Creative thinking skills are closely aligned to the critical thinking skills. Both types of thinking will allow you to process information more effectively and productively. Creative thought is built upon a foundation of critical thought; if flawed or fuzzy thinking is the basis for creative efforts, these efforts will rarely be fruitful.
Technology is getting smaller As a child of the 70s and 80s, I know all about BIG technology. Seriously, guys these days don’t know they’re born. I had to wear a back pack for the batteries to support my first Walkman (yeah, I know…..what’s one of those?) and that’s before I talk about my first mobile phone…..which was great. As long as you were within three minutes of a charger. Not forgetting that it used to take a small army to return the TV to Radio Rentals when you wanted to upgrade to push button technology. But here is the thing. Whilst hardware has got smaller, so has software. Smaller and a hell of a lot more powerful. There is a platform or solution for almost every single thing you do within the HR department. Hell, thinking about it there is probably even an app that mopes about having a seat at the table too. We should be engaging with this new small technology, seeing where it fits into our business, deploying it effortlessly and through it creating a better employee experience.
Over the next 15 years, developing countries are likely to experience sweeping changes in how states and societies engage with knowledge. These changes hold the potential to improve people’s lives by making information more available, increasing avenues for political and economic engagement, and making government more transparent and responsive. But they also carry dangers of a growing knowledge divide influenced by technology access, threats to privacy, and the potential loss of diversity of knowledge.
Big data is changing the way companies and industries operate. Although virtually all businesses acknowledge the trend, not all of them are equally prepared to meet the challenge. The companies in the best position to compete have transformed themselves into "data-driven" organizations. Data-driven organizations routinely use data to inform strategy and decision-making. Although other businesses share the same goal, many of them are still struggling to build the necessary technological capabilities, or otherwise their culture is interfering with their ability to use data, or both. Becoming a data-driven organization isn't easy, however. In fact, it's very difficult. While all organizations have a glut of data, their abilities to collect it, cleanse it, integrate it, manage it, access it, secure it, govern it, and analyze it vary significantly from company to company. Even though each of these factors helps ensure that data can be used with higher levels of confidence, it's difficult for a business to realize the value of its data if its corporate culture lags behind its technological capabilities.
The technology world is buzzing about “big data” and Internet of Things (IoT). I understand the fascination. It is, after all, an impressive vision of the future. Aldous Huxley would be, well, maybe terrified is what Mr. Huxley would be. But, make no mistake - this is a brave new world we are living in. And, it seems certain the future is bright for these innovations. What exactly is “big data” anyways? As an emerging technology, definitions vary but here is one from TechTarget we can work with: “Big data is an evolving term that describes any voluminous amount of structured, semi-structured and unstructured data that has the potential to be mined for information. Although big data doesn't refer to any specific quantity, the term is often used when speaking about petabytes and exabytes of data.”
Indeed, there is great variability in the savviness of HR or OD functions in organizations. While some employ advanced predictive analytics on their state-of-the-art HCM software, others toy with analytics by exporting data to Excel and manually manipulating it. Others either don’t analyze their data at all or don’t even have HCM software for analysis. You’d be surprised at how many companies fall into the third category.
A large part of talent management comes down to understanding an organization’s demand for talent and then identifying and or building a supply of internal and external candidates to fill that demand. Demand can be described by answering a set of questions like the following: - What are the goals of the business? - What are the types of work required to meet those goals? - What are the exact jobs that need to be filled to accomplish that work? - How many of those positions (holding each of those jobs) need to be filled? And by when?
Best practices waren een lange tijd in de mode; laat zien hoe de ene organisatie het aanpakt, dan hoeft de andere organisatie zelf het wiel niet meer uit te vinden. Dat klinkt goed, maar in veel gevallen werkt het helaas niet. De omstandigheden zijn elders meestal net wat anders. Maar vooral blijkt dat het succes van een best practice vaak samenhangt met de persoon die het uitvoert. Diens enthousiasme en gedrevenheid maakt in veel gevallen het verschil.Best persons dus in plaats van best practic
The transformation of work in the digital, global era is gathering pace, with demonstrable benefits for business, people and the environment when it is well implemented. Yet many organizations cling to rigid, industrial age working patterns. Here, Alison Maitland and Peter Thomson set out their guidelines for making a successful transition to agile future work by challenging and changing organizational culture and management attitudes. We have drawn up what we call the ‘TRUST principles’ for organizations that want to make a successful transition from the old to the new world of work. 1. Trust your people 2. Reward results 3. Understand the business case 4. Start at the top 5. Treat people as individuals
Project Oxygen started out as an attempt by Google’s People and Innovation Lab (PiLab) to prove that managers don’t really matter. The internal team of researchers, who are focused on understanding how people work, ended up proving the opposite. It became one of the most impactful projects to ever come out of the group according to HR head Laszlo Bock, who spoke to Quartz ahead of the release of his new book Work Rules! Out of the gate, it proved to Google’s skeptical engineers that managers really do make a difference. But it also provided a roadmap to guide Google’s approach to management.
The fact that there is a gap in the number of data scientists and the number of people who have roles requiring them, is almost undisputed. There has been such a clamour for them in the past two years, that they can almost ask for any amount of money they want. Therefore, it is a career that many are looking at admirably, but it is not for everybody. So what does a data scientist need to know before they start? We believe that there are four skills that are an absolute necessity for people to have in order to become a data scientist. Maths Skills Much of the data systems that are used today, apply automatic algorithms to datasets. This means that manual analysis is not always necessary, they often even slow down the process and increase that chance of human error.
The European workforce is optimistic about the impact of digital technologies while companies face challenges in pursuing digital business models, according to new research by Accenture (NYSE: ACN) which reveals that more than four times as many workers think digital technologies will improve their working lives than those who think it will have a negative impact. The Accenture Strategy research of over 2500 workers and 500 business leaders in the European Union (EU) reveals that 57 percent of workers think new digital technologies such as robots, mobile apps, data analytics and artificial intelligence, will improve their working experience versus eight percent who think it will worsen it. Fifty percent of EU workers believe that digital technology will improve their job prospects compared to 12 percent who think it will limit them. Employeess in Spain and Italy are significantly more positive about the impact of digital on their working lives than those in the UK, Germany or France.
The Launch...of the Titanic Several weeks ago, I had the opportunity to work with a client who had - almost a year ago - purchased a truly state-of-the-art workforce analytics solution. They had worked with the vendor to configure the system, ship data to the vendor's cloud environment, train end users in the capabilities of the tool, and - with great fanfare - launch the solution to the HR organization. The Iceberg Appears However, in spite of all of their best efforts, they were unable to get much of what they needed from their new system. They found that they needed to call in an "expert" (in this case, yours truly) - someone who had more extensive experience with the technology and vendor. They hoped that - in engaging me - they would be able to get what was required - in this case, for a senior leadership talent review. They expected that - given the work that had been accomplished in launching the system - that it was simply a matter of getting the right person with the right skills to extract the right information needed. What Happened? ...........................
Japan is one of the first countries to address the planning implications of an aging workforce, and it’s not a surprise why. With the highest proportion of older adults in the world, by 2030 one in every three people in Japan will be 65+ years, and one in five people 75+ years. Increasing demands for senior services could at some point soon result in robots doing low-level jobs, such as delivering medicines, bedpans, or even companionship as the operating system does in the movie “Her.” Add to that declining birth rates and it also leads to new workforce planning implications. In many economies, due to advances in healthcare and declining birth rates, the population is graying and the workforce is shrinking, not only in Japan. Overall Europe experienced a 1 percent decline in population in the last decade, with Germany, Italy, and Spain all expected to experience population declines ranging from 14 to 25 percent, according to the United Nations Population Division. By 2030, China will have nearly as many senior citizens aged 65 or older as children aged 15 and younger, resulting in a workforce deficit.
What's next at Zappos? Commune? Nude Commune? The Washington Post reported on Friday that 14% of Zappos' employees took a severance package rather than work in a Holocracy - which is an organizational structure without managers. More from the Post: In March, Zappos CEO Tony Hsieh issued an ultimatum of sorts to his employees. If they didn't feel like they could get behind the company's radical new management system—in which there are no traditional managers or job titles—he would give them until April 30 to decide whether they wanted to leave in exchange for at least three months' severance. The company said it was offering the option to eligible employees in order to expedite the new system's adoption.
Now that the deadline has passed, it turns out that 210 employees, or about 14 percent of the online retailer's 1,500 workers, have taken Hsieh up on it. Zappos confirmed the number with The Washington Post, though declined to specify how that number breaks down among their sales representatives and executives. Need a refresher about Holocracy? Here you go: ............
