Digital Transformation of Businesses
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Digital Transformation of Businesses
A selection of documents, articles, papers, videos and other content for those interested in the transformation that is required when going 100% digital in an organization. I also try to highlight the impacts, both positives and negatives of that transformation. Like it? Please click "Recommend"
Curated by Farid Mheir
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43% of the US workforce will be freelancers in 2020

43% of the US workforce will be freelancers in 2020 | Digital Transformation of Businesses | Scoop.it

By exploiting technology to enable workforce transformation, leading companies will create highly adaptable and change-ready enterprise environments that are able to meet today’s dynamic digital demands.


This liquid workforce competitive advantage is apparent as IT and business executives surveyed report that “deep expertise for the specialized task at hand” was only the fifth most important characteristic they required for employees to perform well in a digital work environment – other qualities such as ‘the ability to quickly learn’ or ‘shift gears’ were ranked higher.

Farid Mheir's insight:

Accenture new report shows that digital transformation enables something big in the workforce: autonomy.

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André Bélanger's curator insight, February 10, 1:08 PM

C'est toute la dimension de la protection sociale des travailleurs qui doit être repensée. Comment s'assurer que l'État protège ces travailleurs et éviter de s'en remettre au marché, comme c'est le cas pour Uber?

Russell R. Roberts, Jr.'s curator insight, February 11, 1:52 AM

Thanks to reporter Farid Mheir for this look at the future workplace. Today's workplace environment is a lot different than the studios I once inhabited during my broadcasting career.  When I left the broadcast business in 2011, many of my station's staff were part-time engineers, technicians, IT consultants, and program managers.  Our full-time staff was very small.  That trend is accelerating, with many broadcast stations fully automated with new staff being hired for specific sales, IT, and engineering tasks.  The employee of the near future will work at a variety of temporary tasks for several companies--a "freelancer" with skills going to the highest bidder.  This trend will impact business health, insurance, and retirement plans.  A job for life with retirement at age 65 will no longer be the standard for most of the working public.  Aloha, Russ.

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Buffer Salary Formula, Calculate-Your-Salary App and the company's transparency

Buffer Salary Formula, Calculate-Your-Salary App and the company's transparency | Digital Transformation of Businesses | Scoop.it
We’re sharing a new version of Buffer's transparent salary formula, and a web app that anyone can use to find out what you might make on the team at Buffer.
Farid Mheir's insight:

I wrote about this company's experiment to make everything public.

http://sco.lt/6Ixvt3

From employee equity, fundraising, revenue and now a new salary calculation method that applies to everyone, CEO onward. Very interesting insight and a good reference for anyone starting a new company...

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Supercomputer takes on cancer

Supercomputer takes on cancer | Digital Transformation of Businesses | Scoop.it

IBM is now training Watson to be a cancer specialist. The idea is to use Watson's increasingly sophisticated artificial intelligence to find personalised treatments for every cancer patient, by comparing disease and treatment histories, genetic data, scans and symptoms against the vast universe of medical knowledge.

Such precision targeting is possible to a limited extent, but it can take weeks of dedicated sleuthing by a team of researchers. Watson would be able to make this type of treatment recommendation in mere minutes.

The IBM program is one of several new aggressive health-care projects that aim to sift through the huge pools of data created by people's records and daily routines and then identify patterns and connections to predict needs. It is a revolutionary approach to medicine and health care that is likely to have significant social, economic and political consequences.

Farid Mheir's insight:

IBM Watson computer is now being trained as a medical doctor and is now study for a fellowship in cancer diagnosis and treatment.


WHY THIS IS IMPORTANT

All jobs are candidates to replaced or drastically transformed by software. I wrote about this in the past but this text in paper says it best.


"While there's much debate about the extent to which technology is destroying jobs, recent research has driven concern. A 2013 paper by economists at the University of Oxford calculated the probability of 702 occupations being automated or " roboticised " out of existence and found that a startling 47 per cent of American jobs - from paralegals to taxi drivers - could disappear in coming years. Similar research by MIT business professors Erik Brynjolfsson and Andrew McAfee has shown that this trend may be accelerating and that we are at the dawn of a "second machine age"." 


