employers that best communicate these options to potential candidates will be poised to compete in the tight labor market.

Succession planning: the paradox of control and power

If you are the founder of a successful company, you are likely to have built up power and control in your company for over 20 years, with everyone around you relying on your decisions. For an entrepreneur, having power means having a sense of control, choice and the ability to influence, and it is a natural and healthy instinct to use this power to achieve your wishes and needs.

For many entrepreneurs who are unwilling to face the idea of ​​giving up control, succession is a major cause of contradictions and tensions that can harm family life and jeopardize business results.

The decision to do nothing is disastrous in many cases, and especially with regard to the future of a family business. Paradoxically, many entrepreneurs are reluctant to give up control and prefer to live with an unclear future, deciding that the best way is to avoid this problem and do nothing.

Unfortunately, it is unusual for a company’s exit strategy to be considered at the optimum time – while the company is growing or holding its market position. Instead, owners find themselves thinking about succession and the exit process too late, and they do not know what the exit strategy should be. In order to maintain the high value of the firm, it is best to make the decision on selling the company or handing it over to the next generation as soon as possible. A common problem is that in most cases, the founder has the most know-how and is therefore indispensable for the company. This gives him control and power over processes, employees and the next generation – both in the family and across the company. His reluctance to abandon control and power can even be seen as a personal sacrifice.

We are all mortal, and in order to ensure the continuity and vitality of their businesses, owners should respect succession planning as one of their main duties, and make sure that it runs as smoothly and efficiently as possible.

It is therefore strange that although it is logical to set up a seemingly natural transition (and that there are convincing business and family reasons for succession planning), it is so common for founders to have seemingly chosen to do nothing.

Time goes by. A day, a month, a year, or several years may pass by, and the situation will still be the same – until the moment when, like it or not, something happens!

Source: https://www.unyp.cz/news/succession-planning-paradox-control-and-power

Three Reasons Why Referrals are the Way Forward for Recruitment in 2018

Key to better retention, 46% referred candidates stay in your company for at least 3 years – but just 6.9% resumes come via referrals. Learn why (and how) recruiters must change this scenario.

Employee referrals are a time-honored hiring route – imagine the cofounders of a tech startup, looking to hire their third employee. Or a large organization with high retention rates, where recruitment has plateaued at senior levels. Does it make sense to wade through tens of career sites and hundreds of resumes, to choose that one, ideal employee?

Referrals are a great way to fill positions with user-specific requirements, while also cutting down on costs and timelines. Employees hired via referrals come in 55% faster than those sourced through career sites and this could make a world of difference for competitive firms, tight schedules, and demanding product development pipelines .

Located in the heart of the Silicon Valley, Appstem presents one such story. A boutique app-development company, it has tech behemoths like Google, Salesforce, Yahoo, and Twitter as neighbors. However, their CEO Robert Armstrong is confident about their competitive hiring practices: “We implemented an employee-referral program a year or so ago. It has not only helped us attract new talent, but also retain talent because the new employees are generally friends.”

A solid employee referral program helps burgeoning companies tap into local talent more effectively and lets startups like Appstem stay neck and neck with established players.

Here are 3 biggest advantages of focusing on referrals as a key component of your hiring strategy:

Hiring costs are significantly less via referrals, than through job boards and staffing agencies:

Companies do not need to invest in advertising or third-party staffing agencies. What’s more, since referral bonuses are paid on an outcome-based model, the costs are contained and generate a far higher ROI.

For companies choosing job boards and career sites, advertising costs: have to be paid across the board – regardless of whether the campaign met the required benchmarks. And if an agency charges say 10% of a hire’s net annual pay, for a candidate earning USD 80,000, that’d round off to USD 8,000.

In case of referrals, even a generous bonus would be around USD 2,000 – a sizable difference.

And with the process being faster, internal efforts and resource allocation is also saved – on an average, a referred candidate takes about 29 days till completion, less than both job posts (39 days) and career portals (55 days).

It’s easier to retain referred employees than traditional candidates:

Companies with referral programs in place boast a 46% average retention rate, compared to 33% for employers using only career sites .

