Lorraine Metcalf is the Group HR Director at Zoopla Property Group. She discusses her career path from starting in HR at Electronic Arts to her current role at Zoopla. She talks about managing HR in a creative environment at EA and NOTHS, emphasizing the need for structure without bureaucracy. At Zoopla, her focus has been on resourcing talent, implementing HR systems, and ensuring synergy after acquisitions to support ambitious growth plans. Retaining tech talent is a top priority given competition for skills.
7 new rules for writing the perfect cover letterSumit Saini
The document provides 7 tips for writing an effective cover letter:
1. Focus the cover letter on demonstrating interest in the company and how you can help them, rather than focusing on yourself.
2. Keep the letter short at 3 paragraphs or less so it can be read in 10 seconds. Catch the reader's interest in the first sentence.
3. Pick 2-3 skills from the job description and provide examples of how you have those skills. Back up claims with numbers.
4. Do not just rehash your resume but highlight relevant experiences and exceptional achievements.
5. Address the cover letter to the specific hiring manager.
6. Customize the tone of the letter to the
This document provides three tactics for improving weak IT job postings: 1) Speak like a native by accurately describing the technologies used and projects candidates will work on, 2) Rack up cool points by selling the company culture and how candidates will contribute, and 3) Make it about the candidate by highlighting what they will gain from the role rather than focusing on what the company wants. The goal is to attract top talent by creating buzz and compelling candidates to take action by addressing what really matters to IT professionals in a job posting.
Talent Attraction 101 is a guide for founders and hiring managers of startups and small and medium sized businesses (SMBs / SMEs). It covers the foundations of how to build a magnetic employer brand and in order to attract great talent to your company.
A great recruiting strategy is formed around an obsession over the hiring process and a great candidate experience. Only when unsuccessful candidates still recommend their friends to your company's job openings have you truly created a great hiring strategy.
Recruitment processes are changing due to rising expectations of convenience from both recruiters and candidates. Recruiters have less patience, shorter attention spans, and are dealing with more volumes than ever before. Candidates expect regular feedback and have more options through job boards and social media. The traditional multi-step recruitment process can take candidates hours without compensation. Successful companies are adapting to this age of convenience by offering sleek, mobile-friendly interfaces; quick response times; one-click applications; and feedback to candidates. Big data and new technologies are also helping smaller companies source and screen candidates more effectively.
This document provides guidance on building a strong employer brand through effective use of LinkedIn. It discusses encouraging employees to update their LinkedIn profiles, post and engage with content, and grow their connections. This helps expand the reach of the employer brand and build engagement. The document also stresses using a company's LinkedIn page and career pages to attract talent and tell an authentic story about the company culture. Building a strong employer brand through LinkedIn can help reduce hiring costs and improve hiring metrics.
The BlueSky Think Tank Series - Physician Heal Thyself May15 Tracey Barrett
The document summarizes the key themes and discussions from a think tank on developing an effective employer brand for recruitment firms. The recruitment sector faces challenges in attracting and retaining talent. While recruitment firms are experts in hiring for clients, they are less successful at internal recruitment. The think tank discussed how recruitment is still not viewed as a true profession and firms need to better communicate the realities of the job. Developing flexible policies, focusing on employee engagement, improving the candidate experience, and defining success more broadly were some suggestions for strengthening employer brands in the recruitment sector.
Future of the CXO Fractional - Paul Whitley - Fractional CFO that helps busin...pwhitley100
My name is Paul Whitley, and I help businesses grow exponentially. I am a strategic Fractional CFO and Transformational Technology Leader with extensive experience in creative problem solving, operations management, coaching, mentoring and training. I’m a Servant Leader with a real passion for helping both large and small companies’ setup and implement financial, operational and digital transformation initiatives that improve processes, reduce expense and drive bottom-line profits….
7 new rules for writing the perfect cover letterSumit Saini
The document provides 7 tips for writing an effective cover letter:
1. Focus the cover letter on demonstrating interest in the company and how you can help them, rather than focusing on yourself.
2. Keep the letter short at 3 paragraphs or less so it can be read in 10 seconds. Catch the reader's interest in the first sentence.
3. Pick 2-3 skills from the job description and provide examples of how you have those skills. Back up claims with numbers.
4. Do not just rehash your resume but highlight relevant experiences and exceptional achievements.
5. Address the cover letter to the specific hiring manager.
6. Customize the tone of the letter to the
This document provides three tactics for improving weak IT job postings: 1) Speak like a native by accurately describing the technologies used and projects candidates will work on, 2) Rack up cool points by selling the company culture and how candidates will contribute, and 3) Make it about the candidate by highlighting what they will gain from the role rather than focusing on what the company wants. The goal is to attract top talent by creating buzz and compelling candidates to take action by addressing what really matters to IT professionals in a job posting.
Talent Attraction 101 is a guide for founders and hiring managers of startups and small and medium sized businesses (SMBs / SMEs). It covers the foundations of how to build a magnetic employer brand and in order to attract great talent to your company.
A great recruiting strategy is formed around an obsession over the hiring process and a great candidate experience. Only when unsuccessful candidates still recommend their friends to your company's job openings have you truly created a great hiring strategy.
Recruitment processes are changing due to rising expectations of convenience from both recruiters and candidates. Recruiters have less patience, shorter attention spans, and are dealing with more volumes than ever before. Candidates expect regular feedback and have more options through job boards and social media. The traditional multi-step recruitment process can take candidates hours without compensation. Successful companies are adapting to this age of convenience by offering sleek, mobile-friendly interfaces; quick response times; one-click applications; and feedback to candidates. Big data and new technologies are also helping smaller companies source and screen candidates more effectively.
This document provides guidance on building a strong employer brand through effective use of LinkedIn. It discusses encouraging employees to update their LinkedIn profiles, post and engage with content, and grow their connections. This helps expand the reach of the employer brand and build engagement. The document also stresses using a company's LinkedIn page and career pages to attract talent and tell an authentic story about the company culture. Building a strong employer brand through LinkedIn can help reduce hiring costs and improve hiring metrics.
The BlueSky Think Tank Series - Physician Heal Thyself May15 Tracey Barrett
The document summarizes the key themes and discussions from a think tank on developing an effective employer brand for recruitment firms. The recruitment sector faces challenges in attracting and retaining talent. While recruitment firms are experts in hiring for clients, they are less successful at internal recruitment. The think tank discussed how recruitment is still not viewed as a true profession and firms need to better communicate the realities of the job. Developing flexible policies, focusing on employee engagement, improving the candidate experience, and defining success more broadly were some suggestions for strengthening employer brands in the recruitment sector.
Future of the CXO Fractional - Paul Whitley - Fractional CFO that helps busin...pwhitley100
My name is Paul Whitley, and I help businesses grow exponentially. I am a strategic Fractional CFO and Transformational Technology Leader with extensive experience in creative problem solving, operations management, coaching, mentoring and training. I’m a Servant Leader with a real passion for helping both large and small companies’ setup and implement financial, operational and digital transformation initiatives that improve processes, reduce expense and drive bottom-line profits….
The document is a magazine issue from OneRecruit that discusses various topics related to recruitment and interviews. It includes articles on why recruitment is a game to win, how skills matter in job interviews, things to avoid in interviews, what HR is, how to dress for interviews, and salary negotiation tips. It also provides summaries of additional articles on topics like creating the perfect cover letter, resume tips, online learning, and questions to ask in an interview. The magazine is intended to provide relevant information to both job seekers and human resources professionals.
If you don’t have a purpose or goals, you’re just drifting around. If you're drifting, decisions are more difficult to make, and it takes a lot longer to find success. Set career goals, and think about how you might work them in and achieve them. Think about how you will handle career/personal life balance as many of the greatest personal events in your life come around.
This document provides guidance on using LinkedIn for recruiting talent as a small business. It discusses how LinkedIn levels the playing field for small businesses in social recruiting. It then provides tips on optimizing your personal LinkedIn profile and company page to attract candidates, including using rich media and engaging followers with targeted updates. Finally, it outlines a 5-step process for sourcing talent on LinkedIn, including engaging passive candidates who may not be actively job seeking but could be interested in the right opportunity.
This document provides tips and recommendations for using LinkedIn for small business recruiting. It discusses how LinkedIn levels the playing field for small businesses. It recommends crafting an engaging personal profile and company page to attract candidates. The profile should include rich media, certifications, volunteer work and interactive updates. The company page should use video, grow followers, engage followers with targeted updates and sponsor content. Premium LinkedIn recruiting tools are also introduced.
Employer brand playbook provides a 5-step process for crafting a highly social talent brand:
1. Get buy-in from executive leadership and support the case with data on business impact.
2. Listen to current employees and candidates through research to understand perceptions of the company brand.
3. Craft targeted messaging about the company based on research findings, ensuring messages are honest and backed by employee experiences.
4. Promote the talent brand internally and externally using various channels and engage employees as ambassadors.
5. Continually measure and refine the talent brand strategy based on analytics and ongoing research.
Where Is My Mind? – Risking Security & Finding Sanity by Leaving Big Business...Bennett King
This talk was originally given at Chicago Camps' Prototypes, Process, & Play in August 2018.
The slides offer the pains earned and lessons learned in my move out of big business and into a small design agency, Konrad+King.
The following Presentation is an excerpt from my talk to startups at IIM Bangalore.
Do let me know if you like it.
For more info you can get in touch with me on shashank@multirecruit.com
The document provides an overview of a job seekers conference, including introductions of speakers, topics to be covered, and tips and strategies for an effective job search. Key points include customizing resumes and cover letters for specific positions, leveraging online and in-person networks, and using social media like LinkedIn and Twitter to research companies and find job leads.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
National Employment Week 2015 Talent Summit - Digital Talent Attraction Mast...Holly Fawcett
As part of National Employment Week 2015 in Dublin, Ireland, view my presentation for the Digital Talent Attraction Masterclass. Learn how to bring the 5 Core Principles of Employer Branding into your digital strategy:
The 5 Core Principles of Employer Branding:
- Be Proactive
- Be Truthful
- Be Social
- Be Available
- Be Empowering
Why do companies lose their best talents?CelexProject
I often say that no company is bigger or better than the people who work there, employees give it a damned hard every day. So why do companies lose their best talent all the time?
Tbwa 7 trends to disrupt employer brandingTBWA\Corporate
I. This document discusses trends that will disrupt employer branding, including open knowledge, collaboration and data sharing enabled by the internet and social media. Employees are becoming important brand ambassadors and sources of information about companies.
II. Companies will need to identify key skills and develop new ways to attract talent as capabilities shortages emerge. Social media, company websites and mobile technologies are becoming more important for recruitment.
III. New tools are being developed for social media sourcing of candidates, matching job seekers to open positions based on skills and personality fit, and moving beyond traditional resumes and interviews towards more transparent hiring processes.
1) Workplace culture is often ignored in developing countries where a textbook approach is taken rather than understanding what works best for each organization. This can stifle employee motivation and productivity.
2) Louis Gerstner transformed IBM's failing culture by focusing on employee pride, energy, and identity rather than just strategy. He learned that culture is more important than any other management tool.
3) Google creates a highly collaborative culture where employees from all backgrounds are encouraged to share ideas openly and work towards common goals and visions for the company.
Be Found And Find A Job Fast Webinar 6 18 2010Anita Lauhoff
The webinar covered strategies for using LinkedIn effectively in a job search, including completing a profile, building a professional network, researching companies and positions, and networking. Recruiters seek candidates who are active on LinkedIn and can showcase their brand and value. The presentation provided tips on customizing outreach messages to recruiters and hiring managers, as well as practicing an elevator pitch to concisely communicate qualifications and experience.
Here are the key things you should include in your CV:
- Contact details: name, address, phone number, email address. Make sure all contact details are up to date and professional.
- Profile/Summary: A 2-3 sentence overview of your background and qualifications, highlighting your most relevant skills and experience.
- Education: List your educational qualifications with the most recent first. Include the name of the school/college/university, dates attended, qualifications obtained and grades/GPA.
- Work experience: Start with your most recent role and work backwards chronologically. Include job title, company name, dates of employment, your key responsibilities and achievements. Quantify your achievements where possible.
- Sk
Campaign Based Employment Search by Greg David of Laka and CompanyGreg David
The most powerful job search activity you can perform is doing a campaign based job search. More people land through this type of process but most never use this methodology. Use it and see different results today! By Greg David of Laka and Company.
The role of technology in staying ahead of the war for talent. This presentation discusses some of the talent acquisition challenges and suggests some technology-enabled ideas.
This document provides information on finding the right job or internship. It discusses using online job sites, employer websites, newspapers, staffing agencies, and career centers to search for opportunities. Networking, having relevant experience through internships, and following up with employers are also emphasized. Specific career paths that may interest college students, like nursing, teaching, and business administration, are highlighted along with typical education requirements and growth projections for each field.
2013 State of the Union: The Critical Importance of Hiring & Retaining Employ...Greg David
1) Hiring top talent in today's competitive market requires innovation in job design, a structured hiring process, and constant monitoring of retention strategies.
2) Engaging and developing employees so they feel their work is meaningful is critical for retention, productivity and the bottom line.
3) Improving the candidate experience through clear and responsive communication throughout the hiring process can turn candidates into brand ambassadors and improve future hiring.
Executive Careers Interview: Jules Smith, Head of People Services at Virgin M...Nigel Wright Group
Jules Smith has followed her dream and risen to the top of her profession. In this interview, she shares with Nigel Wright what has driven her to succeed during her twenty-year career in HR. She also discusses her passion for employee engagement and its direct link to positive customer outcomes.
The document discusses the interviewee's career in HR and digital transformation. It highlights his experience working for an early online job board that showed him the potential impact of new technologies on connecting people. He finds that HR now must help businesses adapt workforces to a digital world by gaining skills in other areas like marketing, finance, and using data to inform workforce strategies. Certification of HR professionals is important to validate their capabilities and help individuals progress their careers.
The document is a magazine issue from OneRecruit that discusses various topics related to recruitment and interviews. It includes articles on why recruitment is a game to win, how skills matter in job interviews, things to avoid in interviews, what HR is, how to dress for interviews, and salary negotiation tips. It also provides summaries of additional articles on topics like creating the perfect cover letter, resume tips, online learning, and questions to ask in an interview. The magazine is intended to provide relevant information to both job seekers and human resources professionals.
If you don’t have a purpose or goals, you’re just drifting around. If you're drifting, decisions are more difficult to make, and it takes a lot longer to find success. Set career goals, and think about how you might work them in and achieve them. Think about how you will handle career/personal life balance as many of the greatest personal events in your life come around.
This document provides guidance on using LinkedIn for recruiting talent as a small business. It discusses how LinkedIn levels the playing field for small businesses in social recruiting. It then provides tips on optimizing your personal LinkedIn profile and company page to attract candidates, including using rich media and engaging followers with targeted updates. Finally, it outlines a 5-step process for sourcing talent on LinkedIn, including engaging passive candidates who may not be actively job seeking but could be interested in the right opportunity.
This document provides tips and recommendations for using LinkedIn for small business recruiting. It discusses how LinkedIn levels the playing field for small businesses. It recommends crafting an engaging personal profile and company page to attract candidates. The profile should include rich media, certifications, volunteer work and interactive updates. The company page should use video, grow followers, engage followers with targeted updates and sponsor content. Premium LinkedIn recruiting tools are also introduced.
Employer brand playbook provides a 5-step process for crafting a highly social talent brand:
1. Get buy-in from executive leadership and support the case with data on business impact.
2. Listen to current employees and candidates through research to understand perceptions of the company brand.
3. Craft targeted messaging about the company based on research findings, ensuring messages are honest and backed by employee experiences.
4. Promote the talent brand internally and externally using various channels and engage employees as ambassadors.
5. Continually measure and refine the talent brand strategy based on analytics and ongoing research.
Where Is My Mind? – Risking Security & Finding Sanity by Leaving Big Business...Bennett King
This talk was originally given at Chicago Camps' Prototypes, Process, & Play in August 2018.
The slides offer the pains earned and lessons learned in my move out of big business and into a small design agency, Konrad+King.
The following Presentation is an excerpt from my talk to startups at IIM Bangalore.
Do let me know if you like it.
For more info you can get in touch with me on shashank@multirecruit.com
The document provides an overview of a job seekers conference, including introductions of speakers, topics to be covered, and tips and strategies for an effective job search. Key points include customizing resumes and cover letters for specific positions, leveraging online and in-person networks, and using social media like LinkedIn and Twitter to research companies and find job leads.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
National Employment Week 2015 Talent Summit - Digital Talent Attraction Mast...Holly Fawcett
As part of National Employment Week 2015 in Dublin, Ireland, view my presentation for the Digital Talent Attraction Masterclass. Learn how to bring the 5 Core Principles of Employer Branding into your digital strategy:
The 5 Core Principles of Employer Branding:
- Be Proactive
- Be Truthful
- Be Social
- Be Available
- Be Empowering
Why do companies lose their best talents?CelexProject
I often say that no company is bigger or better than the people who work there, employees give it a damned hard every day. So why do companies lose their best talent all the time?
Tbwa 7 trends to disrupt employer brandingTBWA\Corporate
I. This document discusses trends that will disrupt employer branding, including open knowledge, collaboration and data sharing enabled by the internet and social media. Employees are becoming important brand ambassadors and sources of information about companies.
