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Via People Matters : The new rules of talent management

An overview of how talent management practices are changing in the HR world.

Hiring great technical talent is getting tougher by the day, and attracting and retaining top talent is becoming one of the biggest challenges for companies today. The talent pool of people with a passion for tech and matching skills just isn’t keeping pace with the growing demand.

The reality is that technology is constantly evolving and is quite literally testing the speed at which people can pick up new skills. And, niche skills in the fields of data, design, and security are commanding a premium like never before. Consequently, newer approaches to hiring are evolving with AI-based recruiting and networking platforms, playing a much more significant role in the process. Besides skills and competencies, organizations are also recognizing the overwhelming business case for diversity within the workforce. All these factors are stirring the hiring space with new ideation and excitement.

Investment in learning opportunities

Alongside hiring new talent, organizations are working on giving themselves an edge with respect to value offerings for current employees. Conventionally, learning happens on the job. However, that does not take away the need for investing in learning opportunities. There are innumerable learning platforms available in the market, and organizations are looking for the savviest tech that can provide customized, interactive, and intuitive learning courses modules. Employees are also proactively signing up for online courses from reputed universities. Organizations are strengthening their in-house knowledge management systems with elements like collaborative and interactive learning.

Focus on leadership development

Another space that is receiving a lot of attention and investment is leadership development. Given the fast-paced expansion of the organization, succession planning is a top priority and heavily depends on building a trusted leadership group that’s strategically aligned to corporate goals. Approaches like coaching and mentoring are gaining a lot of importance when it comes to both broad-based talent growth and the more customized interventions needed for leadership development. While executive coaching has been in vogue for a while, organizations are also creating an accessible pool of in-house mentors for promising employees across roles and levels. This empowers employees to be self-starters who contribute to the growth of others, which results in a very satisfying and enriching experience for leaders.

Enhanced performance management

Disruptive change is also impacting how performance reviews are planned and carried out. Organizations are waking up to the ill effects of hierarchy-driven bell curve models on employee motivation. Employees need frequent, honest, and transparent discussions with peers and their managers to get a better sense of performance and expectations. Ongoing and regular discussions are also a practical way to keep track of employees’ aspirations, motivations, and needs for support. This also calls for an evolution of the employer-employee equation.

Greater diversity and inclusion

As the workforce features an increasingly younger generation, there is added emphasis on changing how one views growth, flexibility, reward, recognition, aspiration, and motivation. Employers could learn something from the extremely customizable bouquet of plans that telecom companies offer their customers. Organizations are also busy setting D&I goals for leadership roles that are viewed with the same seriousness as any other business metric. More organizations are working towards interventions that can level the playing field for all.

Organizations are committing to walk the talk and improve their gender ratios, bring women back to work after career breaks and being more sensitive and inclusive in defining policies and benefits that take the needs of all employees into account. In line with that thinking, organizations understand the need for employee assistance programs, as well. For example, avenues like counseling are gaining more acceptance, and data is showing a general uptick in the number of youngsters who are availing such services.

As we head into 2020, we are looking at changes across the spectrum of people’s practices in hiring, learning, development, reviews, rewards, recognition, benefits, diversity, and beyond. As the use of technology in HR evolves and grows, it influences our processes and mindsets as well. This means HR leaders need to draw an overall strategy for the entire gamut of employee experiences and employ imaginative solutions around how technology can play a crucial enabler’s role. It promises to be a fun-filled and fulfilling journey.

Via Propmodo : Workplace Engagement Comes With Less Distractions, Not More

Social media has given us a long list of new words. Selfie, dox, DMs, IRL, ratioed, none of these existed before the internet era. Social platforms have also changed our perception of existing words as well. To share, like, block or comment on something has a different meaning in the virtual world than in the real one. It seems this same transformation has happened to the word “engagement”. When we think of engagement now we casually define it as how many people decided to interact with our content as they continue their never-ending scroll through their various feeds.

But the term engagement has been around in the workplace for much longer than Facebook and MySpace. Managers have been using it to define how committed someone is to their work. An “engaged employee” is defined as someone who is fully absorbed and enthusiastic about their work. It coincides with a positive attitude towards their organization and its values. In contrast, a disengaged employee may range from someone doing the bare minimum at work, to an employee who is actively damaging the company’s work output and reputation.

