The Future of HR: Preparing for the Revolution
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The world of work continues to evolve at a rapid pace with increasing disruption caused by new business models, emerging technology and developing definitions of the workforce. Along with these changes the role of HR is also shifting as the capabilities and accountabilities for HR professionals is also undergoing a transformation. In this session we discuss how HR professionals can take steps now to bolster their impact and prepare for the future of the profession including: • The business need for lean, strategy-driven HR/People functions • The interplay of HR technology and business acumen • The “new” psychological contract between employers/employees • HR’s imperative to anticipate, embrace and proactively drive change
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There are a few surefire ways to cause a pause in conversation with a group of strangers: talk about your sex or let it be known that you work in HR. But why do these topics seem to be off limits in polite company? Why the shame, embarrassment, and reluctance to discuss two activities that, quite frankly, bring joy to numerous people? They have more in common than you may think!
3 Ways Performance Management Will Change (2016)
Research from Corporate Executive Board found that the average manager spends more than 200 hours a year related to performance reviews. That's the equivalent of 25 business days - nearly a month of work.
What's more, 90% of HR leaders don't even think reviews yield accurate information. So where does this leave performance management? How will it change moving forward? What can HR do to lessen the waste of time and resources?
Party of 3: How Recruiters, HR Professionals, and Hiring Managers Contribute ...
Ensuring that new employees adjust to the social and performance aspects of their job starts well before their first day of employment and its success requires cooperation and collaboration between the talent acquisition team, HR, and hiring managers. These three entities must work together to ensure onboarding success to ensure new employees have clarity regarding their roles and performance expectations and facilitate cultural assimilation and socialization.
The Holistic Approach to Employer Branding
Employer branding and the management of the brand is often linked primarily to the talent attraction and recruiting phase of the employee lifecycle. While HR professionals understand they are ‘branding’ their culture and approach the initial strategy phase with a goal of complete integration, they often miss opportunities to build a true continuum across the entire employee life cycle. HR teams often do an effective job of ensuring brand alignment with the onboarding process and they understand how branding initiatives can impact employee retention, but what about other HR functional areas like employee relations, compensation and benefits, learning and development, and performance management?
In this webinar we discuss simple and effective ways that employers can shape employees perceptions and behaviors by ensuring that the “employment brand” is marketed internally while being consistently applied, shaped, and managed in all human resources functions.
Buiilding and Supporting a Collaborative Workplace
Collaboration is not only powerful but also necessary for the survival and growth of an organization. We can tap into the power of technology to encourage and optimize this very basic human interaction, but true impact is realized when we focus on attitude and behaviors and harness the collective wisdom within our organizations whether guiding the company through change and transformation, managing innovation, or focus on maintaining a culture of inclusion and teamwork. Collaboration, when done effectively and with purpose, can ensure alignment with the organization’s strategic plan and HR’s role (programs, policies and deliverables) is a critical component. In this session we reference research from the following sources:
• Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results, Morten Hansen
• The Culture of Collaboration, Evan Rosen
• The Execution Trap, Roger L. Martin (Harvard Business Review)
• Eight Ways to Build Collaborative Teams, Lynda Gratton and Tamara J. Erickson (Harvard Business Review)
• Leadership Conversations: Challenging High-Potential Managers to Become Great Leaders, Alan S. Berson/Richard G. Stieglitz
We explore the skills and practices required to lead collaborative efforts in order to drive business results by discussing (1) the 3 types of collaboration (2) the importance of organizational culture – and how it can derail your efforts (3) the role of leaders (4) effective ways to build active and effective cross-functional collaboration.
Setting Onboarding Expectations: The role of Recruiters and Hiring Managers
Ensuring that new employees adjust to the social and performance aspects of their job starts well before their first day of employment and its success requires cooperation and collaboration between recruiters, the HR team, and hiring managers. In this session we’ll discuss how to train and support your talent acquisition partners and hiring managers in order to create onboarding success at your organization. We’ll explore who should have responsibility for ensuring new employees have clarity regarding their roles and performance expectations, discuss the importance of cultural assimilation, and highlight ways recruiters and hiring managers can assist new hires in the process of establishing critical relationships and accessing informational networks.
