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Sourcing today is Data Driven. Big Data is an emerging trend, in this workshop you will get a better idea of the present status of using (Big) Data in Sourcing…
When I founded Senn Delaney 37 years ago to focus solely on creating healthy, high-performance cultures and improving the spirit and performance of organizations, I had to do a lot of basic grounding in my discussions with leaders to explain what culture is and why it should be shaped instead of letting the culture shape the organization.
Today, organizational culture has reached a tipping point. In fact, culture was named the most popular word of the year in 2014 by Merriam-Webster. It has now become one of the most important words in corporate boardrooms, and for good reason. Most CEOs know that culture matters and can have a strong impact on business results. Companies that focus on culture are becoming icons for job seekers, especially the future generation of leaders, who place a premium on work-life balance and culture fit in choosing where to work.
For six consecutive years NewVantage Partners has conducted an annual survey on how executives in large corporations view data. Each year the response rate increases, and the reported urgency of making effective use of data increases as well. This year the results are both more encouraging and more worrisome than in the past.
Six years ago, the primary focus of questions and answers in the survey was big data, which was relatively new on the business scene. In the 2018 survey, the primary attention has moved to artificial intelligence. AI is now a well-established focus at these large, sophisticated firms. There is both a stronger feeling that big data and AI projects deliver value and a greater concern that established firms will be disrupted by startups.
HR leaders have identified improving employee engagement as one of their top areas of interest. Subtle changes are slowly taking place in organizations worldwide, allowing leaders to focus more on keeping their talent happy and satisfied.
2017 studied talent very actively through people analytics. As per the High Impact People’s Analytics Study by Bersin by Deloitte, 69% of companies had taken active steps to improve the way they look at people, up from only 10-15% before. There has been an increase in adoption of HR software to help streamline employee engagement processes and giving real-time and actionable insights for better results.
Here are some top trends that 2018 will witness:
1. A Superior Employee Experience
Digital technologies, and digitalization, in general, are completely changing the face of business. Embracing digital transformation is the only way to adapt to today’s digital era and transform your business to stay ahead of the competition. One of the vital contributors to digital transformation, along with a few other factors, is innovation management.
“It is not the strongest of the species that survives, nor the most intelligent that survives; it is the one that is the most adaptable to change.”
Technology has made huge inroads into our professional and personal lives, and it is no wonder then that a department that hustles several transactional tasks, which are routine yet vital to the smooth running of the organization, is undergoing a major transformation with technology at the helm.
Right from recruiting skilled talent (quite a long-drawn-out process that one!), onboarding them, entering employee data into payroll system and updating it regularly, granting leaves, handling shifts, assisting employees with any documents they might need, preparing tons of recruiting reports to promoting companies at job events, organize external/internal training for employees, gathering feedback from employees, managing internal communication with employees, the operational and functional tasks that come under the purview of Human Resources are rigorous.
A lot of people – including us – are looking for a talent management model but so far, no one has developed such a model yet. This article, therefore, introduces a talent management model you can use in order to get the most out of your employees.
The AARRR model
Back in the day, I taught entrepreneurship to university students. One of my favorite models to explain startup marketing was the pirate – or AARRR – model (originally by Ash Maura). I usually introduced it by asking: “What does a pirate smoke? A cigAARRR!”
Most digital strategies don’t reflect how digital is changing economic fundamentals, industry dynamics, or what it means to compete. Companies should watch out for five pitfalls.
HR - often side-tracked from strategy
During two earlier articles we discussed the fact that many international companies are facing challenges in their HR function and the fact that on the administration side, HR admin tasks are often duplicated across business units and countries – diverting focus from strategic HR tasks. We subsequently identified the 6 main ‘derailers’ why HR transformation efforts often fail and identified the 3 overwhelming enablers for HR transformation.
In the literature, the term 'HR transformation' is sometimes distinguished between first and next generation HR transformation:
You don't necessarily have to choose between a startup and a corporate job.
