Welcome to this brand new edition of our ‘Must-Read Digital HR and HR Tech Articles’.
The top articles of June feature a piece about best-in-class diversity, five simple tactics to turn employee feedback into a habit, a piece on how HR metrics and analytics both can add value, what to think of when building a social army, and a video about robots replacing human beings (or not).
I’m sure you’ll find a few articles that you’ve missed and really should read. Enjoy!
#5: [VIDEO] Does digital HR mean we’ll all be replaced by robots?
A Digital HR Live video to start with. An often-heard concern about our rapidly digitalizing world is that it will lead to lots of people losing their jobs. Developments in technologies such as AI will indeed have an impact on the way we work and certain jobs may be done by machines instead of human beings.
But does digital HR mean we’ll all be replaced by robots?
That’s the questions we asked our experts in the video below. They came up with some surprising answers…
If you want to stay up-to-date with all our Digital HR Live/ AIHR videos subscribe to our channel: https://bit.ly/2rB2I30.
#4: 7 Critical Elements of Best-in-Class Diversity and Inclusion Strategies
An interesting (albeit not purely digital or tech-related) read by Jeffery Tobias Halter for HR Technologist.
Ten thousand baby boomers a day leave the workforce. The talent pipeline is full of millennials, people of color and women. The question Halter asks is: is your organization poised to address and leverage the shifting workforce?
He then continues by giving three business reasons to implement and integrate a women’s leadership strategy:
- To Grow Revenue; in the US alone, women have $7 trillion in national purchasing power.
- To Improve Operating Profit; studies show that in companies with progressive HR practices women tend to be more engaged workers than men and that employees who report to female managers tend to be more productive.
- To Enhance Your Corporate Reputation; 85% of economic disruption is being driven by women, so it’s only fair to say that 85% fo your company’s reputation is in their hands as well.
As with any strategy, you need to engage the four most important business functions to operationalize and execute the plan: 1) Marketing, 2) Operations (Sales, Supply Chain, P/L Functions), 3) Human Resources and 4) Senior Leadership.
Halter has found that there are seven critical elements of best-in-class diversity and inclusion strategies:
1. Operationalizing the Business Case – The business elements of talent, revenue and engagement make up the foundational business case for advancing women. For each of these elements, you must go through a business analysis process so that every level of the organization understands and has measures, metrics, and goals for success.
2. Engaging Sales and Marketing – Marketing needs to be an integrated part of your women’s strategy. Therefore, it is critical that the CMO and the CDO (Chief Diversity Officer) have shared goals and shared metrics.
3. Integrating Operations/Supply Chain – This is often the least integrated factor in a women’s leadership strategy. These key jobs – where women are significantly underrepresented – are the pipeline to the C-Suite. Halter believes this is the No. 1 reason there’s still only 16% of women in the C-Suite.
4. Leadership from Human Resources – HR plays a vital role in supporting the company’s women’s strategy by focusing closely on how female employees are hired, retained and advanced through the ranks.
5. Commitment from Senior Leadership – You will never make any women’s advancement strategy work if you do not have a visible and vocal commitment from Senior Management.
6. Developing an Integrated Communications Plan – It’s critical to get the communications plans right, for both internal and external stakeholders. It helps the organization answer the question, “Why are we doing this?”
7. Implementing Metrics, Measurement, and Scoring – Senior leaders need to ask three simple questions of every direct report;
- What was the turnover rate in your division of women and men, and what are you doing to address it? (Women’s turnover often is higher than men’s)
- What is your plan for next year to recruit, develop and advance women?
- How are you pushing this down the organization including middle management and specifically, men?
Halter ends the article by saying that women’s issues are too often still deemed ‘women’s topics’. As such, in many companies, the topic is run by women, for women, and about women. It’s time we reframe the topic as an organizational issue and realize that active male engagement is one of the most critical elements in driving long-term systemic change in organizations.
Finally, although these seven areas highlight women, the same principles apply to other dimensions of diversity.
Read the full article here.
#3: 5 Simple Tactics for Turning Employee Feedback Into A Habit
When done regularly, giving praise can have a major impact on your employee’s or colleague’s long-term motivation. Pressing deadlines and countless meetings, however, can make it hard to do so.
The trick is to turn praise into a habit. Behavioral psychologists assert that there are three steps you can take to hardwire a new habit into your daily life: create a routine; set a reminder; include a reward.
The people over at Impraise experimented with new ways to get their people to share more praise with each other as a part of their continuous effort to celebrate wins. Here’s what they learned:
1. Make giving feedback as easy as possible.
The key to successfully changing your behaviors is to start with a ‘tiny habit’. As such, people at Impraise can now use Slack (an instant messaging collaboration tool) to share praise. All they have to do is type: /praise @ (recipient’s Slack name).