Lessons from Hollywood: HR and Pop Culture
Strategic HR leaders are accustomed to conducting environmental scans of both the internal and the external environment – looking for and interpreting trends and changes in the general business environment, industry practices and developments, technological advancement, demographics, economic changes, and the legal and regulatory environment. We know this is necessary in order to participate as contributing partners in the strategic planning for our organizations, but ... as an HR professional are you considering how “Hollywood” can provide early signs of what’s on the horizon? In this session we take a look at how pop culture, celebrities, and “Hollywood” shape the world of work, influence organizational change, and impact the entire human resources agenda. Paying attention to changes and trends in the pop culture landscape allows HR leaders to take advantage of opportunities while preparing for the threats that may influence their current or future plans.
• Objective 1- When the ‘fringe’ becomes mainstream, how does that impact HR? What can we learn from pop culture; the ideas, perspectives, attitudes, images and other phenomena especially as influenced by mass media?
• Objective 2 – How do we utilize the PESTEL (political, economic, social, technological, environmental and legal) framework to analyze and monitor the macro environmental factors that impact our organizations?
• Objective 3 – What are takeaways for HR in terms of the evolving world of work, the changing view of the family and gender roles, and what can we learn from the “everyone is a star” syndrome?
Your Culture Sucks. But You Still Have to Hire
We endlessly discuss, debate and dissect the topic of organizational culture. It is not defined, owned or controlled by one person or one group yet it has become an HR buzzword. We talk about hiring for culture fit. We discuss brand culture with a desire for our employees to deliver a seamless and integrated branded customer experience to external audiences. We also know that HR/recruiting professionals can neither manufacture a culture nor can they create ‘something’ out of thin air. Being false and inauthentic may garner more applicants, but are they the candidates who are coveted and needed?
The true market differentiator in talent acquisition is being real, honest and truthful with candidates in order to provide them with an honest version of the actual working experience at one’s organization. Your organizational dynamics may not include free beer on Fridays and holacracy; your company style may be old-fashioned, restrictive and controlling. And that’s....OK. That doesn’t mean it’s a ‘bad’ culture, it merely means it’s the culture for which you have to hire.
The reality is that HR professionals may be tasked with hiring for a challenging culture; perhaps a cultural environment with which the HR practitioner, as an employee herself, is not even fully aligned. When it “is what it is” how does the HR professional ensure the right talent is being sourced, recruited and hired?
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Myth Busters: Rethinking Hiring in the Modern Workplace
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User Adoption: How to Successfully Herd ALL the Cats!
User Adoption: How to Successfully Herd ALL the Cats!
Welcoming our Robot Overlords: Why Your Next HR "Hire" May Not be Human
Welcoming our Robot Overlords: Why Your Next HR "Hire" May Not be Human
Happiness and Employee Engagement; Mutually Exclusive or Necessary Partners f...
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Party of 3: How Recruiters, HR Professionals, and Hiring Managers Contribute ...
Party of 3: How Recruiters, HR Professionals, and Hiring Managers Contribute ...
Buiilding and Supporting a Collaborative Workplace
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Setting Onboarding Expectations: The role of Recruiters and Hiring Managers
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The Future of HR: Preparing for the Revolution
- 1. Robin Schooling Managing Partner, HR + People Strategy Peridus Group The Future of HR: Preparing for the Revolution November 2019
- 2. Business
- 5. Efficiency Effectiveness Outcome Absence rate (efficiency) + absence per manager (effectiveness) + overtime expenses (outcome)
- 7. “transactional HR” vs. “transformational” HR
- 8. Technology
- 9. Business Acumen (driven by digital transformation)
- 10. The “experience”
- 11. “something personally encountered, undergone or lived through, including the sensory awareness of internal and external attributes of both moment-to-moment events and the sum of occurrences” the “experience”
- 12. Automation, AI (and everything in-between)
- 13. Workplace
- 15. The Imperative
- 16. Diversity is acknowledging our differences and celebrating how that makes us unique. It’s about recognizing that different groups have been marginalized and their experience has not been the same as ours. Inclusion is leveraging our differences for good. We give everyone a chance at a fair and consistent experience. Belonging is about not just being included, but truly feeling like you can contribute in a positive way Katee Van Horn VH Included