This could be a result of several factors – job seekers who come through existing employees have a clearer picture of what the role entails, the culture of the company, organizational practices, and can self-calculate the probable fit . The candidates coming in, therefore, have already undergone a round of self-screening.

External candidates, on the other hand, are more in the dark.

Further, referred hires know there’s a familiar face in the organization to make their employee journey smoother. This support system boosts engagement and ensures they remain part of the organization for a longer tenure. In fact, about 47% employees hired via referrals stay for over 3 years – for job boards, the number is an abysmal 14%.

Employees who refer candidates , are likely to stay longer as well:

While this may sound almost like a no-brainer, it’s interesting to note that workers who make successful referrals typically have a longer stint at the company. A study by LinkedIn offers a useful insight: referral programs are like Net Promoter Scores for an employer; they’re essentially asking “How likely are you to recommend us as a workplace, to your network?”

Workers responding positively are more loyal to the organization, more invested in its growth, and are more likely to stick in the long run. Successful referrals come with bonuses (in cash, or as rewards such as vacation days) which also make him feel valued and appreciated.

Finally, the simple fact of being surrounded by familiar faces – people with similar values and goals – has a massive impact when it comes to happiness in the workplace, and also on productivity. As Boryana Dineva, HR alumni at Wikipedia and Tesla put it, “The wider and stronger your network, the quicker you can get work done.”

The bottlenecks, and how technology can help:

Despite being a mine of quality talent, referrals are lagging behind as a primary hiring strategy. Imagine an employee has 10 viable candidates in his network for a specific position, and the business vertical comprises 30 employees.

Even at these modest figures, that’d mean 300 potential candidates for the job – yet they account for just 6.9% of all applications. There’s a clear disconnect between demand and supply, and the first step to bridging the gap is improved communication channels.

It’s not surprising to find on-floor workers who are completely unaware of hiring plans, let alone the availability of referral programs. This is especially true for larger teams or hierarchies where several layers exist between the employee and the HR/hiring departments. That’s why companies are trying to automate the process, deploying tools that’d raise the requisition, alert employees, and let them suggest candidates on the platform itself.

The lack of motivation is another challenge. Lukewarm encouragement from management, piecemeal bonuses, or the failure to understand latent needs (more leaves, rewards, and other forms of compensation) all add up.

What’s needed is a smart assessment of employee requirements – spoken and unspoken – and a solution that keeps them engaged and updated on the referral’s progress.

HR innovators are now stepping into the arena, taking what’s been primarily a word-of-mouth practice and overhauling it for the digital age. According to CEO and Chief Architect of AkkenCloud, technology can help find quality candidates without spending a fortune. Their Inbound Referral Management solution has already garnered cost reductions to the tune of 75%.

And just last week, referral solutions provider Preferhired joined Workable in creating a framework that combines the intricacies of referrals, with the enhanced visibility and control of ATS. With so much potential in the space, it appears solutions providers are just getting started – the next few months promise bold leaps, exciting integrations, and moves that will restore employee referrals to the strategic position it deserves.

Source: https://www.hrtechnologist.com/articles/recruitment-2/3-reasons-why-referrals-are-the-way-forward-for-recruitment-in-2018/

How to get superior employee experience: AI, robotic process automation can help reach desired goal

HR function traditionally has been geared to create and implement HR policies aimed at smooth functioning of the business with a long-term perspective. As a result, all its activities around HR administration, training, recruitment and other employee life cycle are mostly designed for steady-state business. With the onset of the digital era and the business dynamics resulting in the need for agility and quick adaptation, HR function needs to redefine its functioning and orientation to business needs. The fundamental premise around customers, customer needs, business model, competition landscape and offerings is undergoing changes in the context of digital transformation and hence HR function too needs to become agile and supportive of the dynamic needs of the business. Building a culture of flexibility and shift in the focus towards delivering solutions has become important in order to be counted as reliable partners to the business.

