In the last year, organisations have been re-modelling themselves to mitigate financial strains and meet the need for new ways of working, and HR needs to be the flagship of productivity.
In adversity, there is also opportunity. If there is one positive thing that has emerged from 2020 and the Covid-19 pandemic, it could be that some businesses have achieved extraordinary transformations, even in the face of massive disruption. The enforced impetus for change, the goodwill of many employees in engaging with uncertainty, and a big leap forward in the use of technology and the virtual world, have all combined to give us a unique insight into the potential for HR to transform workplace productivity.
Do we really talk about trends in HR or would it be better to call them short-term hype? At the beginning of each year, most of the well-known actors on the HR market publish their expectations and trends for the upcoming year. We, at UKG do exactly the same – we publish our HR Mega Trends! How valuable are these trends about AI, employee experience or the future of work? Are we talking about one-hit wonders or should HR departments really consider this advice for their future journeys?
How can you keep track of the progress of your HR digitisation project? Keeping an eye on your performance indicators is a good start. Being able to analyse them quickly and increase efficiency is even better. Learn how to detect anomalies and spot trends to give you a greater overview and lead you to a successful HR digitisation project. Without ever forgetting that the devil is in the details.
Many of the most important decisions taken by a business take place in the HR department. HR decisions determine whether staffing and operational needs align, employees are fully supported and equipped to do their jobs properly or due diligence is applied in areas such as risk and compliance.
The era of data analytics has led many to believe that if it can’t be measured, it can’t be managed. This is a notion that needs to be challenged though in the new normal of virtual and homeworking due to the coronavirus pandemic.
Every year, we try to analyse global macro-level social and economic trends to make predictions about the future of work. At the beginning of 2020, we shared our 2020 MegaTrends with our customers and the broader HR community. We hoped to identify big topics that every HR leader has to have in mind to prepare their organisations for the years to come. Now 6 months later, we are faced with a massive public health crisis that no one saw coming. We are living through a global pandemic that has changed the way we work overnight.
Like you, we’ve been closely monitoring the latest news about the COVID-19 (coronavirus). As cases continue to increase both nationally and globally, we are working to ensure the safety of our people and our community, as well as the ongoing support of our customers. New updates are happening on a day-by-day—and sometimes minute-by-minute—basis, and we will continue to adapt our policies and best practices as needed.
The advent of the Fourth Industrial Revolution (4IR) presents both significant challenges and opportunities for the HR function. Organisations are at various stages of the digital transformation timeline. For some sectors, wholesale digital disruption is already a reality and digital transformation demands a reinvention of their offering to customers.
An organisational transformation can be quite complicated and take many years to accomplish. Finding the right balance of change effectiveness and impact is tricky but essential to successful transformations. The first question many organisations ask is, “where do we start?”
If you haven’t seen it, Jonathan Benhamou, CEO and co-founder of PeopleDoc wrote a great post about New Year’s resolutions. You can check it out here. While I was reading the post, it reminded me of goal setting.
According to Equifax Workforce Solutions, 40 percent of employees who leave their jobs do so within the first six months. This can cost organizations thousands of dollars. Once an organization has spent a lot of time and money hiring an employee, the last thing they want is for the employee to leave.
Once you’ve identified a great candidate, the last thing any organization wants is to lose them during the interview phase. That’s why it’s important to have an effective and efficient interview process.
At this year’s HR Technology Conference and Expo, I had the chance to chat with the folks from People Doc and joined them in celebrating their latest round of funding. Our conversation focused on the future. Not just the future for People Doc but for the human resources profession. Of course, recruiting came up. The unemployment rate is at pre-Great Recession levels. It’s becoming increasingly difficult for organization to find the best talent.
If you Google “address change form”, and search images, you’ll come up with over a half a million address change forms online. This one form, singlehandedly, has become the poster child for bad HR! Think about this for a minute.
We've all been sold a really harmful lie, by a lot of people. That lie is: To be truly happy at work, you must do what you love (or some variation of the same theme). It's complete garbage that is usually told to you by an ultra-rich people who can do anything they want! Someone who really doesn't have to earn a living because they have a spouse earning a living for them, or someone who just flat out got lucky. Right place, right time and does something they actually love for a job. I know, I know, "Tim, you create your own luck!", said by the same idiot whose wife is a brain surgeon and allows her deadbeat husband to be a "writer" at home. Still most of us define our happiness like this:
Technology is an essential part of the way we conduct business today. While everything in our business doesn’t have to be automated, there are some basic technologies that most consumers expect. A couple of examples include a website and automated phone directories. These technologies help customers find information quickly to engage with the company.
I’ve been in HR and Talent Acquisition for 22 years. The first job I had was working for a staffing firm recruiting technical professionals, so I thought it was completely normal being hated. I grew up thinking being hated in HR was just what it was. We were that one function in the company that wasn’t liked because of what we had to do, namely terminating people.
I am thrilled to announce our Series C funding of $28 million led by Eurazeo, along with our historical investors Accel Partners, Alven Capital, and Kernel Investments. Eurazeo is one of the leading listed investment firms in Europe. This new funding will help accelerate our growth in the U.S. (American Express, Fast Retailing, Georgetown University and Paychex are a few of our new clients) and our revenue performance globally (we have quadruped our global revenue and have now over 400 customers).
At the risk of sounding like a well-worn cliché, if human resources wants business partner status, they need to be prepared to produce, discuss and be held accountable to the numbers. But in today’s competitive business environment, defining what numbers human resources needs to track can be a moving target.
My very first real HR job was working out of Omaha, NE for a regional retailer. I handled 14 states, 125 locations and about 7,000 employees in my role. I had another guy just like me who had the other half of the company who helped train me. What I discovered was this guy never got out of the office. In fact, he rarely got up from his desk as his email and phone were a constant distraction, as you can imagine with the scope of our responsibility!
Eric Horwitz, PeopleDoc’s VP of Partnerships, attended the Virginia SHRM state conference, and presented “Revolutionary HR: The Do's and Don'ts of Marching Forward”.
As a human resources professional, I’ve seen employees struggle to get answers to their questions. Not because HR pros are trying to keep information from employees. But because employees don’t know who handles what in HR.
Onboarding is a critical process for engaging new hires. First impressions count, and no employee wants to arrive the first day with a pile of paperwork to complete and without the necessary equipment. The best onboarding programs enable new hires to begin contributing quickly, reduce employee turnover, and increase retention.
Typical HR departments must manage benefits, training, recruiting, onboarding and several other functions. Each function is associated with various documents that must accompany each employee. According to an ADP survey, 60% of companies are still storing employee files in paper. According to Iron Mountain, an employee file contains an average of 29 pieces of paper.
The following blog post was written by Tim Sackett, and originally featured on The Tim Sackett Project, as a part of his T3- or Talent Tech Tuesday series: