Transform with the Best – Online Conference on Digital Transformation

Transform with the Best – Online Conference on Digital Transformation

Transform with the Best

Digital transformation refers to the changes associated with the application of digital technology in all aspects of human society. Digital transformation may be thought as the third stage of embracing digital technologies: digital competence → digital usage → digital transformation, with usage and transformative ability informing digital literacy. The transformation stage means that digital usages inherently enable new types of innovation and creativity in a particular domain, rather than simply enhance and support the traditional methods.

The use of technology to radically improve performance or reach of enterprises — is a hot topic for companies across the globe. Executives in all industries are using digital advances such as analytics, mobility, social media and smart embedded devices as well as improving their use of traditional technologies such as ERP to change customer relationships, internal processes and value propositions. Other executives, seeing how fast digital technology disrupted media industries in the past decade, know they need to pay attention to changes in their industries now.

Technology innovation is changing the game for businesses, industries, and markets. At the heart of this digital transformation is a host of new technologies that are disrupting the old ways of doing business – with partners, suppliers, and customers.

Digital transformation is the process of shifting your organisation from a legacy approach to new ways of working and thinking using digital, social, mobile and emerging technologies. It involves a change in leadership, different thinking, the encouragement of innovation and new business models, incorporating digitization of assets and an increased use of technology to improve the experience of your organisation’s employees, customers, suppliers, partners and stakeholders.

It could be a wonderful opportunity for us if leaders around the world share their case studies and digital transformation strategies on how large corporations can stay competitive in today’s digital world.

With The Best is organizing an online conference Transform with the Best where high profiled Chief Innovation Officers, CTO’s, CIO’s of top-tier companies, and head of Corporate Accelerators will be sharing their visions on how to keep a company competitive in the rapidly and ever-evolving digital world we are operating in today while offering 1-to-1 speaking sessions, all this from the comfort of your own home.

Who are the Speakers?

Confirmed Speakers | Transform with the Best

More to come…

How it is delivered?

An Interactive Learning Experience

You will be supplied with a set of tools to interact with Digital Transformation experts:

  • a chatroom to ask live questions during the conferences;
  • Q&A forum during the whole event during which both experts and attendees can share knowledge and information;
  • optional 20 minute one-to-one live mentoring sessions with your chosen expert;
  • link to the speakers’ SlideShare presentations;
  • 2 months of guaranteed access to the conferences, SlideShare links and Q&A forum.

Useful Information:

Date: Wednesday 5th, April 2017 10am to 6pm (EDT) – New York Time

Venue: Online

Theme: DIGITAL TRANSFORMATION

Contact: charlin@bemyapp.com

Twitter: @WithTheBest

Official Hashtag:  #TRANSFORMWTB

HRTech Conscience is one of the Partners of Transform with the Best Conference.

It is not a one step process neither there are some cookbook associated with it, it’s a continuous process to improve yourself, to know your options, to help each other’s in achieving the desired heights.

Come let’s join and see how the world is transforming.
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Breaching The Big Data Barrier : Moving HR Towards Analytics

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Investment in big data has risen in 2016. That’s according to tech consultants Gartner which reveals that 48% of companies invested in big data this year, an increase of 3% compared to 2015. Planned investment in the next two years is predicted to fall, however. The issue, according to Gartner, is not so much the data but how it is used. 85% of companies who invest in big data remain in the pilot stage as projects fail to progress beyond the initial commitment.

That is certainly the case for the UK which is ranked 14th in the world for digital adoption. As candidate availability falls and the digital skills shortage spirals towards a critical point, big data is HR’s path to navigating through the complex issues affecting the workforce. Breaching HR’s innate big data barrier to move towards analytics requires a clear strategy. Here’s how to achieve that:

Evaluate your current position : Understanding the maturity of your current recruitment process will provide a base from which to evaluate progress. Deloitte’s Global Human Capital Trends Survey 2016 found that one third (32%) of businesses felt ‘ready or somewhat ready’ for analytics while 8% believed they were ‘fully ready’ to develop a predictive model. Know your starting point.

Aim for quick wins : PwC’s 2016 Data and Analytics Survey reports that UK executives want more data driven decisions but are held back by their organisations and culture. Demonstrating the benefits with some quick wins will help to overcome internal resistance to big data. Aim to provide insight and solutions into ‘roadblocks’ within your hiring process. For example, a lengthy application process deters candidates from completing application forms, while recruitment analytics identifies the source of your best applicants. Begin with HR technology covering key hiring metric which extracts information from live data within your Excel spreadsheets. Getting the right data is the key, whether ‘big’ or ‘small’.