Also see

- about the second machine age and digital transformation 

http://www.scoop.it/t/digital-transformation-of-businesses?q=mcaffee 

- half of jobs are vulnerable http://sco.lt/5Loi3d 

- impact on jobs 

http://www.scoop.it/t/digital-transformation-of-businesses?q=jobs 

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Eléonore PINAUD-PLAZANET's curator insight, July 10, 2015 4:45 AM

La robotique d'Asimov est en marche.

Ian Harris's curator insight, March 19, 7:20 PM

IBM Watson computer is now being trained as a medical doctor and is now study for a fellowship in cancer diagnosis and treatment.

 

WHY THIS IS IMPORTANT

All jobs are candidates to replaced or drastically transformed by software. I wrote about this in the past but this text in paper says it best.

 

"While there's much debate about the extent to which technology is destroying jobs, recent research has driven concern. A 2013 paper by economists at the University of Oxford calculated the probability of 702 occupations being automated or " roboticised " out of existence and found that a startling 47 per cent of American jobs - from paralegals to taxi drivers - could disappear in coming years. Similar research by MIT business professors Erik Brynjolfsson and Andrew McAfee has shown that this trend may be accelerating and that we are at the dawn of a "second machine age"." 

 

Also see

- about the second machine age and digital transformation 

http://www.scoop.it/t/digital-transformation-of-businesses?q=mcaffee 

- half of jobs are vulnerable http://sco.lt/5Loi3d 

- impact on jobs 

http://www.scoop.it/t/digital-transformation-of-businesses?q=jobs 

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Data analytics for HR: how to make effective recruitment

Data analytics for HR: how to make effective recruitment | Digital Transformation of Businesses | Scoop.it

"If we can apply science to improving the selection, management, and alignment of people, the returns can be tremendous."


Via Luca Naso
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Luca Naso's curator insight, February 10, 2015 10:50 AM

Big Data help to make better decisions also when it comes to choose a "person".

1. Tune hiring policies

2. Focused recruitment marketing

3. Evaluation based on "public" work

4. Proactive hiring

5. Recruiters still matter (and they need to update their own skills)

Kent Ip's curator insight, August 10, 2015 12:49 AM

Good to know.

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Avec le big data, le recrutement entre dans une nouvelle ère via @jeanfdeschenes

Avec le big data, le recrutement entre dans une nouvelle ère via @jeanfdeschenes | Digital Transformation of Businesses | Scoop.it
Jamais les recruteurs n'ont eu accès à autant d'informations sur les candidats. Ils doivent maintenant apprendre à les sélectionner, les analyser et les valoriser.
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Using Digital Tools to improve HR via @capgemini

INFOGRAPHIC: Using digital tools to unlcok HR's true potential.
Farid Mheir's insight:

Infographics that summarizes the discrepency between what the market wants and needs - job seekers, employees - and what the talent professionals do, how they do it and with what they do it. I agree with Capgemini that HR still lags in its techniques, its communications and its technologies (even though the infographics is a bit light on details and the recommendations feel a bit generic)


Case in point. Most organizations still rely on job postings and physical interviews to source candidates and assess their expertise. Few if any have moved the sourcing into social networks, leveraging the LinkedIn and Facebook networks of their employees (who better to know a good engineer than your existing employees in the engineering department - after all they probably went to school with most of them!) to identify the most promising candidates, getting recommendations from people that know them and trust them, then calling them up for a video interview.


In this "Sourcing 2.0" scenario" no resume changes hand before a candidate has been vetted by its peers, thus reducing the number of interviews and increasing the quality of candidates that are being interviewed. Moreover this provides HR teams with access to "passive candidates", ie. those guys and girls that have a job right now and may need just the right kind of push to switch to a new job, employer or position...

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Mobile Recruiting Playbook via @linkedin

Mobile Recruiting Playbook via @linkedin | Digital Transformation of Businesses | Scoop.it
Everything you need to kickstart your mobile recruiting strategy
Farid Mheir's insight:

Recruiting digital transformation is being forced by candidates, with the HR professionals largely staying behind and holding on to old ways. One read that may help provide data that candidates are going in another direction.

