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Talent Management

Via Analytics Insight : Why Businesses Need A Digital Transformation Of Their Human Resource Solutions

It’s incredible how in such a short span of time, markets have leapt onto the digital bandwagon. This has resulted in data and analytics becoming keystone buzzwords in this day and age.

While many businesses have made digital transformations to many facets in their business, many companies still need to work on creating change for certain departments in order to further accelerate their digital transformation.

The Problem

It is ironic how different facets of business functions have prioritized digital transformation, yet the important areas handled by human resources remain significantly behind. More often than not, you will find HR employees poring over contracts, shredding documents, and handing out payslips. Moreover, many complaints that employees have with regard to human resources have a lot to do with the completion time of filed requests.

A huge contributor to the traffic jam in the processing of such requests lies in the numerous mundane tasks that many HR employees have to conduct. From running the same training programs in person over and over again to manually checking payroll and tax computations, this can take up most of their time. They can use this time to focus on more important tasks.

The Solution

Reducing the number of mundane tasks that HR has to do every day can do a lot to speed up HR services. Automating these procedures using a diversified employee solutions suite will free up HR time so the team can focus on achieving high-value goals instead of attending to mundane administrative work.

For example, a common problem most companies face is pay disputes. Oftentimes this is caused because the timekeeping system is unable to communicate with the system where employees file their leave requests. Using a reliable timekeeping system that integrates paid leaves and sick days can prevent employees from having to dispute their payslips in the first place. This frees up time so HR can work on implementing change on a larger scale.

The Aftermath

Automating many human resource processes does more than just free up time. It also allows businesses to utilize augmented analytics to help them figure out how to optimize their operations, or determine pain points that need attention. Doing so can greatly improve productivity in the workplace.

With automated employee solutions in place, human resource departments like talent acquisition can benefit from the data already laid out for them. Using people analytics tools, they can attract top talent, reduce employee turnover and enhance business performance in the long run.

Wrapping Up

In today’s data-centric world, managing human resources has to evolve beyond pen and paper. With businesses gaining global reach, the number of employees that human resources has to manage has greatly increased. With such a huge number, not being able to utilize all the information these employees provide in an efficient manner can put a wrench on the performance of any business. This is why businesses need to digitally transform their human resource solutions.

Via Business 2 Community : Why Small Businesses Need to Focus on Human Resource Training?

Human Resource Training involves training on all aspects related to the human resource function. There is no doubt that human resources are the most important resource in an organization. They are referred to as human capital, as employees are valuable assets for the company. The human resources were earlier called personnel management and were seen as a back-office job involving paperwork related to employee matters. Gradually, the scope expanded and today the HR function in an organization plays a very important role.

Why HR Training?

Team members belonging to the human resource functioning are not involved in just recruitment and staff welfare. There are a wide variety of functions they need to do. Talent management, employee retention, career development, and employee engagement are critical functions that an HR manager needs to perform in today’s world. Organizations would want the members of their HR team to be well-versed in all these skills. This explains the need for HR training.

Importance of HR Training

The importance of Human Resources online training in organizations can be understood by the wide variety of functions that they carry out. All these functions require specific skills that are needed to carry out the work effectively. Training can help impart these skills. While most HR executives would have studied HR-related functions at college, they would not be well-versed in practical applications. This is where training plays an important role. HR Training helps HR team members learn new skills and hone existing skills.

