Global HR Innovation and Strategies 2017

For a long period, Innovation is at the top of CXO agendas, yet many executives continue to be challenged with the hit-or-miss pace and results of their programs. The challenge isn’t usually a lack of good ideas. Initiatives take too long, non-strategic projects get green-lighted at the expense of game changers, good ideas remain confined in the heads of employees.

What is missing? A system of enablers that work together to support innovation. When the right people, processes, and metrics come together, they can transform how innovation happens, stimulate employees’ creativity, and create long-term competitive advantage.

Innovation is not inherently unpredictable, and it does not require a heavy portion of providence to be successful. When companies take a systematic approach, they can pursue innovation in a way that reliably generates repeatable results.

Business Innovation Strategy
Image: Management Guru

According to Management Guru, an innovation is the Buzz word that has defined the paradigm shift in the approach of management practices and thinking. This has helped organizations grow and sustain regardless of competitor and market pressure and challenges. Innovation management gives entrepreneurs the liberty to think out of the box and come up with new ideas leading to the development of new products, processes and services.

Change is unavoidable and change is the one that never changes. People like variety and it is the responsibility of business people to satisfy the customer wants and requirements. New approaches are required to avoid monotony and stereotyping. “Old wine in a new bottle” concept may come in handy when you feel that your product has reached the saturation point and about to decline in its life cycle.

Human Resources have not played a very strategic role in innovation so much. This needs to change. HR needs to support the culture change to enable innovation; and the upcoming generation isn’t going to settle for an ‘administrative-only’ role. Future of HR is definitely going to change for sure.

Many companies who are good at managing tangible, concrete, known assets, they try to manage humans the same way. These are changing a lot and if we get some opportunities to know how this is happening, I think there is no better place than Global HR Innovation and Strategies conference.

BCF Group is glad to announce that the applications for the Global HR Innovation and Strategies 2017 are now OPEN. This is an open invitation from BCF Group to be a part of this event in Barcelona, that will take place on the 22nd and 23rd of June.

At the event, you will have the opportunity to listen and to interact with top HR leaders and innovators.

Don’t miss the chance to get inspired from experienced HR speakers, who worked in some of the most successful companies and even founded their owns. Topics that will be discussed are of current interest that in the future will have impact on the companies, such as Millennials, Mobility, HR Digitalization, Gamification, Mobbing, HR role in the Boardroom and in the relation with the employees.

At the conference, you will also have the opportunity to interact will HR people and make new contacts, with which you can share experience.

The list of speakers you can find on our website or check the Poster: https://bcfgroup.eu/?iwevent=global-hr-innovation-and-strategies-conference-2017

Global HR Innovation and Strategies Conference 2017

Do you have friends or colleagues who would like to attend the HR Conference? Forward this invitation them. For more details, feel free to contact Alice Levi: alice.levi@bcfgroup.eu.

When: 22nd – 23rd of June, 2017

Where: 08039 Edif. Este, Moll de Barcelona, World Trade Centre, Barcelona, Spain

HR Tech Conscience is glad to be a Media Partner with BCF Group for this conference. Looking forward to it. Hope to see you there!
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HR Technology Tools Evolve to Handle Feedback, Performance and Agility

HR Tech MENA Summit returns for third edition in Dubai

Annual HR Tech MENA Summit 2017 Main Image

Dubai, 13 April, 2017 — HR Technology is fast developing. Year-on-year the trends, and market requirements keep developers busy. Driven by natural workplace changes and inspired by vastly different work ethics amongst new working demographics, HR Technology is continuously evolving from its traditional core of payroll, employee record management and recruitment.

Lorna Daly, Halogen Software
Lorna Daly, Regional Director, EMEA, Halogen Software

“People and their expectations of work are changing all over the world and it is happening quickly,” noted Ms. Lorna Daly, Regional Director, EMEA, Halogen Software who is a Gold Sponsor of the 3rd annual HR Tech Summit organized by QnA International. “We know that if people can give and receive feedback on an ongoing basis, they can feel good about what they do, and would be encouraged to bring their best effort forward, so they can give more to their customers, organizations and communities,” continued Ms. Daly.

Ongoing performance reviews, frequent and timely feedback is a new HR trend sweeping across many organizations across the globe. The need for almost immediate feedback stems from the multigenerational workforce, and the changing nature of work. “It comes down to something very fundamental; people want to feel a connection and a purpose to their organisation, that their contribution is valued and impactful,” stressed Ms. Daly.

