Paycor Workforce Insights

Paycor Workforce Insights

Paycor

Paycor Announces Workforce Insights to Provide HR Leaders with Deep Insights and Real-Time Analysis of Employee Data

New Data Visualization Solution Extracts Rich and Actionable Insights from People Data to Bring Valuable, C-Level Insights to Key Business Stakeholders

CINCINNATI – April 11, 2017 – Human Capital Management company Paycor today announced Workforce Insights, a new data visualization solution that extracts rich and actionable insights from people data to bring valuable C-level and operational insights to key business stakeholders. This new tool provides highly interactive dashboards that allow users to explore workforce issues and discover trends, so they can identify and solve business problems more quickly and effectively.

According to Bersin by Deloitte Research, there was a 120 percent growth in companies correlating people data to business performance in 2016. Merely mining HR data is no longer enough. It has become an operational business imperative for today’s organizations to extract actionable insights informed by data. Paycor’s Workforce Insights is a new, modern way for small to mid-sized businesses to meet this need.

Workforce Insights is a highly graphical and aggregated interactive data visualization solution that helps track and successfully manage business issues. This new solution instantly identifies key insights without having to import or export data, and provides actionable, results-driven charts detailing information compiled across HR, time, payroll, benefits, talent acquisition and onboarding data, so users can spend less time searching and more time focused on solving important business issues. Customers can easily tailor dashboards to fit their unique needs for a full view of their business. Users can take actions directly from the dashboards.

Paycor Workforce Insights

Key benefits of Workforce Insights include:

  • Identify actionable insights – Data from HR, time, payroll, benefits, talent acquisition and onboarding allows companies to identify issues, uncover correlating patterns and solve people problems such as performance issues by department or location.

Paycor is headquartered in Cincinnati, OH, but has sales representatives and offices across the country. To learn more about Workforce Insights and how Paycor can help your business, please visit https://resources.paycor.com/workforce-insights.

Availability

Workforce Insights will be generally available in May 2017. For pricing information, contact your Paycor sales representative or visit https://go.paycor.com/Contact-Sales.html.

Supporting Quotes

“We built Workforce Insights based on feedback from CEOs, CFOs and HR directors of small to mid-sized businesses across all industries,” said Zhen Tao, Chief Technology Officer of Paycor. “Workforce Insights provides HR and operational leaders with a holistic view of their people data and delivers valuable, actionable insights to key business stakeholders, further demonstrating the true value HR technology brings to the organization. This solution is a data revolution for companies looking to improve the way they understand their people data and use such insights to drive operational improvements.”

Supporting Resources

About Paycor

Paycor is a trusted partner to more than 31,000 small and medium-sized businesses. Known for delivering modern, intuitive recruiting, HR and payroll solutions, Paycor partners with businesses to optimize the management of their most valuable asset – their people. Paycor’s personalized support and user-friendly technology ensure that key business processes, including recruiting, onboarding, reporting, timekeeping, compliance and payroll, run smoothly. Paycor’s people operations solutions are recommended by today’s most innovative brokers, bankers, and CPAs. Learn how Paycor can transform your business by starting a conversation at http://www.paycor.com.

FOR MORE INFORMATION

Katy Bunn
kbunn@paycor.com
513.307.6392

MEDIA CONTACT

Tanaya Lukaszewski
paycor@kulesafaul.com
916.712.3791

Enhance Engagement and Retention with People Analytics

Enhance Engagement and Retention with People Analytics

Employee Group

An organization that provides top wages and benefits loses a great employee to a competitor for no apparent reason. We can’t stop employees from leaving unless we have a plan to make them stay.

“Retention is the single most important thing for growth” – Alex Shultz (VP Growth, Facebook)

What is the biggest and most intractable restraint to growth faced by companies doing business today? For many organizations, it’s the lack of appropriate talent. The reason: As more organizations have expanded their operations, the need for talent has skyrocketed. But there isn’t enough skilled labor to fill the demand. As a result, one risks losing the talent to other organizations. And with so many companies drawing on a limited talent pool, the competition is fierce.

Glassdoor’s statistical analysis reveals top three factors that matter most for employee retention.

  • Company culture
  • Employee salary
  • Stagnating for long periods of time in the same job

By examining the survey responses of more than 100,000 employees in numerous organizations, Gallup also discovered common themes among the reasons employees chose to remain with a company or to leave it. The reasons employees chose to stay with a company included the following:

  • I feel my job is important to the company.
  • My supervisor cares about me and gives me regular feedback.
  • I know my job expectations.
  • My opinions count.
  • I have opportunity to do my best work every day.
  • My career development is encouraged.

All the above reasons are part of what is often known is “engagement”. Organizations, or teams with high levels of employee engagement score high in most if not all of these. Higher engagement levels not only significantly affect employee retention, productivity and loyalty, but are also a key link to customer satisfaction, company reputation and overall stakeholder value.