2. Get people into the routine of sharing praise in real-time.
Positive feedback has a significantly higher impact when it’s given just after someone reaches a milestone or achievement. The combination of someone reaching a milestone (reminder) and their team members sending a /praise is what formed the new routine at Impraise.
3. Be descriptive when giving feedback .
For praise to be truly effective it should be meaningful. The great thing about recognition is that it not only motivates the recipient, it also signals the kinds of behaviors that are valued in the workplace. To make praise meaningful it should: 1) describe a specific action(s) and 2) include the impact of those actions.
4. Reward the behaviour .
Feedback is rewarding in itself, it makes us feel great about our work. It also makes us want to share that great feeling. To make the ‘reward’ part even more effective, you can create for instance a Slack channel or other place where everyone’s achievements are publicly recognized – that is remote and international team members included. At Impraise, they noticed that the more people received praise notifications on Slack, the more likely they were to share praise with others. This helped them increase positive feedback throughout the company exponentially.
5. Record your praise.
Often employees will stay late to help out a colleague or go the extra mile when their manager is not necessarily around. To make sure those moments don’t go unnoticed, Impraise made sure that all /praise is recorded so that people can go back and refer to it later or share it with their manager during their next check-in.
Go here for the full article.
#2. HR metrics and Analytics: How both can add value
There is a lot of confusion about the difference between HR metrics and analytics. In this article, Erik van Vulpen explains both concepts, how they relate, and how both can add value to the practice of Human Resource Management.
First off, a few definitions:
HR metrics are measurements used to determine the effectiveness and efficiency of HR policies. Metrics help compare different data points. If turnover was 5% last year and 7.5% this year, it has increased by 50%. The latter is the metric here.
HR analytics, also called people analytics, is the quantification of people drivers on business outcomes. Analytics measures why something is happening and what the impact is of what’s happening.
To explain the relationship between HR metrics and analytics, Erik uses the HR value chain. This shows different kinds of HR metrics and how they impact business performance.
On the left, the so-called efficiency metrics. They show how efficient HR is in its work. In the middle, the effectiveness metrics. They tell us how well HR is performing its role. The third category is that of the impact metrics. They represent the business impact of everything HR is doing. In other words: the results that count and that influence the (long-term) viability of the company. Everything we do in HR needs to serve these business goals.
Analytics tracks the effectiveness of HR metrics on HR and business outcomes. It helps to answer the following example questions:
- How does learning & development investment impact sales performance for my account managers?
- Will quicker promotions help us retain our top talent?
- What can we do to retain employees and thus save money?
Now, how do you get from metrics to analytics?
1. Start with your data: In order to start with metrics, you need to have your data right.
2. Get the metrics right: Measuring basic data is easy but keeping track of more complicated metrics (like the % of unwanted turnover) is something a lot of companies are struggling with.
3. Select the relevant KPIs: The second step is to select the HR Key Performance Indicators that matter most for your business – these should be connected to business goals.
4. Identify areas where analytics add value: Start by identifying a business case that, when solved, will add value to the business.
5. Implementation of results: Once you’ve completed your first analytics project you can implement the results in the organization. You’ve now leveraged HR data to create value for the organizations and you’ve added to the organization’s strategic goals.
Read the full article here.
#1. Build a Social Recruiting Army to Amplify Your Employer Brand
Gone are the days of having a handful of so-called brand ambassadors. Today, companies need a social recruiting army to amplify their employer brand. In this article, HR Bartender Sharlyn Lauby talks about building a social army for recruiting talent.
She starts by saying that building a social army means putting together a plan. It’s not just about posting something and hoping that people will share your stuff (‘post and pray’). A few things to consider in that regard:
Think about your social media goals – Don’t think about social media as just another posting platform. It has the ability to regularly touch people about your organization’s brand. Therefore it deserves some serious thought.
Provide employees with social media training – We need to be well-informed about the terms of service, privacy settings, and permissions when it comes to social media. Perfect lunch-and-learn material.
Set expectations – Make sure employees understand the social media policy and expectations and if the company is going to encourage social sharing, that it’s a part of your policy.
Recognise employees who share – If you want employees to share, thank them for doing so! Regularly giving praise can go a long way as we’ve seen in the article above.
If you think all of this sounds like a huge time commitment, there is – of course – technology out there to help you. Lauby mentions Advocacy, a tool that really plays into the social army strategy.
Company’s looking to find the best talent need the all the efforts and networks of hiring managers and employees they can get. Developing a plan to increase the amount of shared media makes huge sense in today’s digital world. And the best part? It’s a very cost-effective way to get your messaging out there.
Go here for the full article.
And that’s the June round-up all done. If you read a great Digital HR or HR Tech article this month and you feel it deserves a place in next month’s list, please share it in the comments.
Don’t forget to subscribe to stay up-to-date.