HR and Recognition
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Behavioral Change: Behavior-Motivating Recognition Programs on the Rise ... - Workforce Management

Behavioral Change: Behavior-Motivating Recognition Programs on the Rise ...
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Rethinking Human Resources in a Changing World | KPMG

Rethinking Human Resources in a Changing World | KPMG | HR and Recognition | Scoop.it

 

KPMG International commissioned a study of executives across the globe to probe deeply into the challenges that the HR function face and to gain a deeper understanding of the opportunities that lie ahead. The study also explores how the HR function can transform itself to become a strategic partner to the business.

Rethinking Human Resources in a Changing World provides a fresh view of the path ahead for leaders of the HR function.

 

Key insights:

 

About eight in ten (81 percent) respondents say that putting in place the most effective talent management strategy will be key to competitive success.Fifty-five percent of survey respondents believe the metrics that define success in HR today will fundamentally change over the next 3 years.Powerful technologies, emerging in times of heightened financial constraints, present a rare opportunity for HR to enact long-overdue reinvention.


Via The Learning Factor, TonyDeblauwe
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The Learning Factor's curator insight, February 27, 2013 2:37 PM

This study looks at forces influencing Human Resources (HR), how technology is shaping HR’s response and what HR might look like a decade from now.

Diego Gerardo Yáñez Segura's curator insight, April 16, 2013 1:02 PM

Este artículo ilustra de buena manera la forma en que el departamento de recursos humanos contribuye a la optimización y reducción de costos en la empresa.

 

Así mismo, este artículo nos habla de una serie de desafíos que enfrenta recursos humanos para la consecución de los objetivos de la empresa, los cuales son:

 

a)    El reclutamiento y la retención de "talentos", en particular la retención, en un ambiente donde el compromiso del empleado ha sido y será un reto.

b)    Adecuación de la oferta de talento en donde las oportunidades de crecimiento son mayores.

c)    Desarrollo de carreras mundiales, lo cual permita crear organizaciones más innovadoras, ágiles y receptivos a nivel mundial.

d)    Hacer que el perfil de los empleados se ajuste de mayor manera a la descripción de puestos ya establecida.

e)    El uso inteligente de la tecnología para administrar el personal de la empresa.

f)      Lograr una fuerza de trabajo optimizado que tiene una mezcla adecuada de los tipos de empleados.

 

Como resultado de los desafíos ya mencionados, los ejecutivos de recursos humanos se centran en lo siguiente:

 

equilibrio entre lo global y lo local - la gestión, la contratación y la identificación de talentos del mundo, conservando importantes conocimientos locales.la gestión de una fuerza de trabajo flexible y virtual - pero no a costa de la lealtad y el desarrollo profesional.retener el mejor talento - el mantenimiento de la participación de los empleados en la cara de un menor compromiso, fuerza de trabajo más flexible.

 

Este artículo es de suma importancia, ya que nos muestra los retos actuales a los que se enfrenta el departamento de recursos humanos para la consecución de los objetivos y metas finales de la empresa.

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BigData in Human Resources: Talent Analytics Comes of Age

BigData in Human Resources: Talent Analytics Comes of Age | HR and Recognition | Scoop.it

There are around 160 million workers in the US alone, and most companys’ largest expense is payroll. In fact in most businesses payroll is 40% or more of total revenue, meaning that total US payroll expense is many billions of dollars.

How well do organizations truly understand what drives performance among their workforce? The answer: not really very well. Do we know why one sales person outperforms his peers? Do we understand why certain leaders thrive and others flame out? Can we accurately predict whether a candidate will really perform well in our organization?


Via The Learning Factor, TonyDeblauwe
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The Learning Factor's curator insight, February 17, 2013 9:34 PM

A great article on the use of BigData in HR. Data definately tells us that we may have been looking at the wrong things in relation to a number of HR practices. Take a look at a good example of recruiting sales people.

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How Employee Engagement Drives Growth - Gallup.com

Minnesota Public Radio
How Employee Engagement Drives Growth
Gallup.com
It's great when companies try to improve employee engagement and even better when they measure it.
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How Market Leaders Accelerate Executive Leadership Development

How Market Leaders Accelerate Executive Leadership Development | HR and Recognition | Scoop.it

Who owns talent? Does it belong to the department that directs its daily activities? To the organization as a whole, to deploy and re-deploy as it sees fit? To the individuals themselves who can take it to a competitor? If your company's culture is mired in silo-think, it can sabotage the development of executives and impede profitable growth.


Via Karl Wabst
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Karl Wabst's curator insight, June 19, 2013 4:17 PM

Organizational change is being driven by new economic and market conditions. This is not new. What is new are the importance of new communications driven by technology, and the evolution of the social customer.

 

In the old days, maybe 25 years ago, military inspired command and control thinking dominated how companies were structured. That thinking emphasized centralized control and compartmentalization.

 

Firms were divided along departmental lines. The company was “us.” Customers were “them.” Internal communications were controlled by protocol focused on rank or hierarchy, not efficiency or effectiveness in meeting customer needs. This produced internally focused organizations with a parental mindset.

 

Customers were like children. Employees were viewed in a similar light. Both groups received guidance, products and services deemed appropriate by the company.

 

Global communications, thrown into high gear by the evolution of the Internet, changed the landscape. Adoption of new communications methods has changed our ability to do business with businesses in far-flung locations. New markets were opened to billions of people overnight. Companies that cannot respond are swallowed or driven to extinction.

 

Social business thinking is a response to the communications revolution. It emphasizes speed and customer-focus. Internal resources work across siloes to focus on customer experience, not internal politics.

 

Employees are empowered. Control of decisions and data are moved to the edge of the company to provide faster response. Employees have to adapt to new ambiguous roles. They are more accountable for their decisions. They have to think about, and drive their own career development.

 

Customers have a voice and work with the organization to identify feature improvements, solve problems, improve quality, and targeting of needs and wants.

 

Many companies are in transition between corporate structures modeled on hierarchical military organizations and flatter structures. The new models emphasize response to current and future global economic, market conditions and the evolution of the social customer. Talent management strategies are changing as a result. Read this report for the latest findings from the Institute for Corporate Productivity (i4cp).

Wired2Cloud's comment, June 19, 2013 11:46 PM
A good read for managers and leaders...
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HubSpot CEO Brian Halligan on company culture - Business Insider

HubSpot CEO Brian Halligan on company culture - Business Insider | HR and Recognition | Scoop.it
HubSpot CEO Brian Halligan on creating a great culture, engaging millennials, and building a great company.
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10 Steps to Make Your Employees Smile

10 Steps to Make Your Employees Smile | HR and Recognition | Scoop.it
A common-sense approach to building a company culture of engagement.

Via John Michel
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John Michel's curator insight, June 19, 2013 11:48 PM

 Here are 10 things You can do, without fail, to make employees smile: 


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If you don’t create a culture at your company, a culture will create itself. And it won’t be good.

If you don’t create a culture at your company, a culture will create itself. And it won’t be good. | HR and Recognition | Scoop.it

All the best companies share the characteristic of deeply transpersonal cultures. We are only made fully human by putting others before ourselves, a deeply affirming moral stance, grounded in social connection.


Via Kenneth Mikkelsen, David Hain, John Michel
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Jenny Ebermann's comment, June 27, 2013 2:03 PM
I could not agree more!
malek's curator insight, June 27, 2013 5:31 PM

Where the rubber hits the road

Mike Milazzo's curator insight, June 28, 2013 6:48 PM

right on