Collecting data : Most companies have a wealth of data available. Collecting, analysing and understanding that data is the biggest challenge. For example, most hiring teams have access to a wealth of information available from sources such as social media, in-house surveys and LinkedIn. That data provides a starting point and may include:

  • Performance management reviews.
  • Personal data, including medical history and employee attendance levels.
  • The hiring sources of your most successful people..
  • Employee participation in surveys and candidate referral schemes.

Utilising analytics : Big data helps to shape your understanding of the online habits of your talent pool, through tracking their digital footprints. It assists evaluation and targeting of job posts and facilitates engagement with people who possess the skills critical to your business. That information helps to create focused candidate personas in order to target future recruitment at relevant talent pools. Analytics evaluates the demographic profile of potential hires, coupled with their educational background, career history and typical salary. Advanced analytics can predict talented employees who may be a ‘flight risk’. When high risk people are identified, HR can adopt a more effective and aggressive retention strategy, focusing on areas such as career development, in-house training and flexible working.

Minimising bias : Data helps to reduce ‘confirmation bias’, broadly defined as a pre-existing belief we may hold which we look for evidence to support. In hiring, this may present itself in repeatedly recruiting applicants from the same social or education backgrounds. The Social Mobility Commission’s newly released State Of The Nation Report 2016 reveals the extent of the problem in the UK, noting that only 4% of doctors, 6% of barristers and 11% of journalists are from working-class backgrounds. Confirmation bias leads HR to eliminate talent from interview selection. Hiring algorithms in big data help to prevent that. As a prime example, Google’s re:Work platform operates on the principle of ‘unbiasing’, which it states begins with ‘education, accountability, measurement and more’.

Don’t over-invest : Big data must work for your business. Scalable HR technology enables your business to expand as employers analyse and interpret the data available. Recruitment software without integrated analytics that provide live and instant data will hinder, not help your hiring process. It should also be mobile friendly and equipped with social collaboration tools.

Ensure ethical use of data : Confidentiality and privacy must be a priority for employers collecting data on candidates which includes personal information. The UK government has accepted a recommendation to create a council of data science ethics to address concerns over the misuse of big data. Establish ground rules for the use of talent analytics within your business to ensure compliance. Choose technology that complies with the Data Protection Act and offers a full audit trail.

Treat big data as your ally

Big data is here to stay. The Economist Intelligence Unit reports that, while cyber-security and web/mobile development are the highest ranked competencies today, big data will replace them by 2018.

Big data is HR’s ally. Utilised effectively it augments recruitment and selection decisions by providing objective data that highlights disruptive elements in the hiring process. No data is perfect but it provides an indication of activity and progress in your talent management strategy. Create a story and positive message around your technology to empower HR. It isn’t about statistics. It’s about enabling your business to create stronger talent pools, and a more robust hiring process.

HR must develop familiarity with and insight into data to communicate its benefits confidently and ensure that it aligns with performance objectives. Adopting a predictive talent model is your goal but breaching that big data barrier is the first step.

Advorto‘s recruitment software provides workflow and structure across the entire hiring process, offering a dynamic database of candidates and analytics. Used by some of the world’s leading organisations, it provides a straightforward first step into HR analytics and big data.


If you want to share this article the reference to Kate Smedley and The HR Tech Weekly® is obligatory.

Great Companies Are Built Around Great People

Written by Annie Jordan, VP, Global Head of HR at Finstar Financial Group. Specially for The HR Tech Weekly®.

Annie Jordan, VP, Global Head of HR at Finstar Financial Group

There is a lot of truth in the saying that great companies are built upon great people. However, the reality is, of course, more complicated than that. The world’s leading companies are a powerful blend of people, vision, capability and culture. These things work together like the mechanics of a rocket, generating and maintaining irresistible momentum.

But how do you ignite the rocket?

It starts with the fuel, exceptional people. Without exceptional people, you will struggle to build departments that smash through goals or spark entrepreneurial commitment.

Yet how is it possible to attract top people to an environment that has not already been built into the kind of engaging, highly professional workplace that world class candidates come from and demand?

This chicken and egg scenario ranks as one of the most difficult strategic challenges in HR, and it is especially pertinent to the fast-moving world of HR in the tech industry, where workplace expectations are always growing.

The first thing to understand is that top performers do not avoid challenges. In fact, they seek them, and being open about the challenges that await them is something that will help attract the very best.

Finstar Financial Group is a private equity firm focused on the future of financial services, founded by Oleg Boyko. We believe in our businesses and that we are building the foundational elements of a modern, digitally adept, high-speed world. We have lofty ambitions, and we make these ambitions clear to the people we hope to attract. In fact, our ambitions do not end with revenue and profit targets: they are driven by a vision for the future of financial services.

We aim high when targeting the people we want to join our team, casting our net worldwide in our search for the best possible candidates. This sense of purpose and ambition has allowed us to attract first-rate minds from top tier companies.

We have now built a virtuous circle: by attracting top managerial talent, then constantly challenging them – insisting on the highest standards when doing so – and freeing them to achieve their goals in their own way, we have stoked their entrepreneurial spirit, and they tend to energetically and rigorously attack their targets. This has created a positive, exciting and goal–focused environment for all employees. It also, of course, makes Finstar Financial Group and its portfolio companies evermore attractive places to work, helping us draw in more great talent from around the world. 

“The greatest adrenaline hit for any Marketeer is to make a difference through their contribution. Bringing together knowledge from a past life’s conquest to unifying and motivating the wonderful and enthusiastic minds of a new organization is all part and parcel of that contribution. However, the contribution itself has to have a focus from which it draws its energy. In this case, we look to the Brand in question Finstar. A global titan within its own right, but with the prowess and agility of any new start up. With the help, assistance and guidance from the HR team you begin to understand the organization better, its ambitions and the almost blank canvass with which to mark out your approach. Most well-seasoned individuals and newcomers alike begin scanning the paperwork to find out where they sign! Though only at the initial stage of my journey with the organisation, I foresee it being a long and fruitful one, as well as becoming a key contributor to the well-oiled machine that is Finstar.” – Arun Varma, Chief Marketing Officer.

“I found a unique multi-cultural combination of talents in Finstar Financial Group. The company offers you a challenge of combining the skills and disciplines learned in large international corporations with the high flexibility and agility needed to adapt to rapidly changing technologies and customer expectations, so as to keep our competitive edge.” – Gauthier Van Weddingen, VP, Deputy CEO Operations.

“Creativity and ingenuity in all the aspects aligned with robust and conservative corporate standards and best practices, the possibility to combine the non-combinable while exploring the most elegant and very often, unique recipes in this “fusion cuisine” of innovative IT developments, financial retail services and business effectiveness, all these multiplied by the global scale and multicultural nature of our company – this impresses indeed. The kaleidoscope of different jurisdictions, approaches and mentalities, the possibility to work with extremely qualified professionals from all over the world create the unique experience and knowledge base, together with a desire to use it for the company’s growth and to confirm again and again that we all are real FinSTARs!” – Dmitry Kobzar, Head of Legal Department DFI.

Ultimately, this process of embracing lofty goals, setting our talented hires exacting challenges and stoking their entrepreneurial instincts has allowed Finstar to solve the HR conundrum of attracting the type of executives who create the attractive working environment which such exceptional people are attracted to. We now have a virtuous circle in place that has sparked the stellar growth that sets Finstar Financial Group apart as a high-flyer in the FinTech world, delivers value to our stakeholders, and makes each of our offices a cutting edge, innovative and challenging place to work.


If you want to share this article the reference to Annie Jordan and The HR Tech Weekly® is obligatory.

Infographic Based Job Posts by TalentBait

TalentBait Launches Private Beta on BetaList

Hamburg, October 1st 2016 – TalentBait launches into private beta on BetaList with a new recruitment tool that turns classic job postings into viral infographics.

TalentBait, an HR-Tech Startup from Hamburg, has launched a web tool that helps businesses leverage their employer branding by creating stunning infographic-based job postings and career sites tailored for social recruiting.
Companies just enter the information about their culture, core values and the job vacancy and TalentBait transforms this data into highly visual job postings. The Infographics are, compared to classic job postings, easier to remember and 3x more likely to be shared on social platforms like Facebook and Twitter. Businesses can also create a career page which includes the generated job ads, team pictures and other aggregated data, giving visitors and future employees a better picture of the company.

TalentBait’s mission is to modernize the bridge between companies and talents for a successful, long-lasting relationship. Co-founder and CTO Nils Schlomann says:

“Talent recruiting is one of the main areas where many “old economy” companies fall behind. Traditional businesses are used to buy print ads to reach high potentials and are too slow to learn how young talents look for jobs nowadays. We help companies get the eyeballs of millennials and digital natives when it comes to leveraging social media and the internet in general.”

TalentBait is focusing on small and medium-sized businesses and is offering a job posting at $25 a month. The public beta is planned for December 2016.

Request your invite for TalentBait here: talentbait.com

BetaList Page: https://betalist.com/@talentbait

Download PDF

About TalentBait

Based in Hamburg, Germany, TalentBait is a HR Tech startup developing a web-based application focused on changing the direction of recruiting marketing. The company was founded by Nils Schlomann and Diana Basso, who previously co-founded Click&Pass and worked on numerous Startups in San Francisco.

Media Contact

Nils Schlomann

+49 159 03007 344

press@talentbait.com


Source: TalentBait Launches Private Beta on BetaList

Three Findings from Deloitte’s “Global Human Capital Trends 2016 Report” for Recruiters

Deloitte’s Global Human Capital Trends 2016:

Over the past few years major disruptions have occurred in HR and corporate structures and organizations. Recently, Deloitte conducted a comprehensive global study of human capital trends and published those findings in a robust report titled: Global Human Capital Trends (GHCT) 2016–The New Organization: Different by Design. According to the researchers, “Sweeping global forces are reshaping the workplace, the workforce, and work itself.” The findings in this report are incredibly relevant and important for professional recruiters to be aware of and potentially take action on.

The data were compiled from more than 7,000 survey responses from corporate leaders in over 130 countries around the world. This blog post will present a few of the highlights from the report that will impact recruiting/hiring now and in the future.

The knowledge and wisdom gained from this study are two-fold for recruiting agencies, corporate recruiters, executive search firms, and/or legal search firms: (1) The study offers ideas for how recruiting agencies might want to run their businesses, and (2) The investigation provides many ‘nuggets’ of information into how your potential customers are running their organizations. If you have this knowledge it can only help you gain an advantage in the hyper-competitive world of professional recruiting. Part of running a successful business is truly understanding the ‘business challenges’ that your customers face on a daily basis.

The researchers begin by identifying 4 overarching changes that are affecting corporate structures: Demographic shifts (50-60% of workforce are millennials); Pressure for Increased Speed for Time to Market (rapid disruption of business models); Digital everywhere; and a Different Social Contract for Workers.

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The top 10 trends identified were: Organizational Design, Leadership, CultureEngagement, Learning, Design ThinkingChanging Skills of the HR OrganizationPeople Analytics, Digital HR, and Workforce Management.

Three of these trends (Organizational design, Culture, and Engagement) will be discussed. After summarizing the high points of the report on these three key trends I’ll point out ways these items will specifically impact recruiting and talent management.

Organizational Design & Structure

One key point of departure identified, in the study, was significant changes in organizational structure. The authors concur, “as companies strive to become more agile and customer-focused, organizations are shifting their structures from traditional, functional models toward interconnected, flexible teams.” Another way to think about the trend toward teams would be viewing them through the prism of a Hollywood movie production team and less like traditional corporate structures. Essentially, akin to a movie-set, people are coming together to tackle projects, then disbanding and moving on to new assignments once the project is complete.

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The implication for professional recruiters is re-thinking your organizational design in order to parlay the benefits of teams instead of the more traditional structure focused primarily on individuals doing specific tasks. In other words, professional recruiters would be encouraged to work together to connect talented people with amazing opportunities, instead of working ‘alone’ to achieve these goals (presumably working individually on a list of candidates and clients).

Here are a few suggestions that the GHCT study offers:

  • Looking at your organizations design: think about re-organization that includes “mission-driven” teams focused on customers, markets, or products. Perhaps it makes sense to assign a ‘team’ of recruiters/hiring managers to work on one specific job type or talent pool.
  • Critically analyzing your rewards and goals: think about your performance management around ‘team performance’ and ‘team leadership’ rather than focusing solely on individual performance. Moreover, reward people for project results, collaboration, and helping others. If a team is assigned to find talent for a specific client incentivize a team of 5 to get 25 placements done this quarter (instead of placing the task of each individual recruiter to get 5 placements on their own).
  • Implementing new team-based tools: put in place tools and measurement systems that encourage people to move between teams, and share information and collaborate with other teams. For recruiters this would mean structuring your firm in a way that encourages team members to work together to achieve company-wide goals for placements. Also, this would encourage communication and networking to ensure that the entire team/company is being successful.
  • Allowing teams to set their own goals: teams should be held accountable for results – but let them decide how to perform, socialize, and communicate these goals among the team. Instead of managers mandating what the goals are, allow the teams to collectively and creatively come up with ways to be held to account for their performance measurable’s.