Just as businesses are recognising that customer experience is central to their success, delivering delightful employee experience has to become the core of HR function. As a partner to business, HR function has to play an important role in propelling the organisation to digital workplace. Use of appropriate digital technology required for its own function should be thought through carefully including the use of digital tools such as AI and robotic process automation to deliver superior employee experience. Learning support has to go beyond the current approach towards learning or content management system.

Artificial boundaries prescribed for learning should cease to exist and static content for learning should be replaced with dynamic and personalised content, based on customised learning paths, encouraging continuous learning by providing access to innumerable learning resource inventories that could be curated on the digital platform from multiple avenues.
With talent continuing to be the key differentiator for businesses, the tasks related to acquiring, grooming and retaining quality talent for growth and sustenance of the business would have to be managed with extreme care as resources would expect personalisation and customised employee journeys during their association with the organisation.

HR heads have to therefore be willing to revisit all dimensions of the traditional HR model and using design thinking approach, visualise the new-age employee journey. What this may lead to is the necessity to relook at systems that may be working in silos to facilitate seamless functioning of individuals and functions.

IT systems in HR have traditionally mirrored the processes followed prior to automation. Most benefits of automation for HR have been on account of reducing labourious work and time in administrative processes such as payroll, compensation and benefits and attendance management. HR function should embrace digital tools empowering HR professionals and the employees and help design customised services as per the preferred mode of access with respect to place and time of their choice.

Organisations can respond to queries of employees with speed and accuracy with the help of AI bots, have the opportunity to proactively address employee concerns and or initiate timely steps regarding motivational issues or likely attrition in critical roles. Employee life cycle and their journeys throughout different phases in the organisation need to be considered as a continuum and an integrated approach is required for serving and supporting employees such that the success of the individual and the business are synchronised. Developing analytical capabilities within HR function and developing useful insights juxtaposed with business parameters would enable HR function to actively contribute to the strategic trajectories of the business.

The insights drawn from analytics could go a long way in deciding effective spend on employee engagement as well as in building linkages with learning and development for maximising performance management. HR function also has an important role to play in fostering innovation in the organisation. Building communities of practice within the organisation to nurture best practices, new ideas and innovation and connect them with the expertise available in academic institutions and other organisations in the ecosystem would be essential for sustaining its competitive advantage in the marketplace.

The writer is CEO, Global Talent Track, a corporate training solutions company.

Source: http://www.financialexpress.com/industry/technology/how-to-get-superior-employee-experience-ai-robotic-process-automation-can-help-reach-desired-goal/978204/

15 Things Leaders Should Be More Cognizant Of In The Workplace This Year

Now that 2018 is here, leaders need to become more aware of the workplace environment they are creating for their employees. More emphasis is being placed on providing a workplace that is safe for employees and free of discrimination and harassment.

According to a report by U.S. Equal Opportunity Commission, there were 12,860 sex-based harassment charges alleged in 2016 and this number has continually grown since 2014. With the recent focus on exposing sexual harassment in the workplace, 2018 is a year that all can agree should emphasize reducing this type of behavior.

In order to ensure your workplace doesn’t come under fire for these or other claims, 15 members of Forbes Coaches Council share the one thing all leaders should be cognizant of in 2018 when it comes to the workplace and why. Here is what they had to say:

1. Boundaries Are Key

The landscape is changing and so is the conversation. More than ever, it’s important to be clear on what’s appropriate in the workplace and work environment. Right now, sexual harassment is a key topic, but it’s also a starting point. As conversations continue, it’s important to listen, take appropriate action, establish policies and consistently adhere to them. – Gina Gomez, Gina Gomez, Business & Life Coach

2. AI And EI Need To Be Developed Simultaneously

Artificial Intelligence systems will enhance the way we work and will be a major way forward for large organizations to be more productive. Crucially, we need to be cognizant of our need to be balanced during advancement, by helping employees and leaders become more emotionally intelligent in equal measures to create optimum results for organizations, society and humankind. – Caroline Stokes, FORWARD Human Capital Solutions