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@Capgemini survey and analysis says talent has gone digital but not HR

In this Capgemini Consulting research report we look at why talent has gone digital and HR has not. We also outline how HR can unlock its true potential through
Farid Mheir's insight:

This report by Capgemini raises important concerns regarding the very low usage of digital technologies by HR professionals. This is in sharp contrast with the data that proves the usefulness of digital tools in the recruitement and talent management in general.


Unfortunately, I believe HR is plagged with two problems that prevent these problems from being addressed rapidly


1- HR is a support process and thus considered a cost center. To that end, investments into new technologies that may help to improve the candidate recruitment process to bring higher quality candidates is often not approved because of the difficult to demonstrate a hard number ROI


2- HR professionals pushback against digital technologies and the required business process transformation it requires. It is indeed often difficult to have HR professionals turn to crowdsourcing and social network interactions (ie. spending a lot of time in front of a computer to roam linkedIn and facebook and other networks to source and qualify candidates) rather than spending time doing phone and in-person interviews. This will change with younger generations and millenial but one should not minimize the pushback they may receive and plan for adequate and important change management.


As you can gues, I've been down that road a few times! ;-)

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Fabrice Schwertz's curator insight, December 14, 2013 10:13 AM

Les RH en décalage avec les candidats sur le plan digital ? Un rapport de Capgemini souligne l'important retard qu'accusent les RH dans leur usage des technologies numériques.

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Half of US jobs are vulnerable to computerization- How Technology Is Destroying Jobs via @MIT

Half of US jobs are vulnerable to computerization- How Technology Is Destroying Jobs via @MIT | Digital Transformation of Businesses | Scoop.it
Automation is reducing the need for people in many jobs. Are we facing a future of stagnant income and worsening inequality?
Farid Mheir's insight:

I am firm believer of the people-process-technology equilibrium. Digital transformation impact humans and if they are not willing to change, then technology implementation often fails. However, this paper makes the point that, over time, the transformation will occur and those that fail to change their way loose their jobs. 


What is even more interesting is the research that indicates which industries and sectors are most vulnerable in the next few years. Is your job on the list?


A nice short companion article to read is Report Suggests Nearly Half of U.S. Jobs Are Vulnerable to Computerization

http://bit.ly/18TDnjn 

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Are Games and Gamification Changing the Human Resources? Not yet. via @Accenture

Are Games and Gamification Changing the Human Resources? Not yet. via @Accenture | Digital Transformation of Businesses | Scoop.it
Read Accenture’s report on how games and gamification are changing - and disrupting - Human Resources (HR) in today’s modern enterprises.
Farid Mheir's insight:

The report is light but presents some interesting examples of the use of gamification in HR. Employee on boarding could benefit from gamification I beieve, as would training. The idea of talent sourcing gamification I also find appealing.


I have also seen games be very successful in sales team training with solutions developed by Talentuum for example. I've seen enterprise social networks leverage the peer rating and badge allocation that new solutions provide be successful. However, as in real life, "games" do not appeal to all and thus this is why I believe gamification is one tool amongst many that should be leveraged.

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Talent Acquisition can be "flipped" with innovative candidate sourcing tools

Whether you have resumes, spreadsheets, or just a business card from a promising candidate, you will have the ability to add these individuals to Recruiter. No more scattered and lost leads across the recruiting team; they can all be in one place. What’s truly unique about our solution is that records you create for your leads are linked to their LinkedIn profile. Information automatically stays up to date as members update their profiles, so you don’t have to do the work yourself. And of course you get the additional insight from status updates, shared connections, skills, recommendations and more to help you really connect with individuals you are interested in.

Farid Mheir's insight:

With the introduction of new tools such as the talent pipeline features within LinkedIn recruiter, it becomes easier to flip the recruitment process and perform candidate sourcing long before job requisitions are opened. Not only does this improve time-to-hire and cost-per-hire metrics, it transforms the recruitment process by growing access to "passive" candidates which are know to be of higher quality than "active" ones.

But in order to benefit from this recruitment "flip", talent acquisition professionals and HR department very often must transform their processes and re-skill their resources. This change often is difficult as the competencies for this novel recruitment sourcing approach breaks with the face-to-face interview process that most HR professionals are used to. I find that it is this cultural change that is most difficult to change, not the technology itself or the work re-organization that ensues.

