A healthy economy is a good thing. But it also presents challenges when it comes to attracting and retaining top talent. First, everyone is pulling from the same, limited talent pool. And then there’s the issue of turnover, because now more than ever, employees are being tempted to pursue better opportunities.
Giving quality feedback can cause intense anxiety and receiving feedback gracefully is one of the hardest things to do. We want to be liked, after all. We want to appear as though we are competent in everything we do.
Recruiters are having trouble finding and hiring new job candidates these days, and it’s no wonder. The U.S. Bureau of Labor Statistics reported a national unemployment rate of 3.9% for December 2018. Plus, the skills shortage is seriously crimping the talent pool: In HCI’s annual talent assessment survey, Bridging the Skills Gap with Workforce Development Strategies, 62% of over 180 HR practitioners said a skills gap among their existing workforce negatively affects their ability to meet strategic goals. What’s more, 59% said external skills shortages are producing the same effect.
Concepts like Employee Voice, transparency, real-time feedback, and inclusion still sit on the “do not touch” list for many HR departments. Some People leaders are proponents conceptually, but when push comes to shove, the idea of embracing practices that give more power to employees can be too daunting or seem impractical.
As a busy HR professional, you already know that keeping employees engaged and motivated is crucial to retention and organizational success. The challenge is knowing what’s working (and what isn’t) so you can create the exceptional employee experience you need to drive these results.
The world of artificial intelligence (“AI”), big data, and predictive analytics presents great opportunities for employers to improve the quality and efficiency of their operations, including in employee selection procedures. Just as AI has revolutionized corporate marketing and advertising techniques, it promises to significantly change the future of employment decisions. But failure to exercise proper precautions can present serious risk that carries severe legal consequences.
Let’s face it: Employee engagement programs often fail. In fact, they fail a disheartening amount of the time. The most common reason is because far too few people are doing what the whole initiative was designed for: using data to take effective action to help people be happier and more successful at work. There are big opportunities missed when managers lack the tools and accountability to act on insights from their people data. The unwanted results: employee attraction, performance, and retention suffer; speed and quality of decision-making are sub par; and people feel undervalued and disengaged. This is a critical problem worth solving, and many companies are turning their focus and efforts to doing just that — igniting meaningful, visible action.
The ease and convenience afforded by modern technology has changed the way society functions, shaping new social norms and fundamentally altering how we interact with each other and our environments. This rate of change isn’t just constant – it's continuously accelerating. The 20-teens haven’t just sped up our banking processes, but also brought us virtual assistants, self-driving cars, and ever-more-sophisticated wearable technology.
Most large organizations have made strides to increase diversity in their workforces, and many implement diversity training to help their leaders and employees be more aware of the issues faced by a diverse workforce. But too often this training fails to achieve its desired results and can leave people feeling confused about what concrete steps they can take to benefit from an understanding of diversity; in essence they miss out on the more important aspect of Diversity & Inclusiveness initiatives -- the “inclusiveness” element of the equation.
My friends and I lived for weekend memories made around fun times that finished with a movie. We thought that sure-bet source of entertainment would always be there for us, just down the street.
Marketers learned years ago that if you can figure out exactly what your customer wants, you establish your strategy, brand, product and communications to cater to your customers and accomplish results. Often, tactics that marketers use end up being adopted by HR a few years later. All year long, but especially during open enrollment time, there are lessons that HR can learn from marketing.
In our most recent Talent Pulse report, we found that 29% of organizations are moving from an annual performance review to a continuous feedback approach. This is great news as supportive, nonevaluative, timely, and specific feedback helps people achieve their goals at work. Yet our research shows that we all can get better at giving, asking for, and acting on performance feedback.
Who is the external workforce? Before we can manage and engage these types of workers, we need to define who they are.
It was the fourth day since Hurricane Katrina had struck New Orleans, and as I walked out of the elevator in my 4-star French Quarter hotel I was met by a scene that stopped me dead in my tracks: the lobby was completely empty, and the front doors were chained and padlocked. Just the night before, there had been so many sweaty, desperate people in that lobby that I could hardly get through the crowd. Now, just eight hours later, I was the only person left in the entire hotel. I had been abandoned.
When you think of typical approaches to engagement, what do you think of? Most strategies presented to me consist of external inducements: things like cash bonuses, reward and recognition systems, and one-off manager trainings that have been around for decades. Organizations have simply spent too much time thinking of ways to externally influence employees into doing what they desire and too little time tapping into the natural drivers of engagement. We need to let go of our transactional approach to engagement and instead focus on a more authentic, employee-centered approach.
As one can imagine, biometrics are expected to change the way we work, and because of biometrics’ impact on individual candidate and employee experience, HR must adapt to each change brought about by these new, untouchable technologies.
You need the right People Analytics Leader in order to build an effective and strategic people analytics function. This person is the key evangelist and visionary for data-driven decision making, and ensures the use of people analytics always delivers values to the business.
According to research by LinkedIn, 70% of U.S. employees wouldn’t work at a leading company if it meant they had to tolerate a bad workplace culture. It should come as no surprise then that creating a positive organizational culture is a high-priority initiative for HR leaders today. There are a few reasons why.
While there is no proverbial silver bullet to your organization’s talent woes, a rigorous, adaptive approach to strategic workforce planning will go a long way to ensuring you have the talent you need to deliver on business strategy.
We keep doing things the same way. We keep treating customers the same way, but why? Once you learn to recognize those biases, you can learn to mitigate them by making really simple changes in your behavior.
Social intelligence is our differentiator from artificial intelligence. It’s how we better ourselves as leaders, as team members, and most importantly -- as humans.