3. Multiple Generations In The Workforce

Multiple generations (baby boomers, Generation Xers, millennials) require different leadership approaches. In 2018, leaders must be cognizant of not only the differences inherent within each generation, but also of the leadership needs of each generation. A one-size-fits-all approach will only serve to frustrate those in the workplace, preventing organizations from experiencing real growth. – Dr. Stephen Kalaluhi, The StephenK Group

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
4. Diversity Is Nothing Without Inclusion

Over the past decade, there has been a steady push towards creating a more diverse workplace; however, many companies still struggle with inclusion. Thriving workplaces understand diversity and inclusion must go hand-in-hand. It isn’t enough to simply hire more women and minorities if these marginalized groups still don’t have an actual seat at the table and a voice in how things are done. – Niquenya Collins, Building Bridges Consulting

5. Equality On All Sides

In case you missed the memo, the boys club is dead. Whether you’re a male or female leader, it’s time to embrace equality on all sides. Men aren’t more qualified, and women shouldn’t be put on a pedestal for being female. We’re all capable of performing at a high level, and as a leader, it’s time to hold everyone accountable and on equal footing. There’s no room for special seats at the table. – Jeanna McGinnis, ReResumeMe®

6. Successful Workplaces Adopt A Coaching Culture

Many organizations are making the shift to developing a coaching culture. A coaching culture promotes employee engagement, ignites top performance, brews effective communication and cross-team collaboration, and delivers better customer service. Learn coaching skills, this can have a large impact. Watch this trend and adopt coaching as a leadership competency. – Debora McLaughlin, The Renegade Leader Coaching & Consulting Group

7. Personality Trumps Skill Set

The workplace is an ecosystem of personalities and responsibilities. The more character-neutral employees, the higher chance of productivity among your team. Hiring for skill will continue to lead to high turnover and dissatisfaction among employees. You can always train for skill but you can’t alter someone’s personality to make them a team player. – Jeff Shuford, Tech From Vets

8. Employees Want To Be Part Of Something Great

Employees are inundated with examples of things organizations are not doing well. These examples provide them with a barometer to compare their experiences at work. While that is natural, another path is turning the focus in an authentic way to the difference the company is making to their customers or in the world. Being a part of something great should be the new barometer. – Lesha Reese, Lesha Reese, LLC

9. Space For Culture Is A Must

With all of the headlines, the workplace has become the backdrop for discussing how we treat each other. Despite virtual teams, many of us still have to show up and share space with people. Make time for conversation to help your team develop the skills to communicate through 2018 headlines and beyond. Consider scheduling regular retreats to build momentum! Be proactive, it’s your culture! – Meredith Moore Crosby, Leverette Weekes

10. Change And Disruption Will Accelerate

As we continue in the early stages of the Fourth Industrial Revolution there will be wider adoption of new technologies in your business and by competitors. Exponential technologies will enable competitors to seemingly come out of nowhere. Be ready. Be aware. Be nimble. – Larry Boyer, Success Rockets LLC

11. Embrace Changes So You Can Prevail

Leaders should be cognizant of the fact that the rapid pace of multiple, simultaneous changes makes business uncertain and business leadership hard. Technology, diversity and globalization are just a few changes happening at once. Business leaders cannot control the pace of changes; however, they can understand them. When leaders embrace the changes, they can position their companies to prevail. – Kelly Byrnes, Voyage Consulting Group

12. Leading In 2018 Is All About Acceptance

In order to lead their team in an ever-changing climate, leaders need to openly embrace new practices and ideas, as well as create an open door of communication. When teams feel supported, they have the confidence to move beyond the tried and true methods, and get creative without feeling judged. – Dominique Anders, Dominant Media/Dominique Anders Coaching

13. Employee Disengagement Is The Dog That Will Bite You

Disengaged employees are an enormous hidden cost. There are costs associated with lost productivity, poor quality or poor service. But the biggest costs come from a disengaged workforce in three areas: missed opportunities, unsafe work practices and cyber carelessness. Without full employee engagement, a leader runs the risk of losing their job or losing the company. – Randy Goruk, The Randall Wade Group, LLC