II. Companies will need to identify key skills and develop new ways to attract talent as capabilities shortages emerge. Social media, company websites and mobile technologies are becoming more important for recruitment.
III. New tools are being developed for social media sourcing of candidates, matching job seekers to open positions based on skills and personality fit, and moving beyond traditional resumes and interviews towards more transparent hiring processes.
1) Workplace culture is often ignored in developing countries where a textbook approach is taken rather than understanding what works best for each organization. This can stifle employee motivation and productivity.
2) Louis Gerstner transformed IBM's failing culture by focusing on employee pride, energy, and identity rather than just strategy. He learned that culture is more important than any other management tool.
3) Google creates a highly collaborative culture where employees from all backgrounds are encouraged to share ideas openly and work towards common goals and visions for the company.
Be Found And Find A Job Fast Webinar 6 18 2010Anita Lauhoff
The webinar covered strategies for using LinkedIn effectively in a job search, including completing a profile, building a professional network, researching companies and positions, and networking. Recruiters seek candidates who are active on LinkedIn and can showcase their brand and value. The presentation provided tips on customizing outreach messages to recruiters and hiring managers, as well as practicing an elevator pitch to concisely communicate qualifications and experience.
Here are the key things you should include in your CV:
- Contact details: name, address, phone number, email address. Make sure all contact details are up to date and professional.
- Profile/Summary: A 2-3 sentence overview of your background and qualifications, highlighting your most relevant skills and experience.
- Education: List your educational qualifications with the most recent first. Include the name of the school/college/university, dates attended, qualifications obtained and grades/GPA.
- Work experience: Start with your most recent role and work backwards chronologically. Include job title, company name, dates of employment, your key responsibilities and achievements. Quantify your achievements where possible.
- Sk
Campaign Based Employment Search by Greg David of Laka and CompanyGreg David
The most powerful job search activity you can perform is doing a campaign based job search. More people land through this type of process but most never use this methodology. Use it and see different results today! By Greg David of Laka and Company.
The role of technology in staying ahead of the war for talent. This presentation discusses some of the talent acquisition challenges and suggests some technology-enabled ideas.
This document provides information on finding the right job or internship. It discusses using online job sites, employer websites, newspapers, staffing agencies, and career centers to search for opportunities. Networking, having relevant experience through internships, and following up with employers are also emphasized. Specific career paths that may interest college students, like nursing, teaching, and business administration, are highlighted along with typical education requirements and growth projections for each field.
2013 State of the Union: The Critical Importance of Hiring & Retaining Employ...Greg David
1) Hiring top talent in today's competitive market requires innovation in job design, a structured hiring process, and constant monitoring of retention strategies.
2) Engaging and developing employees so they feel their work is meaningful is critical for retention, productivity and the bottom line.
3) Improving the candidate experience through clear and responsive communication throughout the hiring process can turn candidates into brand ambassadors and improve future hiring.
Executive Careers Interview: Jules Smith, Head of People Services at Virgin M...Nigel Wright Group
Jules Smith has followed her dream and risen to the top of her profession. In this interview, she shares with Nigel Wright what has driven her to succeed during her twenty-year career in HR. She also discusses her passion for employee engagement and its direct link to positive customer outcomes.
The document discusses the interviewee's career in HR and digital transformation. It highlights his experience working for an early online job board that showed him the potential impact of new technologies on connecting people. He finds that HR now must help businesses adapt workforces to a digital world by gaining skills in other areas like marketing, finance, and using data to inform workforce strategies. Certification of HR professionals is important to validate their capabilities and help individuals progress their careers.
This document provides guidance for developing professional skills and finding employment. It discusses planning for one's career future, gaining valuable experience, developing knowledge and skills relevant to human resources roles, and maintaining strong presentation, multitasking, and ethical abilities. It also covers the importance of networking on social media and LinkedIn, proper cover letters and CVs, and completing job applications. The document offers advice on demonstrating employability through certificates and psychometric tests. Overall, it outlines a variety of strategies and qualifications for pursuing a career in human resources management.
How HR Can Ensure a Smooth Return to the Office - Robert Stone, CHEP Network HR Network marcus evans
Ahead of the marcus evans HR Summit 2024, read here an interview with Robert Stone on what approach would achieve the workplace culture and environment people are looking for today.
The document discusses three areas that HR professionals can focus on to enact positive change: hiring, branding, and valuing. [1] Hiring involves looking beyond industry experience and considering candidates from other backgrounds who demonstrate key skills. [2] Branding means creating a positive candidate experience through processes like communication and follow up. [3] Valuing means treating all people, inside and outside the organization, in a way that makes them feel wanted and respected. The document argues that HR professionals should lead this change by addressing any gaps between their organization's stated values and actual practices.
Reinventing HR: The Future of HR in these Transitionary TimesRoshan Thiran
The document discusses the transitionary times facing HR professionals and provides advice on how HR can reinvent itself. It notes that the current era is one of unprecedented innovation and change that requires understanding the context of this age. HR must leverage technology to gain insights into employees and craft memorable experiences. Case studies are presented of organizations using tools to improve culture, engagement and alignment through data-driven insights. The document concludes with short advice for HR professionals, emphasizing understanding the current context, growing the function towards employee intelligence through technology, and focusing on rewards and recognition.
BP's group HR director outlined three ways for HR to embrace change and implement proactive solutions: 1) Understand the future needs of the organization through workforce shaping and strategic planning; 2) Define what constitutes best-in-class talent in terms of values, behaviors, emotional intelligence, and drive rather than just technical skills; 3) Simplify and modernize HR processes through global standards, digitization, and reducing complexity. The director also emphasized embracing new technologies, gaining a seat at the strategic table, and focusing on solving business problems over just managing processes.
