More than ever, Artificial Intelligence (AI), big data and predictive analytics are fundamentally changing the world of work. And new tech-driven innovations — like using voice commands to trade shifts or requesting earnings instantly between pay periods — are set to change the game altogether. With so many technological developments transforming everything we do, what does it all mean for HR departments?
There’s an approach to making business better that many managers fail to take: paying attention to the lives of their employees.
Not just their employees; but what’s actually happening in their lives, what they value most, what struggles they’re facing, and what big stressors they deal with outside of work.
The key to enabling innovation and high performance in teams is not finding the perfect mix of personalities and capabilities or implementing the ultimate process. It requires a foundation of psychological safety: The belief, shared by team members, that they are safe to take risks, make mistakes, and express themselves openly without jeopardizing their feelings, jobs, reputations, or positions. It also doesn't cost a thing.
Technology and the promise it has for HR teams is exciting, but it’s something that requires due diligence in selecting the right system and then seeing the project all the way through proper onboarding for it to pay off.
Attracting and retaining top talent is a game of finders, keepers. First, you need to find the talent. Then you need to keep them. This is especially important in today’s competitive landscape, because your competition is coming after your best employees. Not to mention, your employees have more choices where to go.
Open enrollment season is right around the corner—do you have a strategy in place to make this the best OE yet?
Planning open enrollment isn’t just about encouraging employees to simply log-in and make benefit elections—it’s about so much more! Educating and engaging with employees before, during and after open enrollment is critical to success.
Managers repeatedly send the outdated, same old surveys to their teams, but don’t receive the actionable data they need to fix problems and create positive change. The surveys don’t allow problems among their workers to be identified, much less give leader the ability to fix them.
Work-life balance is one of those buzzwords that’s been around long enough to take on quite the range of meaning and interpretation, so focusing on the newest sense of balance could make or break employee engagement within the company, as well as the organizational wins up for grabs now and in the future.
For over a decade BountyJobs has been at the forefront of tackling America’s hardest-to-fill roles, building tech-forward solutions to help employers leverage third-party recruiting to find the best talent for their most business-critical positions.
What is a network effect? Information and sentiment spread quickly through social networks at work and beyond. A relatively small number of incidents can change the environment in a workplace quickly, sending people into counterproductive loops of fear and anxiety which grow and are reinforced socially.
When it comes to measuring the health of your hiring practices, time-to-fill is probably the single most important indicator. A good time-to-fill metric tells you that your recruiters are on the ball and your systems and processes are working well. Of course, in periods of low unemployment (like what we’re seeing today), your time-to-fill metric can take a hit.
While social media was once viewed as a workplace distraction, more companies are changing their views on social media. Instead, teams are embracing social media as a powerful communication tool—and it’s about time. According to recent Glassdoor research, 79% of job seekers use social media during the job search process.
Reports on the so-called “death of retail” are highly overrated. In fact, according to an analysis by Challenger, Gray & Christmas, Inc. about 700,000 workers were hired in the retail industry as seasonal employees in 2018, the most since 2015.
That being said, retail employees – both full-time and seasonal – are feeling the effects of a highly volatile market. For several years now, many big-name organizations – from Sears to Payless, Barnes & Noble and countless others – have been closing their doors. However, this doesn’t mean the need for talent is in decline. In fact, retailers who promote better in-store experiences are still growing and are letting candidates know that their doors are wide open.
In real life, much like any great customer experience, the employment experience only begins at the first hello. And what happens next is critical to engender lasting loyalty, trust and mutual investment of time, resources and support. Make no mistake, the employee experience greatly impacts retention, not only workforce retention, but customer retention too.
Versatility is an essential part of building a more engaged and effective work culture.
All of your employees have predictable behavioral patterns (their “Social Style”), but 65 percent of them don’t realize the effects their preferred behaviors have on other people around them. By helping people understand these behaviors—why they exist and how we can adapt them to the people we work with—you’ll build a more productive, collaborative environment that appreciates diversity of thought.
Leadership and employees have lost faith in traditional performance management. Almost half of HR professionals say that performance management is a waste of time. And only 29 percent of employees believe HR actually helps them perform better.
It shouldn’t be a surprise that augmented reality has been adopted as a tool for teaching, both in corporate and classroom environments. Certain lessons are greatly enriched by the ability to combine digital information with real-world visuals. But many learning leaders will want to walk before they run into augmented reality.
There’s no doubt that it’s tough finding the right talent in a candidate’s market. But right now, the challenges for talent acquisition are unparalleled by anything experienced in the previous few decades. Over the past four years, there has been a steep uptick in the number of job openings relative to the number of hires.
Organizations spend an estimated $18B on their people management strategies with the goal of engaging employees; yet, just 15% of full-time employees worldwide are engaged, according to Gallup’s most recent State of the Global Workplace Report. And those engagement levels have been stagnant for nearly a decade. It’s an epidemic employers and human resources professionals have been battling for ages, and the reasons are widespread.
Finding inspiration for Diversity and Inclusion strategies can take many forms. Observing a situation in real life can inspire a theory. An offhand comment from a colleague or a stranger can inspire an “ah-ha” moment. For me, finding inspiration rarely involves googling a topic or reading a listicle.