Shaping Culture

Another vital trend in this study was the impact of culture on business strategy. The authors define culture as, “the way things work around here”. Also, culture is the system of values, beliefs, and behaviors that shape how real work gets done within an organization. As opposed to seeing culture as primarily an HR issue/problem, “CEOs and executive teams should take responsibility for an organization’s culture (with HR supporting that responsibility through measurement, process, and infrastructure).” Leaders should embody and actively engage in the kind of ‘culture’ they want their teams to reflect.

Interestingly, 28% of survey respondents believe they understand their culture well, while only 19% believe they have the ‘right culture.’ Change is so prevalent for organizations in 2016 that an effective culture can be the determining factor for if an entity can successfully weather the storms of change.

The implication for recruiters, in terms of culture, is ensuring that the executive leadership – in conjunction with HR – has thought deeply about the system of values, beliefs, and behaviors that shapes how placements are made within your recruiting agency. What are some ‘universal’ cultural values that your firm places a great deal of faith in? What types of qualities do you want your recruiters to look for as they place people? More specifically, GHCT encourages the following:

  • Prioritizing culture by CEO’s: Executives must clearly understand their company’s cultural values, determine how they connect to business strategy, and take responsibility for shaping them. Also, executives should routinely take their own inventory and analyze whether their own behaviors reinforce the desired culture.
  • Understanding both the current and desired culture: critical for leaders to examine current business practices to see how, and if, they align properly with desired culture. If there are practices that are counter-productive they should be thrown out and new ones implemented that edify the desired culture.
  • Measuring culture: Use empirical tools to understand employee attitudes and actions. HR should take the lead in this effort and get the results back to leaders for assessment (in a timely manner).

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Engagement – Always On

And finally, yet another trend identified in this study was employee engagement (which is closely tied to culture). Engagement is, “how people feel about the way things work around here.” The researchers also note that engagement is, “…a strong focus on listening to employees, workforce health and well-being, job redesign, and an enterprise-wide analysis of all dimensions of employee engagement.” Most companies still only evaluate engagement on an annual basis (64%), but in order to be truly effective managers and leaders should, “be proactive, implement the right tools, and give business leaders a continuous stream of data … and promote a culture of listening, and ensure that reward systems are consistent with engagement and retention goals.” True engagement means being ‘always on’ and continuously listening for what employees want and need from their jobs.

Engagement is also crucial because millennials are less loyal to organizations than ever before. Additionally, companies are tasked with a continued need to attract workers with technological and other specialized skills (as all companies digitize their businesses). And, finally, an organization’s employment brand is now open and transparent, so job candidates can easily see if a company is a great place to work (think of all of the “Best Place to Work” lists that are routinely populated on social media channels).

For professional recruiters the trend toward engagement can be meaningful in at least a couple of different ways. One, engaging all recruiters/hiring managers in effective ways can improve the culture/engagement/loyalty of team members. And, two, understanding the employee engagement of your customers (i.e., companies you are working to place candidates with) can aid in having successful placements where the candidate and the customer are both satisfied with the ‘marriage’. The researchers conclude:

  • inspirational201631Redefining engagement: By moving past the notion of turning your organization into a great place to work; also means “reaching down to the team and individual levels to foster highly engaged teams of employees doing work they love to do”.
  • Creating a sense of passion, purpose, and mission: Providing free perks can be nice, but companies that succeed in having highly engaged employees focus on driving meaning, purpose, and passion among their workers.
  • Linking compensation to engagement: Managers must get on board with tying team leaders’ compensation to their team members’ engagement. This sends a powerful signal and drives a sense of accountability about engagement efforts.
  • Doing “stay” interviews: In addition to having ‘exit’ interviews to find out why employees are leaving, also use ‘stay’ interviews to learn what it would take for an employee to stay at a company.

This article has outlined 3 of the 10 trends that the Global Human Capital Trends 2016 Report covers. More highlights to come regarding HR trends that will no doubt have long-lasting impacts on professional recruiters. Suffice to say, the landscape of work is changing rapidly and it is critical that professional recruiters are aware of the trends and adapt their businesses accordingly.

For more information on this study check out the Full Report.