Via TechinBiz
We thought 2016 was a year of turning points. But we had no idea how 2017 would shape up to hold far more moments that affected the workplace, from the current administration’s changing positions on labor policy issues, to whistleblowers sounding the alarm on sexism, racism, and other unfair practices, to the shifting demographics of the workforce itself with the first members of gen Z making their entry into full-time employment. Here is a look at some of the more significant trends that will continue to dominate the conversation around work in 2018.
Via The Learning Factor
Whenever any new technology emerges that challenges the way people and businesses have been doing things for years or even decades, the initial excitement is often overshadowed by uncertainty and reluctance to try something new. In the early days of the cloud, it was almost inconceivable to think that it would lead to such a profound shift in how businesses operate. More recently, the drive toward digital transformation has caused even greater anxiety in some organizations.
In this age of digital transformation, all industries -- from manufacturing and banking to hospitality and retail -- are evolving. This means that decision makers must identify key business issues, not technology issues, that digital transformation can tackle. Companies need to not only harness the power of the latest digital technologies and platforms to stay relevant and competitive but also course-correct their business models based on evolving customer demands.
What does “fail fast” mean in its original context?
In software development, the intention is to discover and detect where a potential problem might occur in the overall process, to speed it up and minimise time and costs. The focus is on iterating and steering the project to success as it develops, rather than creating a lot of software before showing it to the end user – to minimize the risks involved in their acceptance of it. This enables developers to test their products and get immediate customer feedback, to ensure that what is being developed is in tune, and aligned with what customer’s think they might want, or want.
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Here’s the dilemma: In a competitive, complex, and volatile business environment, companies need more from their employees than ever. But the same forces rocking businesses are also overwhelming employees, driving up their fear, and compromising their capacity.
It’s no wonder that so many C-Suite leaders are focused on how to build higher performance cultures. The irony, we’ve found, is that building a culture focused on performance may not be the best, healthiest, or most sustainable way to fuel results. Instead, it may be more effective to focus on creating a culture of growth.
Agile isn’t just for tech anymore—it’s transforming how organizations hire, develop, and manage their people. This package provides a guide to the transition.
Emoquo is a good example of a new generation of learning products. It’s a cool little tool that uses short videos to help employees figure out how to handle specific interpersonal issues in the workplace. It has all the hallmarks of where training seems to going: cloud-based, just-in-time, microlearning that is initiated by the employee.
What interests me is how this sort of technology fits into a company’s learning and development strategy. There is no reason an individual department couldn’t adopt this learning tool without consulting HR. There is no need to integrate with the LMS; no need to worry about budgets since these tools are inexpensive; no need to train employees how to use the tool or to monitor it’s use; there’s not even any need to involve IT in implementing this cloud-based learning technology.
The growing need for recruitment automation tools has fuelled the recent popularity in AI for recruiting.
With hiring volume predicted to increase next year but recruiting teams remaining the same size or shrinking, interest in recruitment automation will only get stronger.
In 2017, finding top talent will depend on a recruiter’s ability to intelligently automate their workflow.
Recruiting teams are also facing increased pressure to demonstrate data-based KPIs. Talent acquisition leaders are increasingly measuring their recruiting teams by quality of hire in addition to time to fill.
According to LinkedIn’s data, the most important recruiting KPIs are:
Quality of hire is the top priority for 60% of talent acquisition leaders
Time to fill is the top priority for 28% of talent acquisition leaders
Process innovation is the foundation for superior performance in any industry. Digitization throws new challenges at many organizations today. The only way to react to those challenges and solve them effectively and efficiently is by implementing new changes and quickly reinventing processes across verticals and geographies. Also, today’s economy is ruled by customers like it was never before, and it overindulges in mass publicity too. New customer needs and new technologies make your old innovation outdated. In such a scenario, only process innovation offers sustainable and meaningful ways to get and stay ahead in your industry. Keep rethinking what you have already rethought. Make process innovation a way of life in your organization and streamline it by using more innovative processes.
Artificial intelligence (AI) offers enormous potential to transform our businesses, solve some of our toughest problems and inspire the world to a better future. But our AI systems are only as good as the data we put into them. As AI becomes increasingly ubiquitous in all aspects of our lives, ensuring we’re developing and training these systems with data that is fair, interpretable and unbiased is critical.