HR training would cover the following areas that are of crucial importance for organizations:

  • Recruitment and Selection: This is the core work of HR. Employees need to be trained in areas of crucial importance like manpower planning. Best practices for recruitment needs to be imbibed by HR executives.
  • Training Management: One of the key functions of HR is training. Employees need to be trained and it is the job of HR to ensure this happens. Competence mapping, needs identification, training planning, training conduct, and training evaluation are key skills HR executive needs, which they can get as a part of human resources professional certification.
  • Compensation Management: Compensation is the salary and perquisites given to employees. HR has a key role in helping management to decide the compensation and in salary hikes, bonuses, etc. Best practices can be learned through training.
  • Talent Management: The talent of employees is what drives them to achieve success. It is the job of HR to identify talent and nurture it for the benefit of the organization. HR staff needs to be trained in this key area.
  • Career Development: HR’s job is not just to select an employee but it involves helping them grow in their career. Career planning, succession planning, and performance management are key aspects HR staff needs to know as a part of their work.
  • Employee Retention: With competition, talented employees get lucrative offers from recruiters. HR staff needs to devise policies and programs to ensure employees are happy at their work. This will keep them satisfied so that they continue in the organization.
  • Employee Engagement: One of the latest trends in HR is employee engagement. This involves bringing out the best in employees by making them emotionally connected to the organization. HR team members need to be trained on best practices in employee engagement so that they can implement it in their work.
  • Exit Management: When an employee exits, there is paperwork to be completed. There are other things HR needs to do. This includes trying to find out reasons why an employee is leaving. This will help HR Managers to identify areas of improvement in their HR processes so that they can improve in the area of employee retention.

HR training for small business

All of the above show the importance of HR management in an organization. HR is no longer about paperwork and recruitment, it involves nurturing human capital and harnessing their potential, so the organization can benefit. HR’s job is to create a win-win situation for employees and the organization. Achieving this is no easy task and it requires a lot of work. HR team members need to be skilled to ensure they can do this.

For small businesses, this is crucial. Since they are small in number, they need to ensure that employees are managed well so goals can be achieved. Small businesses may not have a large HR team. This is why they must provide effective human resource training for their key people, so they can manage their people assets effectively.

Via Human Resource Executive : Cappelli: Complexities of employee monitoring in an AI age

The media and the pundit class are fascinated with the idea that artificial intelligence will eliminate many or even most jobs, a claim that goes back at least 100 years—so far with zero evidence.

Where we should instead focus is on how AI will change the way work is done and how organizations are managed. The idea that technology, per se, drives new directions appears to be much less true than the reality that there are choices as to how any technology is used, and the choices seem to help employers push further and faster in the direction they are going anyway.

Let’s take perhaps the most prominent example of figuring out who is where. There is much tsk-tsking about China’s use of facial recognition to identify individuals and what they are doing in public or, even easier, in private. Cameras have to be able to see your face to make that happen, of course, so there are other technologies that don’t even need that. One of them is “gait analysis.” If you are a runner, you will recognize this involves figuring out the idiosyncrasies of how your feet hit the ground to match you with shoes. Because our gait is relatively unique, it is a way of identifying who you are even if we cannot see your face, especially if we have special pads on the ground to measure gait carefully.

There are even better capabilities within organizations, though, and here we enter the fascinating world—or “space,” as strategy people refer to it—of “interior positioning.” In other words, figuring out who is in your building and where they are going. Security cameras can obviously do this, again with the limitation that the cameras have to see your face clearly. We also have “typing cadence” software, much like gait analysis for your fingers, to determine whether it is really you on your computer or someone else.

We have long had badges that we have to swipe in and out (and you thought time clocks had gone away?), although they only work when walking into facilities that have a card reader.

Interior positioning means tracking where people are in real time, through their cellphone signals. Nadir Ali, CEO of Inpixon, explained to me what the company and their competitors do. There are now maybe a dozen other companies playing around the space, some of them much bigger security vendors. Why would you want to know where people are in your building at any moment? There are obvious security concerns: Someone who is not an employee is in a sensitive part of our facility. Why are they there? Another obvious use is to find someone in an emergency, especially in a big facility like a medical center: Your spouse is trying to reach you, and your cellphone seems to be off.

Ali says that clients look at anonymized data to find problems, say, in building design: How many people are actually using our meditation room? When are the long lines at our coffee station? You probably know some of this anyway just by looking around, but what if the use isn’t so obvious? (e.g., the meditation room is always jammed after company town-hall meetings.) As with proximity badges (but cheaper and less obtrusive), you could see whether employees interact with each other and where they do it. All that sounds very positive.