Source: Three Findings from Deloitte’s “Global Human Capital Trends 2016 Report” for Recruiters – Crelate

How Strategy – Not Technology – Is the Real Driver for Digital Transformation

Business owners and executives today know the power of social media, mobile technology, cloud computing, and analytics. If you pay attention, however, you will notice that truly mature and successful digital businesses do not jump at every new technological tool or platform.

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Ronald van Loon, Director at Adversitement

While they do not sit and wait for months or years to create social media pages or to take advantage of new analytical services, they do approach every piece of technology that they use with a solid strategy. Why? Marketing, production, and brand management require concrete planning to be effective and coherent. Implementing new technology without a set strategy is a recipe for failure – or, at the very least, for ineffective use of an otherwise powerful tool.

The Importance of Digital Strategy and Vision

To make the most use out of the technologies and tools available to your business today, you must have a coherent and cohesive digital strategy. Companies that have good digital strategies are said to be “digitally mature” and are more likely to embrace the most strategic technologies as they are developed, rather than casting about, trying everything, and failing to use most of it to their advantage.

A good digital strategy is born out of a vision for the company. Savvy leaders will understand that they must first envision the form they want their business to take, the presence they want it to have online and in the physical world, and the brand tone and voice they will use to engage with customers across all media. This is the basis for a strong strategy that will carry you through software and hardware updates, new tools, social media platforms, and much more.

Technology Gives You Analytics – Strategy Shows You How to Use Them

Now, we are not saying that technology is unimportant. In fact, without data streams and analytics, you would have a much more difficult time collecting the information you need on your customers, website traffic, and the market in general. Without analytical tools like these, you would have a much harder time finding the data to make your next strategic move.

How Strategy – Not Technology – Is the Real Driver for Digital Transformation

However, you might think of your analytics and data streams as the tools to fix your car and your strategy as your mechanic’s knowledge and experience. You could have all of the tools necessary to change the struts on your wheels, replace the alternator, or do anything else to repair your car, but those tools will do nothing for you if you don’t have the knowledge and experience necessary to perform those jobs.

With a solid strategy, you’ll have a guide for how to use the tools that technology gives you. You’ll see how your business can embrace these tools and platforms, how it will change and evolve, and how to continue to use them in the future as they become a part of your business. Without strategy, you might get lucky and choose the right platform, the right analytics tools, and the right interpretations of the data in front of you…but it’s highly unlikely.

Businesses that put strategy before technology and then use that strategy to embrace and fully utilize that technology show a digital maturity that will drive them into the future and help them to maintain sustainable growth and success.

Have you implemented a digital strategy for your business? What’s changed since you’ve embraced your strategy, and what are your recommendations for strategy and data-driven technology for business owners and executives like yourself?

Let us know what you think and how you’ve used your digital strategy to set your business apart from the competition.

Read more


Source: How Strategy – Not Technology – Is the Real Driver for Digital Transformation | Ronald van Loon | LinkedIn

Follow the Leaders!

leadership

Not so long ago, emergence of personal computers has made new demands to professional skills of workers, and those who hasn’t mastered new equipment, has been literally swept away from the market of jobs. We have already forgotten it, but everything was quite so.

The similar tendency is now observed. The world enters a new digital era and we are on a threshold of the fourth industrial revolution.

Modern technologies radically change the way we do business, and again make new demands, now not only to knowledge and skills, but also to the ways of thinking in constantly changing environment.

New technologies change behavior of employees: how they think as they work, what does motivate them and by what values they profess.

At the same time, not only new technologies change behavior of employees, but also they change ways of their working behavior.

Huge forces radically change internal processes in the organizations and a working environment what we know it.

The increasing influence of globalization and need of continuous manifestation of flexibility in the permanent turbulence will lead to the fact that the future of work will have a little in common with what we have today.

Social networks, mobile applications and cloud computing become a global tendency and the keynote for the development of modern HR technologies.

HCM systems supporting employees on the lifecycle in the organization from graduate recruitment to retirement, analytical modules based on Big Data, advanced recruiting tools with technologies of logical and semantic search, and so on so forth.

The sphere of human resource management became more innovative than ever before, and all attentively observe what else new solutions vendors will present.

Everything occurs extremely promptly, and people in HR aren’t always in time behind emergence of new functionality and business priorities.

At the same time the gap between tendencies in development of HR technologies and actual competences of HR managers is observed!

In the nearest future we should seize more complex and integrated HCM systems, embrace mobile technologies as a platform, master social recruitment and digital marketing, study statistics and analytics, gain more profound scientific knowledge about behavior of a human being.