But for some reason, most of the talk about workplace engagement recently has been about engaging employees’ social lives, not their work lives. WeWork might be partially to blame for this. They turned heads both with their growth and their focus on community. By offering extracurricular activities such as networking events and connecting their clients with outside services they were able to provide extra incentives for office workers that would normally never have these perks available to them. But, as the world is finding out, what gig workers and startups want is not the same thing as what the rest of the world’s office workers want.

It turns out that, more than anything, most people want to do their job better and go home. This came out in a recent report by Cohesion that showed, behind the actual physical amenities of the building, office workers want “technologies that allow you to be more productive in your office building, such as handling visitor management, maintenance requests, parking and food ordering.”

Thru Shivakumar is the CEO of Cohesion, which offers a building experience app as a component of their intelligent building SaaS platform. She presented at our recent event during New York City Real Estate Tech Week about her company’s survey of office workers and how workplace engagement has everything to do with productivity.

Productivity being the most important metric of engagement makes sense to almost any of us that have worked in an office environment. While there might be that one person in the office that is always trying to get everyone to hang out after work, most of us are just looking to get back to our busy lives after our work is finished. So, even though the internet has taught us that being engaged is the same as being entertained when it comes to offices, engagement should be interpreted as productive.

Still, technology can provide more than entertainment or distraction in the workplace. When it’s designed and implemented in the right way, it can improve engagement by increasing productivity in the workplace. Similar to social media, it all starts with connectivity. However, in the workplace it’s about using technology to connect people seamlessly to each other, but also to the places, spaces, systems, assets and resources of their office building.

The owners of one of the winners of IBCON’s most intelligent buildings awards, Chicago’s 151 North Franklin Street, feels the same way. Nick Covello, Chief Information Officer at the John Buck Company said, “We believe in providing our tenants with proven technology solutions that will enable them to be productive and optimally interact with the building teams, and all available amenities and services.” They use an app built by Cohesion to seamlessly connect their tenants, buildings and its systems in a single platform. This helps the technologies that they are adopting create less distractions for their tenants, not more.

In the digital world, where attention is the most precious form of currency, engagement takes on a connotation of distraction. Every time someone clicks on a link, visits a website or even has a piece of content pop up on their feeds it is considered engagement. The workplace is quite the opposite. When a workplace is engaging its user, when it is really performing well, people are able to focus on their jobs without distraction. An engaging workplace demands less of a worker’s time, not more.

Via Entrepreneur : The 9-Step Quick Guide to Rehabbing Your Career

If you feel stuck in a job you’ve outgrown — or never really wanted — these 9 tips can help you get unstuck and find work you love.

One of the most important phases of your career rehab journey is creating your Rehab YOU career blueprint. Become the architect of your career by considering your desired career path, location, salary, scope, organization type, benefits and perks and mentors. You’ll start to feel more confident in your career renovations as you craft your vision of your dream career. Here’s how to get started:

1. Be a brand, not an employee

Most employees don’t see themselves as brands because they don’t feel empowered by their company’s leadership or don’t like what they do every day. As you rehab your career, you’ll identify your strengths, subject-matter expertise and professional experience and use those to create your brand.

2. Build your brand by “dating” jobs

As a professional career coach, I always advise my clients that it’s healthy to “date” jobs until you find the one you love. In other words, don’t be afraid to try a job for a limited time and then move on; it’s OK to find a new job every 12 to 24 months. The more professional experience you have, the more you learn and the more you can earn. Not only do you build your personal brand as you date jobs, but you’re constantly building your professional network as well. My motto is: Date jobs and marry the dream. Until you find your dream job, define your purpose and execute your passions, you should date jobs before settling down.

3. Market yourself like an ad

As you date jobs and develop your personal brand, learn how to market your new experience and skills using social media. Some of the best authors, speakers, actors and athletes use the internet to market their personal brands. Use your resume and LinkedIn profile to socialize your brand and connect with other professionals in online groups and forums.

4. Be you, sell you

As you market yourself and test what works, be ready to launch your personal brand by focusing on authenticity. You’ll soon be selling yourself to industry leaders, recruiters and hiring managers, so the real question is: What are you selling to them besides your resume? Where is the real you?

You can launch your brand by selling yourself through presentations, blogs, websites, white papers and courses that will enhance people’s perception of your professional experience and you’ll become more comfortable selling your authentic self by going to job interviews, speaking at conferences, attending meetups and participating in networking events.

5. Network like a hustler

Networking is a critical asset to rebuilding your personal brand. While professional networking isn’t easy for everyone, no matter what your personality type, you need to expand your network to take advantage of all the career benefits of professional networking.