Jorge Perez is the manager of four major live entertainment venues in Puerto Rico: the Pedro Rosello Convention Center, Jose Miguel Agrelot Coliseum, Coca Cola Music Hall, and Antiguo Casino of Puerto Rico. He has worked in various finance and management roles over his career and is now responsible for overseeing 500-600 annual events and 1.3 million visitors across the venues. Some of the keys to his success include building strong relationships with customers and employees and passion for connecting people through live experiences.
HulloJobs Technology Shaping HR’s FutureHullo Jobs
Technology is disrupting and transforming
the HR sector as it gears up for a phase of
reinvention. Hullo Jobs is leveraging
technology to make HR practices simpler
and smarter, while connecting job seekers
and recruiters with digital tools.
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This document is authorized for use only by Alhadi Altayeb at Alhosn University until June 2013. Copying or posting
is an infringement of copyright. [email protected] or 617.783.7860.
EXECUTIVE FOCUS
Human resource management in a global
environment: Keys for personal and organizational
success: An interview with Eliza Hermann
Catherine M. Dalton
Kelly School of Business, Indiana University, 1309 East 10th Street, Bloomington, IN 47405—1701, USA
Eliza Hermann is Vice President Human Resources
Strategy at BP plc, based in London, England. In
1986, her career in the energy business began when
she joined Amoco Corporation, where she earned a
series of promotions in the international oil busi-
ness which exposed her to markets ranging from
Argentina to Azerbaijan. She was a member of the
team involved in the successful integration of
Amoco when BP acquired the company in 1998.
During the past several years at BP, she has served
as Manager, Strategy and Business Transformation-
Global Aromatics, leading a team responsible for
strategic planning and business development in the
company’s Petrochemical segment, and more
recently as Vice President, Human Resources for
BP’s global Gas, Power, and Renewables segment.
Throughout her career, Ms. Hermann has traveled
extensively, with particular focus on Asia, Western
Europe, North America, South America, Russia, and
the republics of the former Soviet Union.
Ms. Hermann holds a Master of Business Admin-
istration (MBA) degree from the Kelley School of
Business, Indiana University and a Bachelor of Arts
degree in social and behavioral sciences from Johns
Hopkins University. She serves on the board of
directors of Brightpoint, Inc., where she is Chair-
person of the Compensation and Human Resources
Committee, as well as a member of the Corporate
Governance and Nominating Committee.
doi:10.1016/j.bushor.2005.01.003
E-mail address: [email protected]
Business Horizons (2005) 48, 193 — 198
www.elsevier.com/locate/bushor
Copyright 2005 by Indiana University Kelley School of Business. For reprints, call HBS Publishing at (800) 545-7685. BH 119
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This document is authorized for use only by Alhadi Altayeb at Alhosn University until June 2013. Copying or posting
is an infringement of copyright. [email protected] or 617.783.7860.
I recently had the opportunity to talk with Ms.
Hermann about her experiences in human resources
at BP and Amoco, as well as her experience as a
corporate board member with Brightpoint. During
our conversation, she shared her reflections on the
centrality of human resources in major strategic
initiatives, and her belief in the power of mentor-
ing as a means for ensuring a flow of talent within a
company.
Business Horizons: Firstly, thank you for taking
the time to share your thoughts with our reader-
ship at Business Horizons. I would like to begin
our conversation with your career at Amoco. I
suspect it ...
2-2 Interview Reflections I felt that my interviewee understo.docxeugeniadean34240
2-2: Interview Reflections
I felt that my interviewee understood that the job of HR needed to change to stay relevant. According to Grossman, being a “credible partner” is part of the competencies that are required in the new reality that is HR. With speaking to Joe, my interviewee, it appears that he recognized a long time ago that to survive, HR was going to have to make changes and become relevant to the business they are in, which is the moving industry. With doing this, they have looked for ways to outsource the “usual” HR functions and become involved with supporting the staff that they have, getting great talent, and being a source of knowable for the company. Taking an early lead in being a part of the development of their tariff has allowed Joe’s HR division to be taken very seriously within the company. They continue to evolve into the HR of today and even the future.
3.2 The Organizational Culture
After taking the survey, I realize that the organizational culture that I would want at my “Best Place to Work” would be similar to what I have now. My current company believes that HR is the responsibility of everyone. We have a benefits manager but recruiting top talent is such an important part of our cincture, that we receive a $10,000 bonus for recruiting staff.
Credibility- It is important that staff and clients feel that they can trust us. We find that we have repeat customers within the client base and recommendations due to our credibility.
Respect- Clients and staff are treated with prospect. The CEO understands that we make the company run. He rewards the staff with many different gifts and shows of appreciation.
Fairness- Being fair is a hallmark of a good company. Nothing ruins moral faster than favoritism.
Pride and Camaraderie- Staff are happy and proud to tell people they work for the company. This is due to the stellar reputation.
4-4: Leading Change
With my industry, which is hirer education financial aid, change is driven by new policies and regulations that come from the federal government. These changes are inevitable and uncontrollable. Within my consulting firm, we stay ahead of the change by paying attention and participating in negotiated rulemaking, which allows the financial aid industry to have a say in the policies that re coming down the pipe. We definitely use the analyze/think/change model.
The emotional reactions to change that I see very often is fear. Many times, staff is afraid that within the change, they will seem incompetent if they don’t take on the change as quick as other staff. During my current project, which is redesign of the student employment office, the staff involved went through all the emotions in varying levels. They eventual got to renewal and are fully vested in the process.
It is import for HR to take a front seat when change happens. This helps staff to understand that they are supported. It is also important for staff to be able to have their negative feelings openly, .
Keynote Address by A.K. Mishra at Workplace2020 14th HR Leaders Roundtable on...CorporateShiksha
This document contains a summary of a keynote address given by A.K. Mishra, Chief Operating Officer of Innodata Inc. The keynote addressed challenges in building a high-performance culture, the role of HR leaders in culture building and talent acquisition. Some of the main challenges discussed include the need to support a high-performance culture from outside the organization as well as moving more of the workforce towards high performance. The role of HR leaders is discussed in areas like talent acquisition, building a win-win culture, and becoming global managers. The importance of leadership communication style and measuring candidate experience are also covered.