We are on the threshold of important changes. HR managers are expected not only to master and adjust their skills, but also pro-actively develop a new organizational culture.

The world changes promptly, but not evenly and if someone doesn’t notice these changes, then it doesn’t mean that they don’t happen.

To stay on demand and be successful in the modern world it is necessary to follow in the waterway of mega-tendencies.

In other words, to remain on the place it is necessary to run. If to run long, then by all means you will get to other place. The main thing is to choose the right direction.


If you want to share this article the reference to The HR Tech Weekly ® blog and Alexey Mitkin is obligatory.

You Can’t Define a Digital Native by Their Age

Written by Mary Sue Rogers | Originally published at Save HR blog.

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Mary Sue Rogers, globally recognized leader in HR and Talent Management, owns blog at SaveHR.com

We hear the term digital native on a frequent basis. And the CHRO receives a lot of input on how to make the systems and process of HR fit for a digital native. And the assumption is that a digital native is one that grew up with the Internet, smartphones, Facebook and similar. But is that the definition of a digital native? Or is a digital native more a state of mind and how you reach and use the technology around you? The latter is the theory put forward by Constellation’s researcher Alan Lepofsky – Segmenting Audiences by Digital Proficiency.

As I am not a paid up member of Constellation I can only get the abstract, and then supplemented that with the Bill Kutik’s Firing Line interview with Ray Wang. I am sure the full paper is excellent based on the summary.

So Alan’s premise is that how knowledgeable you are in the use of digital tools and how comfortable you are in using them determines your level of digital proficiency and therefore whether you are a “digital native”.

Like all good consulting models – it starts with a four-box model that is Y axis of Comfort and an X axis of Knowledge. And like all four box models – the top right-hand corner are individuals who have lots of knowledge regarding digital, they are good at it, and they want to use it. The bottom left-hand corner is those that are not good at it and don’t want to use it. You can fill out the others.

And then based on these characteristics, Alan has developed names for the various types of digital users.

Natives – the top right-hand corner.  Know how to use the technology and enjoy using it. Not an age definition but one of knowledge and comfort.
Holdouts – the bottom left-hand corner – those individuals that don’t want to use technology and don’t like doing it. Again I know people at a wide spectrum of ages that meet this definition.
Immigrants – these are individuals that want to be good at it but are not there yet. They are comfortable with the technology and want to learn. My mother-in-law at the age of 80 would fall into this category.
Disengaged – those that are good at it but don’t want to use it. I know many individuals in this group, especially millennials.
Voyeurs – Those that wander between the various quadrants depending on their mood and the subject.

If this segmentation is used instead of the one described digital natives instead of age – then perhaps we can be more focused on what type of employees we do have, and what is the right thing to do for our business around digital, social, learning and culture.

Constellation Research recommends using a combination of a person’s knowledge and comfort level with technology, a characteristic referred to as Digital Proficiency.

Read more in Who Are the Real Five Generations in the Workplace? Bill Kutik‘s article on the subject, posted on Human Resource Executive Online.

Image – Word Cloud created by Marc Prensky.


Source: You Can’t Define a Digital Native by Their Age

The HR Tech Weekly @ Your Service | Annual Report 2015

2015-2016

The HR Tech Weekly was newly launched on October 19, 2015 and within less than 2,5 months became a full-fledged digital ecosystem including the weekly digest, official blog and cross-linked accounts in major Social Media.

The entire network connects 6 026 people and companies, generated 2 862 posts, reached by 10 478 753 readers by the end of the year.

The HR Tech Weekly mention reach index during that time was 1 052 720. We also gained 3 511 501 views of the curated content.

The major source of lead-generation was Twitter, followed by Google+ and Facebook with huge separation. It is explained by that was a strategic decision to concentrate our activities on Twitter while leave other sources in the background for the time being.

The majority of our Twitter followers live in the USA (48,2%), around one third live in Europe (19,1% in UK, and 10% in other European countries), 5,5% live in Canada, 5,1% in Australia, 3,4% in India, and 8,2% in the rest of the world.

Our official blog got 53,7% of all views from Russia, while Twitter account 0,5% only. 23,1% viewers came there from the United States, 4,8% from Great Britain, 10% from other European countries, while 8,5% from the rest of the world.

Russia also leads on Facebook with 80% of views came from. 4% of our Facebook readers arrived from USA, and 16% from the rest of the world. One third of Russian audience live in Moscow and St.Petersburg (19% and 11% respectively), 33% in Moscow Oblast, while 37% came from other regions.