To meet this new HR demands, organisations need to employ the new technological trends becoming available in the market place. In addition to traditional services of HR software, and cloud-based services, technological tools built for agility and for specialized purposes such as continuous performance management, frequent feedback, data analysis and learning tools will soon become an absolute must for the continued evolution of an organization.

However, Ms. Daly cautions on the blind application of these new HR technology tools, suggesting that organizations should “First recognise if the organisation is culturally ready to make the shift from traditional to ongoing performance management. Second, company leaders must be ready to act as role models for the rest of the staff. Culturally ready organizations are those which champion flexibility and adaptability to refine processes through the constant collection of feedback on new processes. This feedback loop ensures employees are supported.”

“Keeping up with technology developments affecting HR is becoming a tough task. The managerial processes for human resources across the globe is in a state of fluidity. Especially in the UAE and GCC which will see two new shifts with the onboarding of nationalization and VAT policies in the coming years, the importance of employing and using the appropriate tools for HR functions cannot be stressed more. Knowing the challenging changes ahead, we have planned the 3rd annual HR Tech Summit to provide in-depth discussions and ultimately provide a platform HR and IT Leaders to analyse the HR technology tools available, their uses, and whether or not they should be adapted and when adapted how it will impact the organizations in the region,” commented Sidh N.C., Director, QnA International.

On the trend of nationalization in the UAE and GCC, Ms. Daly said, “There is a great opportunity for business and HR leaders in the GCC to maximise the potential that exists in their respective region. In order to do this, organisations need to understand the existing skill sets of local nationals, continuously support the development of essential skills, and help with the career progression of local nationals into leadership positions. This effort will help organisations become an attractive destination for GCC citizens seeking employment and help shape the economic destiny of the region.”

Halogen Software will be actively taking part in the by-invite only premier summit which attracted over 150 C-level and senior level HR and IT personnel from government, state, public, and private organizations in 2016. “HR Tech MENA provides a terrific opportunity to connect with some of the world’s most thoughtful HR and business leaders. The partnership has opened the door to connect with very successful companies and has given us the opportunity to learn more about the emerging global trends and priorities in HR,” commented Ms. Daly on the importance of sponsoring, participating, and attending the 3rd annual HR Tech Summit.

The Summit will be held from 16-17 May 2017 at The Westin Dubai, Al Habtoor City, Dubai.

About HR Tech MENA

HR Tech Mena

Technology today has revolutionized every step of our lives and Human Resources is no different. The influence of technology on our evolution is paramount to making it imperative for HR to keep abreast with newest developments.

Today, HR is en route to becoming smart HR. Concepts such as Artificial Intelligence, big data, cloud, social workforce, mobility and gamification are key buzzwords and every organization is keen to embrace to help them in tackling the key issues of talent acquisition, talent management, change management, business performance and employee engagement.

The HR Tech Summit is the only initiative that brings together HR as well as IT professionals from across the Middle East and leading solution providers on a singular platform discussing the newest trends, ideas and disruptions over a period of two days exclusively dedicated to and focused on HR Technology.

About Halogen Software

Halogen Software

Halogen Software offers a cloud-based talent management suite that reinforces and drives higher employee performance across all talent programmes — whether that is performance management, learning and development, succession planning, recruiting and onboarding, or compensation. With over 2,100 customers worldwide, Halogen Software has been recognized as a market leader by major business analysts and has garnered the highest customer satisfaction ratings in the industry. Halogen Software’s powerful, yet simple-to-use solutions, which also include industry-vertical editions, are used by organisations that want to build a world-class workforce that is aligned, inspired and focused on delivering exceptional results. For more information, visit: http://www.halogensoftware.com/ae Subscribe to Halogen Software’s TalentSpace blog: http://www.halogensoftware.com/blog/ or follow Halogen Software on Twitter: http://twitter.com/HalogenSoftware.

Organiser: About QnA International

QnA International

QnA International creates and delivers business learning and development exchange platforms through B2B conferences, bespoke events and trainings. The company also has an expertise in outsourced sponsorship sales and key account management.

Website: www.qnainternational.com

Dealing with Toxic Feedback in the Virtual Workplace

Written by Steffen Maier, Co-Founder of Impraise.

Dealing with Toxic Feedback in the Virtual Workplace

Toxic Feedback in the Virtual Workplace – What Gamers Have to Say

Today 37% of US workers have worked virtually. In a survey by SHRM, 83% of HR professionals predicted this number would increase in the next five years. While this option brings a lot of opportunities to both employers and employees (a bigger talent pool to choose from, better work/life balance, etc), the virtual workplace also holds new challenges for managers, including rethinking the way they encourage collaboration and resolve office conflicts.