Professional networking expands your industry knowledge as you learn from others and it opens doors to new career opportunities. Besides networking in person, you can network online using social media, virtual events and online learning platforms.

6. Get paid now: Money, power and respect

No one wants to go through the process of designing, building, testing and launching their revamped personal brand without getting the pay, power and respect they deserve along with their new role. You need to learn how to negotiate your salary, benefits and incentives using the professional experience and education you already have. That sounds easy, but most professionals don’t take the time to research the correct salary range for their city and state, leaving them at a disadvantage when negotiating. It’s time to take back your power.

7. Don’t overcommit to work

The career rehab journey is all about letting go of what doesn’t work for you and deciding how your career should be renovated, developed and managed. Your career should always be centered around work-life balance. It’s important to eat right, exercise, spend time with your family and take vacations. Put your physical, mental and spiritual well-being first while still having an awesome career.

8. Commutes worth the coins

According to 2016 U.S. Census Bureau data, the average one-way commute in the U.S. is 26.1 minutes. That adds up to 4.35 hours a week and more than 200 hours (nearly nine days) per year for full-time employees. In my experience as a career coach, professionals who have a long commute tend not to have great work-life balance and aren’t as excited about their jobs as someone with a commute under 30 minutes. You need to find a job that gives you more career opportunities close to home and provides telecommuting options throughout the week.

9. Stay focused on you

Career rehab takes a lot of work. But the most difficult part is maintaining a healthy career lifestyle and a solid personal brand as you do it. It can be hard to sustain a good work-life balance, a healthy lifestyle and a good working relationship with the jobs you date. We have to care for ourselves, our families and our careers without falling into patterns of neglect that can tear away at the “good bones” of our careers. Career rehab isn’t a one-time renovation but a lifestyle, but you can learn to maintain your personal brand as you deal with the ups and downs of life.

Via Forbes : Your High Performers Will Hate Their Performance Review If You Don’t Say These Two Words

It’s an unavoidable fact of corporate life that most people really dislike annual performance reviews. The awkward formality, cramming twelve months of feedback into 30 minutes, and more, make this conversation and process painful for all involved.

In fact, the study Performance Appraisals: New Data Reveals Why Employees Dislike Them discovered that only 17% of people always believed that their performance appraisal was open, honest and meaningful. And 54% never or rarely thought performance reviews were open, honest and meaningful.

That’s a pretty glaring indictment of a process that virtually every company undertakes. It’s actually so bad that 88% of respondents said their current performance review negatively impacts their opinion of HR.

Is there anything that can be done to change employees’, and especially high performers’, dislike of this dreaded annual event? Yes, and one quick fix to stop high performers from hating this process is to say two words: Thank You.

Remember that annual performance reviews are a look back over the past year. Some employees delivered performance this past year that could be described as average. Others delivered performance that was, at best, uninspiring or subpar. But some people, your high performers, went above and beyond to deliver really fantastic performance. And to those people, we really need to say “thank you.”

For what are you thanking them? Of course, we want to thank high performers for the great things they did this year. But I would caution you against thanking them only for the achievements that you considered most significant.

It’s entirely possible, and in fact likely, that the achievements of which your high performers are most proud are actually different from the achievements that you consider most noteworthy.

Imagine that one of your top performers led a big technology installation and delivered the project ahead of schedule and under budget. For most leaders, that would warrant a hearty pat on the back and recognition on the annual review. But maybe this particular employee felt that the project was pretty easy and no different from projects they’ve led dozens of times before. In fact, maybe they feel like getting complimented for delivering this project is mildly insulting (like complimenting Michael Jordan for making a layup).

Lest you doubt the dangers here, think about whether you’ve ever received a compliment or recognition for something you considered absurdly easy. Isn’t it insulting, and maybe even a bit demeaning?

How do you endure that you’re saying ‘thank you’ for achievements that your high performer actually values? Ahead of their performance review, we’re going to ask our high performers to send us a Proudest Moments List.

In this process we simply ask employees to detail for us some of their proudest moments from the past year. This doesn’t have to be formal, and in fact we’re going to tell them that it doesn’t have to be a big formal exercise; we’ll ask them to just jot it down on a piece of paper, or send an email or whatever simple process they choose. We simply want them to highlight for us what they thought were their proudest moments in the past year.

There are several reasons why we want our employees to send us a Proudest Moments List. First, if we don’t know the achievements of which our employees are most proud, we could thank or recognize them for achievements that they consider banal (like in our previous example). And that could seriously damage our relationship with one of our best employees.