“Our AI systems are only as good as the data we put into them.”
Bad data can contain implicit racial, gender, or ideological biases. It can be poorly researched, with vague and unsourced origins. For some, end results can be catastrophic: Qualified candidates can be disregarded for employment, while others can be subjected to unfair treatment in areas such as education or financial lending. In other words, that age-old saying, “garbage in, garbage out” still applies to data-driven AI systems.
If you want to create confusion in a group of consultants, you should start a discussion about the purpose of organisations. There is always someone who starts explaining (with an underlying tone of “why do I always have to explain the basics?”) what a purpose is, and what the difference is between purpose, mission, vision and values. For a moment it seems to be clear, but that never lasts long. Especially the boundaries between purpose and mission are blurry (or was it between purpose and vision?).
Time for the BIG Purpose Quiz. The main question is number 2: are you able to match 62 organisations with their purpose/ mission statement?
1. What is the purpose of an organisation?
reinvent the way they think about ‘change’ and adopt a courageous mindset when planning the future.
"We need to bust the fear of change. The alternative is the status quo, so we have to consider doing things differently. We need to reinvent the way we think about change.”
These were the call-outs from Adam Kingl, executive director of thought leadership at London Business School, at the latest future talent roundtable dinner for senior HR leaders.
Held on London Business School’s campus, the event explored the steps leaders can take to manage through complexity, navigate disruption and drive innovation to be fit for the future.
Imagine abandoning traditional resumes and campus interviews in favor of online games, videos, and algorithms to identify and land fresh recruits to your company. Welcome to the budding new world of talent acquisition—a radical change that embeds advanced people analytics into HR processes.
Consumer-products giant Unilever, for one, already has made hundreds of global entry-level job and internship hires using such advanced analytics and artificial intelligence tools. Candidates now need only click on a Unilever ad on Facebook or a targeted career-advice site and use their LinkedIn profile to fill out an application.
If an algorithm that sifts applications sends theirs along, they play a set of online games that assess their skills. If they clear that hurdle, they submit video interviews through a website or app. The lucky finalists then get in front of a hiring manager.
Current trends say generating new bitcoins will use all the power in the world by 2020. That might not happen, but the technical issues aren't going away.
Via TechinBiz
Whenever any new technology emerges that challenges the way people and businesses have been doing things for years or even decades, the initial excitement is often overshadowed by uncertainty and reluctance to try something new. In the early days of the cloud, it was almost inconceivable to think that it would lead to such a profound shift in how businesses operate. More recently, the drive toward digital transformation has caused even greater anxiety in some organizations. In this age of digital transformation, all industries -- from manufacturing and banking to hospitality and retail -- are evolving. This means that decision makers must identify key business issues, not technology issues, that digital transformation can tackle. Companies need to not only harness the power of the latest digital technologies and platforms to stay relevant and competitive but also course-correct their business models based on evolving customer demands. This type of transformation should be seen as a journey, not a destination. It is a cycle of change and progress, both from a technological and organizational standpoint. It’s about constantly reassessing opportunities to do things better, faster and with greater scale in the evolving environment in which one’s business operates.
Via The Learning Factor
After relying on cost and operational efficiencies to grow the bottom line, many businesses are emerging from an innovation slumber post-recession. Now there is an imperative to refocus on organic growth. The importance of innovation in driving this growth is resurfacing to the top of the agenda. For many organizations, there are some radically new behavioural, structural and operational models of meeting this challenge are gaining popularity.
At The Strategy Distillery we have outlined three new ways to innovate and which world-leading organisations are doing.
1. Corporate accelerators
In Weapons of Math Destruction, mathematician and data scientist Cathy O’Neil paints a disturbing picture of how data can go awry. “Black box” algorithms that make decisions with little to no transparency or accountability can lead to bizarre situations in which judgments are handed down with no possibility of appeal.
For example, she tells the story of Sarah Wysocki, a teacher who, despite being widely respected by her students, their parents and her peers, was fired because she performed poorly according to an algorithm. She now works at another school district that uses humans to evaluate teachers.
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