Few realize that gaming presents a wealth of knowledge to better understand how collaboration and feedback work in virtual teams. Games provide continuous, real-time feedback. You win, you lose, you level up and feel a sense of satisfaction when you’ve improved. In a thought provoking TEDTalk, game designer Jane McGonigal explains that gamers create strong social relationships because many games, such as World of Warcraft, encourage collaboration to complete a mission. However, much like in the physical workplace, toxic feedback can also discourage teamwork.

Lessons from Gamers

In Fortune’s top fifteen best places to work, Riot Games is a leader in the industry for employee satisfaction. Riot uses annual 360-degree reviews, along with regular one-on-ones to engage and develop employees. They haven’t only encouraged a strong feedback culture in the workplace, but also in their games. When the company found that players were exchanging a high amount of toxic feedback in their hit game, League of Legends, they began conducting innovative new experiments into the impact of positive and negative feedback within teams. This virtual world created the perfect opportunity for psychologists to experiment with ways of influencing positive behaviors and norms.

In the gaming world, toxicity is the term used for poorly constructed and highly offensive feedback. According to Jeffrey Lin, Riot saw this as a major problem. Although only 3% of players regularly use toxic language, everyone has their bad days. In a game with ten people, there’s bound to be someone in a bad mood, increasing the likelihood of toxicity in each game. It was found that 81.7% of games had negative feedback in cross team chats. When players vented their emotions using toxic language, performance across the team diminished significantly.

Riot began using three methods to rehabilitate players. The first was to turn off a player’s chat logs when they were using toxic language and send them a notification. Toxic language decreased by 32.7% in one week. Second, it held online tribunals in which gamers were able to read chats by those reported for toxic behavior and vote on appropriate punishments (banning for x days). This gave the community more ownership in the process of creating positive norms.

Interestingly, the biggest impact was when they sent these players ‘reform cards’. Some players were surprised when they reread their own comments and the reactions they received from other players. Not realizing the impact of their words on the rest of the team, 70% took steps to reform their behavior.

The third strategy they experimented with was to prime players to behave in certain ways by giving them tips in different colors (red, blue or white). The biggest impact was seen when using a combination of tips on negatives outcomes (such as “Teammates perform worse if you harass them after a mistake”) in red and providing positive outcome tips (such as “Players who cooperate with their teammates win 31% more games”) in blue.

Applying these lessons to the workplace

In an interview with Alexander Brazie, former game designer at Riot Games and Blizzard, we discussed why feedback is so important. Even in the game industry, he explained that people working in different areas have different ways of speaking. A programer and a designer might use completely different argumentation skills, often creating misunderstandings. When not addressed, misunderstandings can fuel deeper conflicts.

On League of Legends, Brazie explained, “Games get you emotionally hooked. People in emotionally charged states are generally not the best people to be giving feedback.” Similarly, when emotionally charged conflicts occur in the workplace, employees may use toxic language without realizing the damaging consequences. In a virtual workplace these conflicts can be magnified as people cannot use facial expressions or body language to gauge emotions. If you’re planning on moving towards telecommuting, it’s important that employees first learn how to give feedback constructively.

One-on-ones can have a major impact. Brazie explained, “If you really want to solve a problem you first need to give your employees the tools and experience they need to communicate on less stressful topics.” His manager at Blizzard took time to work with him on reforming his communication style and this knowledge has stayed with him throughout his career. At Riot, one-on-ones occur on a weekly basis and are, in Brazie’s opinion, the most helpful aspect of its performance management strategy today. With the insights from their experiments, Riot is now considering making real time feedback a more continuous process beyond their one-on-ones to help develop positive workplace behaviors.

Brazie is now a game design consultant for Xelnath Enterprises, specializing in game design analysis and cross-disciplinary conflict resolution. When a conflict occurs, he suggests that, “the best way to approach the situation is to start off with establishing goals you have in common. You will find you actually agree with someone 80% of the way, so having this structure can actually help you to overcome challenges.”

Solutions for your company

In League of Legends, a strong motivating factor in behavioral change was when toxic players understood the negative impact their comments had on the team’s success rate. On the flip side, players who collaborated with their teammates won 31% more games.

Focusing on the positive side of online feedback, Riot implemented an ‘Honor Initiative’ allowing players to award points to teammates and opponents who demonstrate helpful or friendly behavior. This addition has become wildly popular and is expected to incentivize players to follow the new social norms created online. Riot is even giving badges and other awards to increase the visibility of these players.