Research common interview questions to familiarize yourself with what may be asked. Practice answering questions out loud or in mock interviews to improve your response time and confidence. Research the company you are interviewing with to impress the interviewer by demonstrating knowledge of their goals and operations. Being prepared in this way can help make a good impression at your upcoming job interviews.
This document provides predictions from 60 global HR experts on the top HR trends to expect in 2016. It summarizes the key trends discussed at HR conferences hosted by The P World over the past 5 years. The document is introduced by the organizer, who thanks participants and discusses the creation of the 2016 Global HR Trends Report. It then lists trend topics and provides short quotes from HR leaders on each topic, including talent management, leadership, employee engagement, employee experience, wellbeing and resilience, and people development. The experts discuss the importance of these topics and how organizations can better focus on them in the coming year.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
Larsen Globalization is a staffing company dedicated to the localization industry since 2000. Founded in London UK and expanded through the Americas Region in 2006.
Currently we have active offices in Europe and US with experience placing hundreds of language professionals all over the world. We work for clients in Asia, South America, North America and throughout the European Union.
Our clients are both buyer-side companies across various industries
and LSPs.
We mainly focus on retained executive search or contingent full-time permanent placement. Occasionally we do contract staffing as well.
This presentation was part of the American Translators Association (ATA) conference in Scottsdale, AZ and outlines tips and tricks to help Language Service Providers (LSP) hire top talent and maximize their workforce.
The document discusses managing innovation in the talent acquisition process. It suggests several innovative techniques for different stages of the process, from initial candidate sourcing to interviews. These include giving candidates a quiz about the organization instead of an aptitude test, having candidates self-rate to provide feedback, and allowing potential candidates to contact current high performers before interviews. The document emphasizes that acquiring the right talent requires going beyond just academics and profiles to find candidates with fit and drive for the organization's culture.
The RoboMama team presents a reflection on their process of developing a solution for the Bright HR challenge to predict the future of human resources. They analyzed problems in the industry through research and interviews. They defined key pillars for self-management skills and focused on self-discovery for their target group of teenagers. The team prototyped mobile app screens and received feedback that their idea was still fragmented. After realizing their solution addressed too many purposes, they streamlined their focus to better solve the original problem of supporting self-management education. Each member reflects on key learnings around constructive debate, time management, challenge seeking, and the value of a disruptive solution process.
2. c l i c k s &
M O R T A R
Take a walk through certain London suburbs, Shoreditch is a hotspot, Southwark another, and there they
are, the rarest and most highlydesired resources. The guys have big beards and whippy hair, the girls are less
conspicuous, but they are all deeply coveted by madly dynamic and ambitious tech companies and they can write
their own cheques. So what sort of bait does property portal Zoopla have on the hook to attract tech talent?
3. OCTOBER 2016 thehrdirector 9
www.thehrdirector.com interview LORRAINE METCALF
Lorraine, tell us about your early life and why
you decided on a career in HR. I started my
career as a PA for an entrepreneur, Roger Dunn,
at Valetmatic, and whilst I was happy to gain
experience doing anything and everything, he
luckily saw I had some potential, and one day he
asked me what I really want to do for a career.
We talked about it and the conversation kept
going along the lines of HR - I had carried out
quite a bit of personnel work for him - but there
was no proper infrastructure. So he sponsored
me to study for my HR qualifications and, whilst
studying part-time, I worked all hours to make
up the time, qualified and he graciously
accepted my resignation when I decided to set
out on my HR career, armed with my new
qualifications. I had to move on to gain some
practical experience and was accepted at Lease
Plan as HR Coordinator. This turned out to be a
great opportunity as I joined and worked in their
HR team and, after about a year, I transferred
over to a company they had acquired, Keddy
Services. I was the only HR person there and had
to immediately roll my sleeves up and, in a very
short space of time, experienced a full-on
schedule of HR. I then met someone at a
resourcing event and, long story short, became
her successor when I moved to Electronic Arts
which - then and now - is the biggest and most
high profile player in the video games market.
This was not only a hugely exciting prospect, it
also exposed me to a truly creative environment,
I was hooked and I still am.
In those days, video gaming was not the
mainstream entertainment platform it is now,
but in the ten years I was there, EA, arguably,
did more than any other to propel gaming out
of the kids' bedroom and into the living room.
When I first joined EA was growing in Europe,
and was acquiring creative game developers
and setting up their publishing businesses. One
of the acquisitions we made was Bullfrog and,
after working with them as one of the group
I supported for over two years, I then moved
to focus exclusively on the highly-creative
development area. They definitely did not need
bureaucratic HR, so I really aligned my style of
management and delivery along these lines.
I was working with incredibly talented and
creative people, where you don’t want to put
bureaucratic guidelines and policies in place
and hamper their culture of creativity, but they
want and need some sort of structures, so
that’s a very fine line to walk. One thing I
learned, creative people are very honest with
you, which can be disarming, but refreshing.
These were really exciting days as EA won
massive licenses like; Harry Potter, Formula One
and FIFA. EA was American owned, but what
we achieved in Europe really shifted the focus
of the business in terms of prominence and
market share.
You are extremely passionate about the creative
side, it sounds to me like you’re saying there’s
a very specific way HR should manage that
environment. I’m not sure if it’s about creatives
it’s about starting out with the end in mind,
really thinking about what your interventions
are and what you need to achieve from them.
Certainly people in a creative environment are
far more vocal if they feel they're not getting
a good deal, and especially in smaller
environments, discontentment can spread
rapidly. So it's about being nimble and agile
enough to really engage people, not repel
them and come up with solutions they need.
So why did you leave and where did you go?