Of course, you could also use this to see how much time Fred is spending in the break room, how long employees are out of the office at lunch, who had been hanging out with the employee who was just fired for embezzlement, and which pair of employees are together so often and in so many private places that it does not seem that their relationship is, shall we say, strictly professional.

Which direction will this technology take us? I’d bet—a lot—that it will take employer by employer wherever they are already headed. In a CFO-driven, penny-watching company, monitoring lunch breaks and looking for cheaters and thieves will be the big priority. A glassdoor-watching, employer-of-choice company will be reducing wait times and designing better office space. Maybe this seems obvious, but we never talk about the fact that technology in the workplace is really an enabler, taking us even faster to where we were already going to go with our employees.

Via Entrepreneur : How to Win the War for Talent in 2020

The first step is acknowledging that talent has already won.

No matter which 2020 workplace predictions or forecasts you read, people are the focal point. The need to attract and retain talent in a competitive labor market will continue to intensify regardless of technological innovations through AI and automation. Developing a distinct employment brand and fostering a strong culture to attract and retain talent isn’t new, but it’s never been more critical. These six practices will elevate your talent game in this new decade.

1. Put culture first.

The best way to make something important is to talk about it early and often. Starting every meeting with a question about culture, hiring or employee retention illustrates its importance and keeps it top of mind for everyone. Wondering what to focus on when it comes to your company’s culture? As a recent Glassdoor blog post recommends, “Forget about fancy perks like free food and ping-pong tables. The three most significant drivers of employee satisfaction are a clear mission, high-quality senior leadership and career opportunities.”

2. Get your employer brand right.

Seventy-five percent of job seekers consider an employer’s brand before even applying, so ensure your online footprint tells the story you want it to. Building a reputation as a top employer is important. In addition to your website and social media- and professional-networks, focus on third-party reviews, employee testimonials or awards or certifications.

Your employer brand is how you market to prospective employees. It is the public perception of your company as an employer, but it also describes your employee value proposition to potential and current employees. Be sure to define the values of your organization, both how it’s unique and what it stands for, communicating that your organization is a good employer and a great place to work.

3. Prioritize training over recruitment.

As AI and automation continue to gain traction in almost every workplace, it’s time to decide how your organization will adapt to this new reality. It starts with creating a culture of continual learning and change. People in today’s workforce, especially Gen-Zers, have high expectations for continuous learning and development. The companies that recognize this and respond to it will be able to attract and retain better candidates who will grow with the organization. To stay ahead of your future hiring needs, develop a comprehensive learning and development strategy that forecasts the skills you will need in the future and develops your people to match your future needs.

4. Focus on the candidate experience (i.e. play the long game).

Job candidates today expect a consumer-level experience. It takes a human touch to develop a relationship with the candidates and convince them to become employees. Not every candidate will join your organization, but every one of them will have an opinion about whether your organization is worth joining, and they are likely to share this information with others who may be your target candidate. Even if you choose not to hire someone now, treating them well and keeping in touch is invaluable as your needs change over time. Furthermore, we are seeing a significant surge in boomerang employees who come back to organizations after leaving if they are treated with respect and maintain relationships internally.

5. Amplify your recruitment efforts.

Tech tools such as ATS systems and AI candidate profiling should enhance, not replace, the human touch. Today’s tech tools can cut through most of the legwork so recruiters or hiring managers can focus on marketing your employment brand and the candidate experience. Recruiters of the past who are known to “post and pray” are no longer effective and are being replaced by super-recruiters who are part headhunter, part digital strategist and part customer-service expert.

Always get your employees involved. They are your best recruiters and can expand your talent pool tenfold just sharing the postings.