Similarly, some companies encourage collaboration by separating performance reviews from promotions, instead linking them to the quality of feedback employees give each other. Separating bonuses from individual performance also takes the pressure off receiving feedback. Others have brought the real time feedback experienced in games to the workplace through new mobile apps aimed at increasing timely and continuous micro feedback. While it’s impossible to put people on mute when they’re having a bad day, this approach emphasizes that it’s not only about giving more feedback, but learning to give feedback the right way.

About the Author:

Steffen Maier, Co-Founder of Impraise

Steffen Maier is co-founder of Impraise a web-based and mobile solution for actionable, timely feedback at work. Based in New York and Amsterdam, Impraise turns tedious annual performance reviews into an easy process by enabling users to give and receive valuable feedback in real-time and when it’s most helpful. The tool includes an extensive analytics platform to analyze key strengths and predict talent gaps and coaching needs.


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Future of Work: Using Gamification in the HR

Gamification in HR

Gamification takes the essence of games attributes and techniques that game designers use to engage players and applies these to a range of real-world processes inside a company and to non-game experiences to motivate actions that add value to the business. Gamification is transforming business models by creating new ways to extend relationships, craft longer-term engagement, and drive customer and employee loyalty. It works because it leverages the motivations and desires that exist in all of us for community, feedback, achievement and reward.

Gallup’s latest research shows why companies are increasing their interest in gamification.The Gallup study finds 31% of employees are engaged at work (51% are disengaged and 17.5% actively disengaged). But what is most interesting is how this data compares when you apply a generational segmentation. It turns out Millennials are the least engaged generation with only 28.9% engaged as compared to 32.9% for Gen X & Boomers.

So how can various processes in human resources be “gamified” to provide an opportunity for employees across the generations to increase their levels of engagement, collaboration and recognition in the workplace?

  • Think strategy first: identify and articulate specific business objectives you are trying to achieve with gamification;
  • Understand what motivates your employees: gamification is 75% psychology and 25% technology;
  • Engage employees at the emotional level: more than points, badges and leaderboards, gamification engages at a core emotional level.

HR departments process different kind of tasks, let’s highlight the most likely to be gamified. Take recruiting, for instance. Games offer a natural and fun way for people to explore and learn more about a company and its culture. The recruiting and talent acquisition arenas have experienced the most success to date with incorporating gamification strategies to engage with potential candidates and give them a taste of day-to-day life within a company.

It’s not just recruiting where HR can get into the game. In the landscape of corporate learning and development programs, gamification has potential as well. Interactive games drive employee participation and enable the transfer of educational content in a fun and appealing way. The rewards and incentives built into gaming plays well with performance management, which is a key factor in keeping employees engaged. Companies can employ gamification elements when designing performance plans to entice employees to participate more fully in their own performance planning. This level of HR gamification in performance management is still in its infancy but has the potential to drive high performers to new heights and ultimately enhance a company’s business performance.

Somehow, despite promising success stories, many companies have not embraced gamification as a meaningful solution to industry challenges. Some of the most common barriers to adoption include:

  • A belief that gamification is too expensive. However, companies do not necessarily need to develop a full-fledged game or gaming software to take advantage of gamification.
  • Older executives do not buy into the strategy. Whether your company operates under board management or a chief executive officer, some old-school managers may not understand or approve of gamification in the workplace. Check with the Millennials in the company and get their help in making the case for gamification to the GenX/Baby Boomers.
  • Lack of understanding about gamification. Many businesses today still don’t understand how it works or the range of benefits that accrue to incorporating game-like incentives into workplace activities. More and more companies are using it and talking about the benefits though; so it is becoming easier to explain gamification and to demonstrate its value to those who still don’t get it.

Gamification lead to the one thing that HR just can’t get enough of: data. The increased data generated from gamifying these HR processes means that HR professionals will have more ways than ever to measure the effectiveness of their programs and to make real-time adjustments. Gamification has potential as an important component of a company’s overall HR strategy. The fact is companies that don’t incorporate gaming principles into HR practices risk it being “game over” as the competition passes them by.

Woobe is the best tool for HR professionals to manage and improve internal networking. A solid internal network is required to implement successfully the New World of Work in your company, gamification included. Once again Woobe is on the edge in the future of work: thanks to the mobile application available to all the employees, and the ability to carry out surveys, the more employees use the platform, the more they get points. The HR will therefore have the right support to include gaming features to real-world processes.

Source: Future of work: using gamification in the HR – Woobe