14. Better Messaging Is Critical

Communication skills are critical. We often overlook them, both in terms of time and effort, by not spending enough time thinking about our message and the best way to deliver the impact we want. We often break trust without realizing it by using poor language. Then consider, do we listen to understand, to connect rather than defend? Better dialog begets better decisions begets better outcomes. – Jennifer Long, Management Possible®

15. Neuroleadership’s Transformative Approach To Performance

Neuroleadership is an organizational and leadership development tool based in science that enables leaders to improve performance, manage diversity and create a learning culture — which are all essential to business success. The people side of the workplace has long been seen as “soft,” but now that there is hard data on how collaboration and relatedness influence success, it will be key in 2018. – Loren Margolis, Training & Leadership Success LLC

Source: https://www.forbes.com/sites/forbescoachescouncil/2018/01/17/15-things-leaders-should-be-more-cognizant-of-in-the-workplace-this-year/#5af4b1c019d4

HR’s Guide To Leadership Succession Planning

Senior leaders are critical in any organization. So what happens when they leave? A recent leadership shakeup at the Consumer Financial Protection Bureau (CFPB) brought this question into full focus. When top-level leaders come on board, companies hope they will go the distance. However, we know this isn’t always the case—especially in high-growth companies where needs are ever-changing.

In the midst of onboarding and goal-setting, it falls on HR to think about what might happen if a leader decides to move on. Without the right planning, succession can be a challenging and fraught process. We spoke with Namely’s Senior Director of People Operations, Julie Li, to get insight into how HR can plan ahead for leadership succession.

What is a succession plan, and why is it important?

JL: We all know that having the right talent in place is critical to a company’s success. This includes a strong leadership team that can drive the strategy and vision forward to sustainable growth. As your company matures, it is important to start thinking about building a succession plan for the most critical roles.

Though some view succession planning as a way to mitigate risk in case of adverse events, I view it as a critical component of a comprehensive talent strategy that focuses on building a pipeline of talent within the organization. For C-suite roles, it is critical to engage the CEO, Board of Directors, and the leadership team in the review of potential candidates.

Think outside the box when you are building a succession plan, and make sure you have a slate of diverse candidates. A robust plan can ease the process of identifying individuals who are ready to take on the role immediately—and others who are a few years out.

By holding regular talent reviews with your senior team, there should be no surprises when the critical time comes to fill an open role.

Should the successor be internal or external?

JL: Promoting from within is great practice. It offers strong performers an opportunity to grow their careers at your company and usually reduces ramp time. However, if you find that there are no internal candidates who have the required skills and experience to take on the role, you may need to look externally. Going through the succession planning process also enables you to identify any gaps in talent on your team so you can proactively work to fill them while the incumbent is still in the role. Succession planning is about being proactive versus reactive, so your company is prepared for any changes, both expected and unexpected.

If a longer selection process is needed, who should fill in temporarily?

JL: If you don’t have a succession plan in place and a leader steps down unexpectedly, don’t rush to fill that position with the next person “in line.” Conduct a critical assessment of the attributes necessary for success in that role so you can paint a holistic picture of the ideal successor. If there is no internal candidate that is ready to step up, and it’s not a role that you can leave open for any period of time, you can appoint an interim internal successor. Make sure that there is a clear understanding on both sides that this individual will be performing the duties for a brief period while you search for the permanent successor.

How can learning & development or mentorship programs prepare employees to move into leadership roles?

JL: Successors for critical roles should be set up for success. Consider engaging with a transition coach if they are taking on high profile roles in the C-suite. Expectations of what “good” looks like change as a person advances in their career, and often require a slightly different skillset or mindset. Make sure you communicate the expectations clearly to the individuals assuming the new leadership roles and provide them with the appropriate resources needed to onboard successfully.

Workforce planning takes time and thoughtful preparation. Get our expert tips for making the best hires and helping them succeed.

Whether it be entry level talent or C-level executive staff, HR can get ahead by building out a robust talent pipeline. With the right talent, training, and recruiting processes in place, you won’t be caught off-guard if the time comes to fill an important role in the company.

Source: https://blog.namely.com/blog/hrs-guide-to-leadership-succession-planning