Second, if we don’t have specific examples for which to thank our employees, there’s a good chance that we’ll revert to generic-sounding phrases like “Bob is a great team player” or “Sally goes above and beyond” or something equally insipid. And one of the big complaints that employees have about performance reviews is that there’s too much boilerplate.

Third, with today’s fast-paced workplaces, it is really hard to remember and track all the great things our employees did this past year. If you’re like me, you might struggle to recall everything that happened last week, let alone what happened ten months ago. And if we fail to recognize our high performers’ greatest accomplishments in the annual review, it can make the process incredibly demoralizing.

The risk of missing our employees’ greatest achievements is especially high if we have more than a few employees. You might be able to easily track one or two people, but fifteen or twenty is really tough.

Finally, in the performance appraisal study, we discovered that only 28% of people believe that their leader always recognizes their accomplishments. So when we ask high performers for their proudest moments from the past year, we’re not going to ask them for their biggest failures (or anything like that). Remember that your high performers went above and beyond to deliver really fantastic performance (they weren’t low performers whose performance was below average). And given that they delivered fantastic results, the primary message we need to give them is an overwhelmingly positive “thank you.”

Via Standard Media : Technology changes how firms recruit and manage top talent

The recruitment industry or the human resources sector, has completely evolved over the past 20 years. New technologies have transformed the way employers recruit and manage talent. From paper CVs to job boards, applicant tracking systems and online assessments, a lot has changed over the years.

While advancements in technology have offered some solutions to challenges that employers faced a decade ago, the industry is ever-evolving and recruiters today are dealing with new challenges when hiring the best talent. It cannot be gainsaid that all top companies struggle to get their workforce planning correct, not knowing when to ‘buy, borrow, build or bind’ the skill.

This can be very costly, from time, money and emotional perspectives. Studies show that a wrong hire, rushed recruitment, or the exit of a high-performing employee costs an organisation three times the annual salary of that position on average. This is a terrifying expense. Recruiters must, therefore, ensure that their companies attract the right talent and that they have succession plans for all levels.

Before the internet and social media took over, job listings were posted in newspapers. The reach of these postings, however, was limited. The recruiters in many instances had to settle for less qualified people to fill the open roles. As technology advanced, the recruitment and selection process not only allowed job seekers more options to find careers, they enabled companies to streamline their hiring processes.

Thanks to technology, organisations now receive hundreds, sometimes thousands of resumes daily through various platforms.

This being a golden era where technology solutions are taking the Human Resources (HR) professional to an entirely new level, massive improvisation in HR technology and modernised workforce solutions have come in handy to provide desirable employee experiences and improve sustainable performance.

Optimum results

This emerging need for high-quality digital HR experience has created true disruption to a domain that has been relatively stable for decades. It has, in turn, created tremendous pressure on organisations and HR leaders to improve business performance through innovation. However, it is also true that harnessing technology without investing in other parts of the HR functions, cannot result in optimum business results.

It is perhaps in recognition of this reality that saw BrigherMonday introduce a new solution called ‘BestMatch’, designed to make the process of finding the best candidates more efficient for human resource professionals, business heads and entrepreneurs looking to hire quality talent.

The tool uses a mix of HR experts and automated matching algorithm to sort and rank candidates that best match the criteria an employer is looking for in a role.

The mix ensures that science and experience are combined effectively for recruiters to get the very best out of the candidates that have applied for the role. This saves time for employers, and for those that are not too tech-savvy, to ensure they can get access to the best matching candidates efficiently.

BrighterMonday also recently held a workshop with topflight HR professionals dubbed ‘Talking Talent.’ During the workshop, in which more than 50 HR experts and top business professionals attended, human resource management strategies that help organisations to plan for the right hire, identify, develop and retain top-performing talent and position teams for a smooth succession, were examined.

An emerging trend that came up is, there are behavioural traits in an individual, beyond the technical skills or qualifications listed on a curriculum vitae, that can help recruiters identify top performers and high potentials. A clear and strategic growth plan should be put in place to nurture, train and position for succession.

Skills gap

Another encouraging statistic that stuck out was that succession planning is being practised at the top level in Kenyan companies although not in as many organisations as would be desirable. That implies that there is a need to encourage and grow this trend in all economic sectors to ensure that whenever high performers leave, a skills gap is not felt in the form of lowered business performance. There also lies an opportunity to turn data into conversations, and with it, create development plans for organisations that will encourage and drive succession planning.

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