6. Don’t kill the office yet.

There is no doubt that flexibility and the ability to work remotely are top drivers for people accepting new jobs and staying at organizations, but that’s not the whole story. In a world shifting more and more towards knowledge work, physical proximity to other creative people is becoming more important, not less. Working together helps us build trust and community, collaborate and socialize, as well as giving us infrastructure and support. Rest assured, the office is not going away any time soon; most top employers are finding a blend of remote and office work is optimal.


A series doesn’t become the juggernaut Star Wars has without having universal themes that resonate on many levels. One expert highlights the key lessons association execs can learn about effective work environments from the film series.

With the latest Star Wars film sitting atop the box office last weekend, it’s easy to think of the nine-film series as simply riveting entertainment. But the films have resonated for more than 40 years because of the universal themes they convey about the human experience. Keeping that in mind, Star Wars has much to offer us in the field of talent management.

Even without deep analysis, we can figure out the Sith approach of force choking staff to death is ineffective in respect to both employee retention and organization morale. The Jedi approach, which emphasized mentoring and guiding talent along their journey to reach their full potential, seems the clear winner if we’re seeking methods to emulate. But what are the keys to this approach that you can apply in your own association?

To find the answers, I spoke with Mark Peterson, a University of Wisconsin-Milwaukee professor who teaches a course that explores Star Wars. He offered his take on the workplace journey, mentoring, and letting go.


The films began in 1977 with Star Wars: A New Hope, which would later become film four in the complete series. The original Star Wars films—as well as the two subsequent trilogies (Episodes I-III and Episodes VII-IX)—showcase a pattern important to workforce dynamics.

“There is this pattern in the films, and I think this is good in management circles,” said Peterson, who has dabbled in management consulting work. “You start off as Luke, and eventually you turn into Obi-Wan, and eventually you become Yoda.”

It is important for organizations to help meet people where they are in their journey, whether it be a novice Luke, a seasoned Obi-Wan, or the grand master Yoda. At each point, they need different tools to help them achieve their goals.

“Everything in Western mythology tells you how to get from Luke to Obi-Wan, and nothing tells you how to get from Obi-Wan to Yoda,” Peterson said. “But there are tools for every stage. If you look at the end of Episode III, when Obi-Wan goes to Tatooine to watch over Luke, Yoda gives Obi-Wan exercises to do so he can evolve.”


While the Empire culture seems to be one of trial by fire, where you learn to keep your mouth shut after seeing colleagues murdered, the Jedi pride themselves on immersing Padawans in the culture.

“It’s the distinction between orientation and onboarding,” Peterson said. “With orientation, you give them the parking pass and keys, leave them alone, and they flounder and die. Onboarding is getting them into institutional culture.”

Good onboarding is essential. “Obi-Wan isn’t just giving Luke his parking pass and light saber,” Peterson said. “He’s also getting him imbued in Jedi culture. What does it mean to be this person? Obi-Wan takes him in and says, ‘Here is what you watch out for.’”

In addition to cultural acclimation, it’s important to have a mentor who can help navigate problems that would otherwise stop newbies’ progress. “Those are the things that keep you from getting underway,” Peterson said. “In Luke’s case, it’s all those people who threaten him at Mos Eisley [Cantina]. Obi-Wan helps him get over that, and he meets Han and Chewie.”


In the Star Wars universe, much as in the work world, when you have employees who have been successfully nurtured and mentored, it’s important to know when to let go.

“The reality is, Yoda could have stopped Luke [from leaving Dagobah in Empire Strikes Back] if he wanted to. But he knew it was time to let him go,” Peterson said.

Letting go at the right time helps people grow and succeed. “The holy grail is figuring out who you really are,” Peterson said. “The moment where it happens in [Return of the Jedi] is where Luke refuses to strike down the emperor. He says, ‘I’m a Jedi; you can’t turn me anymore.’”

And while most of us won’t save the universe or restore balance to the Force, we can make a difference by doing our job well. “We learn that by being who you are, you actually make the world a better place,” Peterson said.

You’ve seen the expert’s take. What lessons has Star Wars taught you about talent management? (Feel free to go deep into the canon; we don’t judge.)