As more and more instructors flip their classrooms or teach online courses, it's become increasingly important to create videos that can hold students' attention. Some instructors have experimented with new ways to make videos more interactive and engaging; for instance, including themselves in the picture along with their teaching materials. "Putting our face on the presentation allows us to offer nuances and to communicate with more richness and immediacy," said John Lammers, professor of communication and director of the Health Communication program at the University of Illinois at Urbana-Champaign. Here are five ways to take lecture videos up a notch and better engage students. 1) Dynamic Green Screen
We wanted to share the outline with Delivering Happiness readers to give you a framework for thinking about developing core values for your own organizations. Step #1 DECIDE IF YOU’RE COMMITTED to running a values-based company. This requires more patience with revenues and profits in order to lay the foundation. Make the decision sooner rather than later. Step #2 FIGURE OUT YOUR PERSONAL VALUES. It’s surprisingly harder than you think. Be honest with yourself. Try using Tribal Leadership author Dave Logan’s “Mountains and Valleys” Core Values exercise to help you define your personal core values by reviewing significant milestones in your life and/or life-changing events. Step #3 GET KEY PEOPLE’S PERSONAL VALUES. .................
After the 2013 holiday season, retailers were notably concerned about lower shopping volumes. There was a silver lining, though. As one digital marketing agency headlined a November 19 blog post, “The Holiday Season’s Greatest Gift Isn’t Big Cash. It’s Big Data.” Simply collecting Big Data does not unpack its potential value. People need to do that, and those people are hard to come by. Wal-Mart already captures from customer transactions more than 2.5 petabytes (2.5 quadrillion bytes—a 16-digit figure) every hour. That is, every 60 minutes, Wal-Mart stuffs the equivalent of 20 million four-drawer filing cabinets with data. Fifteen out of 17 US sectors now have more data stored per company than the Library of Congress. A McKinsey Global Institute study finds that this single data category has “the potential to provide more than $800 billion in economic value to individual consumers over the next decade.” Some gift! Provided companies can successfully unwrap and actually make use of it. Simply collecting Big Data does not unpack its potential value. People need to do that, and those people are hard to come by.
I’ve distilled what I’ve learnt as the head of Workforce Intelligence at McKesson for the last three years into three principles. I’ve presented these principles at a number of workforce planning and analytics conferences across the U.S. in the last year and the audience’s positive reception emboldens me to call them “laws.” However, since human capital analytics is a young field, I’ll leave the quotation marks in for now and await the evidence of your experiences to see if we can one day dispense with them. - First “Law” – The demand for workforce analytics grows exponentially - Second “Law” – The consumption of workforce analytics requires effort - Third “Law” – Workforce analytics trumps workforce planning – in most circumstances
The fact is that the world of work has changed, the employment relationship has changed and people, along with how they want to work, have also changed. We live in so called VUCA times, volatile, uncertain, complex and ambiguous, in which change has become the new normal. The turbulence in the business and economic environment requires a different mindset, especially in HR. It has a more flexible, amorphous role to play in organisations or HR will become Hardly Relevant. Inevitably, HR is in transition itself.
It was largely during the 20th century that corporations rose to power. Private enterprises— usually run by a cadre of professional managers rather than by entrepreneurs— came to rival the reach and influence of governments, controlling massive resources that were not bound by traditional borders. Today, however, that dominance is on the wane. Consider the case of Ford. During the recent financial crisis, the company lobbied hard for the government to bail out its rivals. It wasn’t an act of altruism, but survival. If GM and Chrysler went down, so would the supplier networks upon which Ford depended. In a connected world, the most important resources are no longer what you own, but what you can access and the line between competition and codependence is beginning to blur. That changes the game entirely. Successful enterprises can no longer prosper merely by deploying assets efficiently, but must effectively manage and deepen connections.
Retaining talent is a top priority for any organization. Silicon Valley’s war for tech talent is already well documented, but even the general labor market is seeing record-high job openings, which means businesses need a better way to identify who is about to leave and how to keep them within the company. HR software maker Workday has an innovative approach to solving this problem. With an application called Workday Talent Insights, which launched on Thursday, companies can get a better look into which employee is likely to quit, and what options need to be considered to retain that person.
Work harder. Dress for success. Land the next big promotion. And whatever you do — make sure you win! Widely regarded as a universal leadership and business asset, competitiveness is being re-evaluated in light of new research that may prove it does organizations and individuals more harm than good. I recently attended the C-Suite Network Conference, and was completely intrigued by Margaret Heffernan’s presentation on the topic of competition, which was based on her book, A Bigger Prize: How We Can Do Better than the Competition. The downside of competiveness Heffernan presented a myriad of research and has drawn some surprising conclusions. Most notably, she talked about how competitiveness often backfires, producing extremely harmful side effects – increased stress, rising levels of corporate fraud and breeches in ethics, lack of teamwork, and elevated business risk. It seems that the competitive landscape of modern business has damaged our ability to work together.
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