The ten years at EA rang some alarm bells and
reluctantly, I realised I had to see how strong my
skills were in the big wide world, outside the
video gaming bubble. So I left and immersed
myself in a couple of corporate roles and gained
some experience, but I realised that my heart was
definitely in creative technology. I stumbled into
Cable and Wireless which, on the face of it,
probably wouldn’t have attracted me, but they
were going through massive transformation and
that’s where the connection came. When I joined
my divisional head turned around to me and
said "we don’t have much time for HR, but if
you want to come to meetings you can". That
wasn't the most encouraging thing to hear,
nevertheless, there was much to do, so I carried
on with it. We had a matrix infrastructure, so
I had two bosses an operational, day-to-day boss
and a functional HR leader. After a few months
my operational boss moved to a different division
to handle a business and people transformation
project which had a big people remit, not least of
all a union challenge. By that stage I must have
achieved enough for him that he requested
I relocate too. It was a really exciting and
challenging time, and I achieved what I always
said I wanted to, a challenge and a job where
I wasn’t just minding the function - my wish
certainly came true.
Tell us about your next move. I moved on to
CPA Global an intellectual property company,
headquartered in Jersey. I worked as their Global
Head of HR Operations for a few years, and in
that time, we set up a big operation in India, so
this was my first real international role. Because
of the expansion, I was seconded to a senior
resourcing role, which wasn’t what I really
wanted, but I certainly did it, and it was very
much about getting the right cultural fit, but
it wasn’t where my passion was. Then an
ex-colleague from Cable and Wireless, who was
working at Iron Mountain, said there was a real
need for a shake up of HR there, so I moved
there for a year on the operational side as their
UK HR Director, working on changing the model
for how the business partners worked, and again
there was lots of change and a real opportunity
to work with the business and demonstrate the
value HR can add. Due to restructuring I decided
to leave and moved to become the HR Director
at notonthehighstreet.com, a relatively small
operation in those days, but it was an
opportunity to get back into an entrepreneurial
technology business. It was really a blank sheet
of paper, no HR department to speak of, so that
was a full-blown set up, and what was really
exciting and compelling about NOTHS, was that
you were dealing with all these individual artisans
of a mind boggling array of products, really
unusual, unique businesses, all highly creative,
and the platform was enabling them to promote
their products to a wider audience. It enabled
these creative entrepreneurs to get their products
INTERVIEWED BY JASON SPILLER & PHOTOGRAPHED BY STUART THOMAS
LORRAINE METCALF
GROUPHRDIRECTOR-ZOOPLAPROPERTYGROUP(ZPG)
4. 10 thehrdirector OCTOBER 2016
interview LORRAINE METCALF
out to their market. Historically they had only
been able to sell by going through craft
markets and the like. The volume they
managed to build was phenomenal.
Give us an idea of how that business developed
and, from an HR side, how you managed to put
the puzzle together? It was all about building
the technology. Trying to find talent...
attracting talent quickly enough to develop
and maintain the technical platform and
bringing in the talent in other areas too, that
could support this very diverse ecommerce
platform but also fit the unique culture. That
was quite a challenge. It has a very strong
brand, look and feel, although trying to find
people to fit that culture and meet those high
standards wasn’t easy, but a great
opportunity to be really at the beginning of
a very dynamic entity. Some of the partners
were doing what they loved in their spare
time whilst also having a full time job.
I remember meeting one partner who, a year
on, had managed to give up his full time job
to focus exclusively on his own business.
Notonthehighstreet.com created a whole
industry of passionate creatives fulfilling their
dreams. There were people who had gone off
and started families, often they were women
who didn’t want to go back full time to work
and this was their opportunity to do
something they loved, earn money and realise
their talent. Also, unlike EA which was male
dominated, notonthehighstreet.com attracted
lots of really talented women, in a way it was
the dawning of what we now call the gig
economy and I genuinely believe the founders
created something for local UK creatives that
nobody else had managed to achieve.
Tell us about Zoopla and how it came calling
for you. I wanted to scale a little bit more
and I met with Zoopla's CEO and then CFO,
Alex Chesterman and Stephen Morana, they
painted such an exciting vision for the future,
the potential for getting involved really
bowled me over. Alex and Simon Kain were
the co-founders and originally, of course,
Zoopla was about providing a web platform,
to help people search and find property,
essentially, an online property portal. Zoopla
was becoming well known too, of course,
because you could check what your property
is worth but, even more intriguingly, what
your neighbour, friends and colleagues,
bought their properties for and the current
value. When I joined the HR Manager was
going on maternity leave, so my experience
set was ideally suited, not least of all that
HR was at an early stage, which was familiar
territory for me. In terms of business needs
and rapid ambitions; there was resourcing
talent - again familiarity kicked in - and
formulating a cohesive recruiting resource
that could effectively continue to build the
technology resource. This, of course, was
at the very same time that hundreds of
tech-based companies were doing the same,
but resourcing and also putting in some
infrastructure and getting an HR system in
place to enable people to self-serve and
provide people data at the press of a button,
were my first objectives.
Also it was about implementing policies that
were balanced between being robust enough
to withstand some hectic growth and activity,
but at the same time didn't stifle, and you
can't do that in isolation, you have to make
everyone a stakeholder in the journey. It’s
very much about the balance of not putting
loads of policies in place, but creating
guidelines and not putting red tape in for the
sake of it. It’s about making sure you do the
right thing and work with the business to
solve their problems with them. It’s very
much about meeting the standard for
talented people. Plus it's creating enough
structure to avoid anarchy, but not so much
that you inadvertently create bureaucracy.
Increasingly, I think pragmatism will be
a pre-requisite of HR, to manage the fluid
and changing workplace. I really felt that
I had come to Zoopla at just the right time in
my career, in terms of what I was looking for
from a career at that point, but also my
experience set was a good match for what
needed to be achieved. The other big
objective was to compensate for the fact that
we were a small HR team with a lot to cover,
it was about driving as much HR in an
automated way and freeing up time to add
value where it was needed, whether that be
working on talent plans or creating toolkits
to help our talent reach their full potential.