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Stop Hiring People; Start Hiring Clusters

At our symposia in Barcelona, Orlando and Gold Coast – I presented my maverick research called “Stop Hiring People; Start Hiring Clusters”. The core idea behind it is that companies should hire pre-formed teams who have learned to work together and have their own tools and work practices, but to hire that team as a permanent asset of the company. This is different to teams of consultants, in that the team is a permanent part of the company. It is different to conventional employment, in that the company doesn’t have a relationship with the individuals in the team, only with the cluster – based on outcomes. The cluster is entirely self-managing – in the extreme case hiring and firing its own members and apportioning remuneration amongst its members, without the knowledge of the company.

Farid Mheir's insight:

This is a very interesting approach to take with regards to team management in highly dynamic and evolving areas where resources within the organization are not up-to-date, as is often the case with digital fields (eCommerce, social recruiting, IT architecture, etc.). In those areas, fidning and hiring a "cluster" of individuals instead of the individuals themselves may lead to much higher productivity and reaching goals much faster.


But this requires an organization that is ready to hire clusters ad make it happen. Inquire more in this HBR article from the original Gartner paper.

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Standing desks and walking stations replace office chairs at GSK's new Philadelphia offices

Standing desks and walking stations replace office chairs at GSK's new Philadelphia offices | Digital Transformation of Businesses | Scoop.it
About a year ago, Glaxo set up a pilot program in which employees could work at adjustable-height desks, among a slew of other workplace design changes in preparation for the company's move to new offices.


The design of the 208,000-square-foot Navy Yard office is "180 degrees from where we are today," he said, describing the current setting as a "cubicle world" not optimal for morale, productivity, or health.


In the new office space, no one has a designated seat; desk drawers have been replaced with lockers; trash cans and printers are in centralized areas to encourage movement; phones are embedded in computers; and workers could be typing away while sitting on a yoga ball or on a chair. And there are treadmill desks, known as "walking stations."

Farid Mheir's insight:

Going digital often means more time in front of a computer. This means a lot of time sitting at a desk. Transformation thus also must take shape in the design of office spaces. I have been embracing the standup station for 15 months now and found numerous benefits. Although I also find that it takes serious commitment as the transition from sitting to standing may be too much for some. I suggest going "hybrid" for a while: few hours on your feet, the balance on a chair.

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No job is safe from automation and robotization

No job is safe from automation and robotization | Digital Transformation of Businesses | Scoop.it
See how susceptible your industry is torobotic takeover.
Farid Mheir's insight:

Few jobs are safe from automation.

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Russell R. Roberts, Jr.'s curator insight, February 5, 1:51 AM

Thanks to reporter Farid Mheir for this warning.  In the months ahead, many formerly "secure" jobs will be staffed with robots, artificial intelligence, and sophisticated data processing equipment. Those of us who have been "downsized" (I'm one) from the communications, entertainment, and broadcast engineering career fields understand how devastating this trend will be.  It's the old argument:  people are too expensive and unreliable.  Machines don't get sick, take vacations, or complain.  Everything is bottom line these days.  No job or position is immune.  Those who still have jobs will be servicing and programming the machines that replaced people.  Be careful what you wish for--you may get it.  Aloha, Russ.

Johan Sundström's curator insight, February 8, 2:22 PM

Media 24%...

Grant Tucker's curator insight, February 14, 11:10 AM

This is why we all should be innovating within our chosen professions

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My experience on creating a #visual #resume to grab attention of clients and colleagues

My experience on creating a #visual #resume to grab attention of clients and colleagues | Digital Transformation of Businesses | Scoop.it
LinkedIn is the de facto source of information when I look for candidates to hire or when I present myself to potential clients and colleagues. I also have a resume, a 3-page word document with text and descriptions of my experience, field of expertise, education, etc. but I thought I needed a more visual way to present who I am and what I've done.Five years ago I created a visual version of my resume as a powerpoint document and uploaded it to slideshare.To my surprise, it attracted 88000 views
Farid Mheir's insight:

A short story on how I created a visual resume for myself and how I want to improve it.