The gender separation at all the sources is almost equal with 50% of men, 49% of women and 1% of those who did not specify this attribute.

Our audience is split by age as following: 23% 25-34 (15% women, 8% men), 44% 35-44 (22% of each gender), 21% (8% women, 13% men) of 45-54 years old.

The most popular article in our official blog and on LinkedIn was “Top 10 Articles of 2015 in HR Tech, Recruitment, Startups and Around” written by Alexey Mitkin exclusively for The HR Tech Weekly.

The most popular post on Facebook was “Nominate Your Favorite Social Media Blog: 7th Annual TOP 10 Social Media Blog Contest” in support of The HR Tech Weekly nomination.

Our most popular tweet set was to support the article “Snaprecruit: New Recruitment Workflow App for Startups & Small Businesses”.

We would like to thank you all and everybody who supported us and have believed!

The HR Tech Weekly will continue publishing selective content from Social Media about HR Tech, HR, HCM, Future of Work, Recruitment, Job Search, Talent, Leadership, Innovation, Digital, Startups and beyond.

The HR Tech Weekly makes the world better through ongoing sharing the best-demonstrated practices and disruptive updates from global opinion leaders within hot areas of mind.

If you have something to say to the world on the relevant topics please feel free to contact us. Your article will be published (after smooth editorial preview) at our major sources and distributed via Twitter, LinkedIn, Google+ and Facebook audience, and by subscription.

Please visit our official website to start your journey with us.

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See you in the Cloud where we are always at your service with disruptive updates! Here we go!

Show must go on!

Sincerely yours,

The HR Tech Weekly Team

Top 10 Articles of 2015 in HR Tech, Recruitment, Startups and Around

Written by Alexey Mitkin, exclusively for The HR Tech Weekly blog.

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There is no other best time to present somebody’s top 10 (15 or even 20) chart of something than the end of the year. The HR Tech Weekly, at your service, is following this good tradition, and compile it’s own Top 10 Articles of 2015 in HR Tech, Recruitment, Startups and Around. 

We did not use any other metrics to include the article in the list than it made the difference for us at any reason within the year.

There is a great number of the bright posts from other tremendous authors, blogs and digital sources at any scale beyond the entire chart but worthy to be named among the best content of the year for sure.

This is our proprietary choice, and here we go!

1. Costas Markides: the New Future through the Digital Revolution

Written by Saida Ayupova, being Content Manager at HRN Europe | Originally published in the HR Tech World Blog

2. It’s Time to Move Past Talent Management to a People-Focused HR Strategy

Written by Josh Bersin, Principal and Founder of Bersin by Deloitte | Originally published in the Human Resources Executive Online

3. The Secret to Recruitment Success – Seriously

Written by Greg Savage, Principal at Greg Savage-The Savage Truth | Originally published in The Savage Truth Blog

4. How CloudLock Built Its Employer Brand: 5 Steps You Can Follow

Written by Ed Nathanson, Founder of Red Pill Talent | Originally published in LinkedIn Talent Blog

5. Stephen Hawking Says We Should Really Be Scared Of Capitalism, Not Robots

Written by Alexander C. Kaufman, Business Editor at The Huffington Post | Originally published in The Huffington Post

6. What Does Social Entrepreneurship Mean to Actor Adrian Grenier?

Written by John Kell, Reporter at Fortune Magazine | Originally published in Fortune

7. HR Tech 2015: Now Everybody Wants To Be The “Uber Of Recruitment”

Written by Tim Sackett, President at HRU Technical Resources | Originally published in ERE Media TLNT | Talent Management and HR

8. Take This Template And Shove It: How We See Managing Millennials

Written by Mark V. Herd, CEO at Oracle | Originally published in LinkedIn Pulse

9. Startups – The End or Beginning of a Great Story?

Written by Avisha Verma, Content Associate at People Matters | Originally published in People Matters

10. Recruitment Predictions for 2016: HR Technology

Written by the skeeled.com Team | Originally published in the skeeled.com Blog

Featured Article: SnapRecruit: New Recruitment Workflow App for Startups & Small Businesses

Written by the SnapRecruit Team | Originally published in Wizoid

Staying tuned in the Cloud for disruptive updates! See you there!

Please visit our official website to start your journey with us. Read our digest and subscribe for the free weekly newsletter.
Find us at Social Media:
Twitter: http://www.twitter.com/HRTechWeekly
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Google+: google.com/+hrtechweeklydigest