Another month, another round-up. With March drawn to an end and April starting to warm up, it’s time for our “Must-Read Digital HR and HR Tech Articles” again. Enjoy!
#5. Are You Targeting Younger Workers in Social Media Job Ads? You May be Going Too Far
Older workers may not be getting a fair shake when it comes to recruitment advertising.
Especially on social media sites like Facebook and LinkedIn.
A recent report from The New York Times and ProPublica found out that these sites may be purposely excluding mature workers from emerging opportunities with the targeting capabilities for their online job ads.
Giants like Amazon, Verizon, Goldman Sachs and others were found to be allegedly using job ads on social media to subtly exclude older workers and engage in age discrimination.
In this article, Leslie Vickrey wonders how we ended up here.
According to Leslie, it all started with the rising popularity of social media and the immense opportunity for recruiters to reach more talent that came with it.
And then there are the very effective ad targeting capabilities of social media sites. The thing is though, when you show job ads to specific age groups with these tools, the ethics become greyer.
Facebook, for example, gives recruiters the option to show a job advert to only 25-36 year-olds in a specific area. This, Vickrey says, is intentionally – and potentially – illegally excluding millions of qualified applicants.
She continues by mentioning a few ways for recruiters to leverage social media while avoiding bias:
1. Educate clients: It’s a recruiter’s responsibility to inform clients of the potential legal ramifications that may come from misused social media job ads.
2. Cast a wide net and target correctly: Targeting across various platforms (social job ads included) and sites has value, but only when it’s done in conjunction with, not instead of, casting a wide net.
3. Actively encourage hiring older AND younger workers – Diversity hiring and diverse teams, whether they be diverse in age, race, gender, orientation or different backgrounds, are beneficial to productivity and business outcomes.
Leslie concludes her article by saying that we should all take a step back and think about the ethical, moral and legal implications of targeting candidates by age. It’s our responsibility to consider the best people for the role – regardless their age.
Read the full article here.
#4. Why HR Analytics isn’t Top Sport!
I always like it when people manage to draw a parallel between something like sports or popular TV shows and an area of HR.
Steven Holscher does exactly that in his article.
Holscher writes how he went on a bike ride with like-minded HR professionals and how most of them had aluminium bikes and a few people rode high-tech carbon bikes.
No matter what type of equipment though, the whole group was able to keep up with the pace and to enjoy the ride. This is what made Steven think that for HR analytics more or less the same thing applies.
Good analytics can be achieved with a basic level of knowledge and some solid equipment.
Holscher then gives an example of a project he was involved in. The question that needed to be answered was ‘how does the starting salary at the lowest pay grade compare to the starting salary in other sectors?’
To answer this question – and develop a further strategy – the only things needed were the relevant data and a very basic skill set of analytical techniques.
Steven ends his article by saying that yes, state of the art equipment for HR analytics is necessary for certain high-level projects. But, just as a simple 2 cm saddle adjustment can considerably improve a cyclist’s riding comfort, so can solid equipment and a sharp keen eye on things suffice for your basic HR analytics ‘rides’.
Go here for the full article.
#3. The Wolf of HR Tech: Market Volatility
In this article, Katrina Kibben talks about the stock market and its volatility. According to her, that volatility in combination with a low unemployment rate has created an interesting situation for both candidates and HR tech vendors.
For candidates (although not for all of them, as we’ve seen in Leslie Vickrey’s article above) this mix of signals has created a candidate market; they’re in charge and expect niche experiences and personalized engagement – they want the technology make them feel like they are the one.
Thus far, this hasn’t been the motivation of most tech vendors. Their product roadmap used to be driven by corporate client demands. The fact that the current market doesn’t comply with the candidate standards of earlier generations creates volatility in the tech market too.
And although many of the new technologies and companies on the market try to reinvent the wheel over and over, there is a powerful shift in the industry where the next generation of HR and recruiting leaders are tech savvy and driven by curiosity instead of subscribing to technological complacency.
New market events like UNLEASH and Talent Tech Now support these innovators. They promote and create safe places for new entrepreneurs to learn from practitioners and leaders in pitching environments.
Kibben finishes by saying we’re finally creating a world where it’s safe to go beyond the demo. We’re shifting to serve a new, demanding audience who will write the future of the industry and like Katrina, we are looking forward to seeing this shift take over.
For the full article go here.
#2. Digital HR Moves Faster in Growth Markets
Brigette McInnis-Day talks about digital transformation and the importance of an engaged and educated workforce in this process.
According to McInnis-Day, the workforce mindset, knowledge, and culture can get in the way of a successful digital strategy.
A digital transformation that delivers a competitive advantage requires an engaged and educated workforce. This cannot be done without the support of HR leaders who can address the three critical principles of successful digital initiatives that most CIOs, CTOs, and CEOs do not typically consider.
These three principals are:
1. Align the workplace culture and business strategy with analytics
When it comes to acquiring and developing the right talent, it is important to align strategies and goals for talent management and development, business growth, and digital transformation.
2. Acknowledge and support workforce diversity
The more diverse and inclusive the workplace culture becomes, the more necessary it is to view the digital strategy through the lens of various segments of the workforce.
3. Build a more engaged, productive workforce with technology
Digital transformation can change how people – from employees to potential recruits – view the employer brand. It’s an opportunity to redesign processes, offer new transactions and administrative services, and shape new mindsets that will enable employees to deliver their best selves every day.
Brigette ends her article by pointing out that HR leaders’ most important responsibility is to help every employee embrace the change required to move the business forward competitively.
Luckily, HR leaders are uniquely qualified and prepared to understand the workforce’s readiness for such change and to earn the support and commitment of every business leader and employee.
Read the full article here.
#1. Vault Turns to Blockchain Technology to Fight Workplace Harassment
A few weeks ago, I had the pleasure of seeing Vault’s CEO Neta Meidav pitch at UNLEASH London and I remember thinking what a great idea I thought this startup had come up with.
In this article, Mary Ellen Slayter speaks with Neta about her company.
How does Vault work?
Vault has designed a blockchain-powered technology to reinvent the way harassment is recorded and reported. It allows users to record workplace harassment experiences, store evidence and personal memos – all with complete control over the information stored in their – what’s in a name – Vault.
Once each case is recorded, the user is notified if the alleged offender’s name is deposited in Vault by other users. Vault also connects the user to the appropriate internal personnel within the organization.
How does this differ from a normal report to HR?
First of all, it’s tamper-proof thanks to the blockchain feature and no one other than the employee has access to it. Secondly, people can use the system to identify whether or not there are other reports about the same harasser and hence enable them to come forward.
Third, Vault allows people to choose whether or not they want to be part of a collective reporting action and send their complaints to HR together while safeguarding everyone’s identity.
Finally, a secure channel to HR means that people don’t need to worry about who can see that they’ve come forward with a complaint.
What was the genesis for the company?
Vault was founded at the beginning of the ‘me too’ campaign. The campaign highlighted that the problem isn’t just the fact that harassment is so endemic in the workplace but also that recording systems worldwide are broken and inadequate. That’s the reason these stories are spilling out because people don’t trust the reporting channels in their own organizations.
For the full article, go here.
Alright, that’s a wrap. 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!
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