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The full-stack employee: what it is like to be a "new" kind of employee

The full-stack employee: what it is like to be a "new" kind of employee | Digital Transformation of Businesses | Scoop.it
Defining a new class of hybrid worker.
Farid Mheir's insight:

Must read to understand what it means to be an employee in the new digital world...

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Farid Mheir's comment, May 25, 2015 3:15 PM
Thank you @Hector Romano@Andy Thompson. Please recommend my topic if you can!
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A new charter for HR: more tech use, more networked employees via @gigaom

A new charter for HR: more tech use, more networked employees via @gigaom | Digital Transformation of Businesses | Scoop.it
The concept of HR must change to support an increasingly distributed workforce that operates socially in increasingly ad hoc teams.
Farid Mheir's insight:

The paper advocates HR departments to become more networked and embraces technologies more. Read with care and remember this is a promoted report from a software company. The conclusions remain valid IMHO.

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Geoffrey Moore: Middle Class Job Creation in the Digital Era

Geoffrey Moore: Middle Class Job Creation in the Digital Era | Digital Transformation of Businesses | Scoop.it
Geoffrey Moore recently authored a Report focusing on middle class job creation in the Digital Era. These same forces that Mr. Moore describes in the context of job creation are disrupting the very...
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How digital technologies are changing the way we work | Accenture Outlook

How digital technologies are changing the way we work | Accenture Outlook | Digital Transformation of Businesses | Scoop.it
Intelligent processes, enabled by digital technology, create a virtuous cycle of constant improvement fed by continuous feedback. And they are set to soon reinvent much of the way that businesses are run.


  • First, managers and workers alike need to adopt an experimental mindset and skills. A firehose of data won’t put out a fire if managers don’t know how to direct it. Managers and workers will need to get more comfortable using data to design experiments that lead to meaningful results.  They will also have to live by rules that appear exotic now—along the lines of Facebook’s admonitions to “move fast and break things” and “done is better than perfect.” They will need to reward experimentation and foster a culture that encourages resilience in the face of inevitable failures. Companies have a steep learning curve ahead of them.
  • Second, managers will have to recognize that their real value-added contribution will increasingly take the form of judgment rather than knowledge creation. Knowledge work won’t disappear completely. But much of what is currently referred to as knowledge work—the formulation of plans, completion of forms and coordination of data files—will soon be done by software guided by algorithms. What remains is judgment work: balancing opposing views and stakes, crafting a plan of action and making decisions. But judgment requires insight drawn from experience, and experience often involves a form of experimentation.
  • Third, managers and professionals (whether they are in engineering, medicine, marketing, business strategy or operations) will need to get accustomed to taking advice from machines. No one disputes the value of contextual knowledge and human judgment, but it is a limited perspective—being able to see only what’s out your own window—that has most often prevented managers from seeing and exploiting opportunities for great gain.
  • Finally, managers need to understand that the pursuit of intelligent processes is a choice. They can choose conventional approaches, but if they do, they shouldn’t expect the powerful results that can come from intelligent processes. Capturing the benefits of new technology will not be automatic.
Farid Mheir's insight:

The article conclusions are very important to consider in all change management activities of a digital transformation. We must ensure that resources are comfortable with a new way to do things that may require skills they do not possess and that may clash with the way they have been brought to consider "knowledge work".

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Google Internal Grading System For Its Employees via @bi

Google Internal Grading System For Its Employees via @bi | Digital Transformation of Businesses | Scoop.it

When Google was less than a year old, John Doerr, one of its investors, made a presentation pitching the company on using a organizational system called Objectives and Key Results, or OKRs.

Read more: http://www.businessinsider.com/googles-ranking-system-okr-2014-1#ixzz2pisr6qmD

Farid Mheir's insight:

Not a digital transformation post per se, but applicable to all businesses, large or small.

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Who’s Hiring (and Who Isn’t) in Five Charts via @HBR

Who’s Hiring (and Who Isn’t) in Five Charts via @HBR | Digital Transformation of Businesses | Scoop.it
Five years after the start of the worst six months for the U.S. labor market since the Great Depression, we learned Friday that 203,000 new jobs were created in November and the unemployment rate dropped to 7%.
Farid Mheir's insight:

Trends is clear: study in tech and you'll have a job in the future. Also charts that show healthcare, governments and other growth industries.