The IPO, early in my tenure here, also made
me look at the right reward strategy for
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5. a FTSE250 business. Hot on the heels of that
were the acquisitions and my focus then was
ensuring the synergy, from an HR perspective.
In terms of business growth and finding the
resources to meet that, what was the plan from
a commercial point of view? And the HR
commercial initiative, what does the next five
years hold? Bringing the Group together was
about changing how we operate the HR team
and another big commercial consideration was
to meet the demands of a pretty ambitious
merger and acquisition projection. Having joined
in January 2014 and IPO’d six months later, we
acquired uSwitch in June 2015. Now our
commercial proposition is you’re then looking
at not just finding your property, but also
managing it. uSwitch are a price comparison
website covering energy, banking, comms and
finances helping the consumer manage their
property during and once they have moved.
Our latest acquisition, Property Software Group
provides the software to enable estate agents to
manage their CRM and workflows, so we now
help our consumers find, move and manage
their homes, essentially, the entire property
journey. In terms of meeting objectives and the
HR plan, my priority is not to go adrift. We are
definitely on schedule. In no small part the pace
is down to our CEO. We have very high
standards and aspirations, and my experience
is you can’t afford not to be on your plan
otherwise you’ll quickly slip behind. It is very
much about what are we trying to achieve and
to keep that ambition, energy and focus. That’s
what makes it exciting and why we have to be
agile to adapt to that. It’s a really exciting place
to be. Having those opportunities to continue
pushing the boundaries is a privilege as well as
working with incredibly passionate,
collaborative, talented and agile people.
The type of people you are keen to attract is
ruthlessly competitive and salaries are going up
and up, unsustainably. And that is a real
challenge! We build the talent pools, and they
are constantly being poached, attracting and
retaining them is our number one priority. So we
have brought our talent and resourcing function
in house, because we want to total control over
our early conversations. And there is also the
need to meet expectations, being competitive
and retaining our talent is a constant concern
that I have. People’s expectations are far higher,
there’s a lot of discussion about that, and
different people have different requirements.
A job for life is no longer the case, but as you
bring new talent in, it sets new standards. We
try to retain as much as we can, but you have
to be pragmatic about this sector and we feel
proud of developing people who eventually
move on - then we have to accept this as part of
the cycle. So long as they have enjoyed it here,
they become great advocates out in the market
and that's a real positive. It’s not ideal, and in the
early days, we found it difficult to accept that
people wanted to leave, but you cannot ignore
it and you have to adapt.
Do you wonder why there's not enough tech talent
to go around, when the younger generation is the
complete digital native? I think digital talent is
a really young industry, the developers we
started with at EA, which we talked about
earlier, were often “garage developers”. Times
have changed, the technology has evolved and
then some, and there are no boundaries now.
It's ultra-competitive for all concerned - like
everyone else, we would rather not hire the
wrong quality of talent, and for tech people,
their knowledge could be out of date in a matter
of months, if they stepped away for whatever
reason. But in terms of the talent drought, the
fact that there is such a lack of women in the
tech environment is an issue that occupies my
thoughts a great deal, I think employers should
change their game on how to improve on that.
There are just some roles that appeal more to
one gender than another, but we shouldn’t give
up. It is about starting early with your audience,
it can be difficult to get to grips with, but invest
in the future we must, and now. We are looking
at creating the right infrastructure for an
apprenticeship programme, dovetailed with
a graduate programme within the next few
years, and I think both of those programmes will
help to ensure we will be successful. In terms of
attracting talent, being in London obviously has
its benefits, but you are also competing with
some pretty heavy hitting neighbours. Wherever
you choose, you only have that finite pool of
talent who are able to work there.
In a business that is a technology driver if you
offer paternity leave, people fear they will be out
of date in six weeks. That’s the challenge,
business is so fast paced, you step back and it
will have moved on, you have to make conscious
decisions about what you are prepared to pause.
I think that is the world over. Shared parental
leave hasn’t really been taken up and it is
difficult to step away, but it is a choice.
The impact is, women are pursuing careers and
having families much later now. And possibly
when they have built their career to a point
where they can pause, then it’s time for them
to start a family - we all have to make choices
and choices have consequences. But families
are very important and it’s about creating the
right platform that doesn’t deter people and
helping create an environment where people
can be honest about what they want to do and
what that will mean for them and what
support they will need.
You are about to move to a new London HQ,
that you have been able to design to fit your
needs, that must have been fun to do. Yes, it is
being totally purpose built, with a fantastic
gym, spaces to meet and have coffee, pods to
work in, as much as you can make an office for
the future, this is it. And this is a big part of
cherishing the employer brand we have, but
also recognising where we can get synergies.
I have no hesitation to say that our ambitions
will continue. It is getting the right talent and
that continues to be a challenge. It's about
making sure we have a good three-year plan
that we can articulate. My HR team can really
see where they add the value and enjoy
themselves along the way, and I think that’s
important for all of our teams. And of course,
the new offices will be about supporting
dynamic working. For a business like this, as we
transition, the opportunities to meet people's
needs and also business objectives is here. For
us it’s about creating the right environment.
We feel lucky from an HR perspective because
we will be coming together into one group.
I think there will always be challenges to
overcome as the business and environment
changes - but that’s what makes it exciting.
We are actively hiring a brand new role as an
Employee Engagement Manager. We want to
give our employees a single point of focus for
engagement. If you have a strong culture and
values, it should be embedded in how people
work every day. Great people want to work
with great people and they self-manage that
themselves, they become so aligned to it and
are so passionate about doing the right thing
that they don’t want to work with people
that don’t think like that. That for us is the
standards we want to attain, but it means firing
on all cylinders and staying competitive and
that is a challenge worth aiming for.
OCTOBER 2016 thehrdirector 11
www.thehrdirector.com
HRD
FOR FURTHER INFO
www.zoopla.co.uk
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