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How Big Data can be leveraged in HR: Talent Analytics examples and case studies

HR / Talent Analytics orientation given as a guest lecture at Management Institute for Leadership and Excellence (MILE), Pune.

Farid Mheir's insight:

Have a look at section #3, starting page 17 for metrics and then for case studies to help Hr professionals gain a more data-driven visibility into the HR practie in their organization.

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Flip YouTube to a Recruiting Channel

Flip YouTube to a Recruiting Channel | Digital Transformation of Businesses | Scoop.it

There are three types of primary recruiting content you should focus on.

  1. Why not create SEO optimized video vacancies and use those in place of or in association with a written JD?  (According to the statistics presented here, job related web pages with video as opposed to just text are now 53 times more likely to show up on the first page of text results.) Talent will now be able to go directly to your video channel job vacancies making it a clear primary recruitment channel. Interviews with hiring managers make great content for this type of job video.
  2. Create some advice and training videos relating to applying for jobs and interviewing for jobs at your company and for specific positions within your company. By using these company specific or at least position/industry specific videos, you can attract qualified potential talent directly to your YouTube career channel. Consider these “how-to” videos, making it easy for candidates to understand your hiring process and practices.
  3. Include High Profile Content. If you have any high profile products, services, employees or anything which stands out, then build an employer branding video around this and once again this could attract qualified talent directly to your YouTube Channel. Focus on matching content to the audience for which you want to engage. For example, if your company is building a mobile app, have a Product Manager discuss the last mobile app they built and focus on the success and lessons learned.

Via LinkedIn : www.linkedquebec.com
Farid Mheir's insight:

I zlways look for digital flip opportunities. Here I believe that using YouTube or other video streaming channels are great ways to improve the recruitment process. If combined with other transformations in the recruitment process, this can indeed lead to a real flip. Nevertheless, videos are great way to improve the recruitment process and, if anything, differentiate organizations.


I worked wit Bombardier on their HR career improvements in the past where they created such a career youTube channel. It is a  start and when combined with attractive product videos, can help turn watchers into applicants.

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The Evolution of the Recruitment Consultant [Infographic]

The Evolution of the Recruitment Consultant [Infographic] | Digital Transformation of Businesses | Scoop.it
Infographic: Over the last four decades, the recruiter has transformed from a pompous, sales-driven corporate into a more social, relationship-focused cyber sleuth.
Farid Mheir's insight:

Cartoonish as infographics often are, yet provides insight into the evolution that recruitment has gone through over the past 4 decades. The focus is the change on the day-to-day activities of the recruitment professional.


The digital transformation also has impacted the selection process itself, with an avalanche of resumes made available through job boards and the ability for recruiters to perform pre-interview background checks, testing and other professional validations. This has the potential to cut down in the number of interviews performed.


More interesting however would be for recruiters to "flip" recruitment around by hunting for potential candidates using social networks rather than waiting for them to apply for positions. This would be the next step in recruitment evolution.

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51% of companies permit social networks at work

51% of companies permit social networks at work | Digital Transformation of Businesses | Scoop.it

Robert Half Technology offers four tips for using social media sites in the workplace:

  1. Know the rules of the road. Make sure you’re clear about what type of social networking use is permitted within your organization.
  2. Exercise discretion. Never share sensitive or confidential company information or post negative comments about your employer, or current or potential clients and customers.
  3. Get the scoop. If permissible, use social media sites at work to connect with customers and clients, follow thought leaders in your field or gather industry news.
  4. Play it safe. If you use social media on behalf of your company, make sure you protect your feeds by creating secure passwords, refraining from clicking on questionable links and limiting access to select employees.
Farid Mheir's insight:

Interesting to see that companies allow employees to connect to social networks at work. MAkes me think back at the old days of Internet (1995ish) when companies restricted Internet access. Nowadays this would be unthinkable, as the web has become a major work productivity tool (and time drain for most overwhelmed by the information at their fingertips).

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