OWEN Analytics, who is are providing AI-based people solutions have developed a robust and comprehensive methodology to measure and enhance retention. They run quick pulse surveys that are a combination of “ME” questions (My opinions count), and “WE” questions (I would like to appreciate the following individuals for helping me in my day-to-day work). Open feedback questions are interspersed as well to understand sentiment and key issues.

This helps understand engagement drivers not only from an individual employee perspective, but also from a team dynamics perspective. After all, our engagement with the organization is actually our engagement with the people in the organization – hence understanding those relationships is critical in better understanding attrition. This is the science of ONA (Organization Network Analysis). The example below illustrates how ONA can be used to understand team dynamics in a pharmaceutical sales organization.

01

02

Clearly, the more cohesive teams have better performance and lower attrition.

Now that we have looked at engagement comprehensively, we need to look at what other factors drive employee turnover, as shown below:

03

As per Deloitte, moving beyond the analysis of employee engagement and retention, analytics and AI have come together, giving companies a much more detailed view of management and operational issues to improve operational performance.

Exploring People Analytics

People Analytics, a discipline that started as a small technical group that analyzed engagement and retention, has now gone mainstream as per Deloitte. Organizations are redesigning their technical analytics groups to build out digitally powered enterprise analytics solutions.

OWEN Analytics specializes in helping organizations improve retention using AI driven techniques. As per OWEN, “Machine learning predictions can be sufficiently accurate and thus very effective in enabling targeted interventions for retaining high risk employees. However, using such techniques requires significant expertise in developing predictive models and experience in interpreting the outputs.

HR leaders and aspiring analysts needn’t be disheartened though. One can start with some very simple analyses using nothing more than basic Excel and develop reasonably good retention strategies” Read their blog here: Manage attrition using simple analytics.

OWEN uses a systematic retention approach to understand, predict and drive necessary actions.

04

Predictive models are developed using various Machine Learning algorithms (e.g. Decision Trees, Random Forests, Logistic Regression, Support Vector Machines and Artificial Neural Networks) and best fit algorithm based on the accuracy and business context selected to predict flight risk.

Once the predictions are drivers are available, simple action planning templates to develop and track interventions are used to retain high potential employees.

Retention Challenge

The retention challenge is the result of increasing job mobility in the global knowledge economy where workers average six employers over the course of a career, coupled with the baby boomer retirement “brain drain” and a smaller generation of workers entering their prime working age during this time. It is occurring in all types of organizations across all management levels. This study empirically investigates whether the impact of an organization’s strategic orientation toward knowledge management, the learning culture it supports, and specific human resource practices impact knowledge worker retention and organization performance.

The Eight Elements of the High-Retention Organization as per SAS Institute

  • Clear Sense of Direction and Purpose
  • Caring Management
  • Flexible Benefits and Schedule Adapted to the Needs of the Individual
  • Open Communication
  • A Charged Work Environment
  • Performance Management
  • Recognition and Reward
  • Training and Development

As per Asia – Pacific Journal of Research, preventing turnover is a wise step to implement because it saves money, time, and effort. The company should spend a considerable effort and time to prevent turnover. It is better for an organization to keep experienced and productive employees than to hire new ones. It should invest in its employees through training programs, creating a good hiring process, and engrain them with strong organizational vision. To effectively solve turnover problems, every company needs to address the causes of the turnover. The causes of turnover might not be the same for every company. Below are the most common and affecting factors for preventing turnover.

It’s no more a secret that People Analytics plays a vital role for organizations in dealing with challenges of employee engagement and retention.

About the Authors:

Soumyasanto Sen — Blogger, Speaker and Evangelist in HR Technologies. Engaging with OWEN Analytics.

Professional Advisor, Consultant, Investor in HR Tech. Having 12+ years of experience focusing on Strategies, People Analytics, Cloud, UX, Security, Integration and Entrepreneurship in Digital HR Transformation.

Tej Mehta — Founder & CEO of OWEN Analytics.

Entrepreneur, advisor, student of social sciences. Founded i-Cube as an intersection of analytics and social sciences. Previously, as Vice President with Seabury Group, led strategy and operational transformation programs across several clients in the airline and aerospace industries. Aeronautical engineer, MBA from University of Southern California.


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Maturity of HR Analytics Demands Right Foundation

HR Analytics

Currently, there are lot of discussions, articles, and engagements on Analytics for HR. More precise, the People or Workforce analytics when you are considering talent or workforce.

People and Workforce Analytics are a set of analytics to learn and answer the talent management related questions. It could be on workforce planning, talent sourcing, talent acquisition, performance management, talent retention. Or even on employee wellness, culture fit, and engagement. Making the data-driven decision from the business insights is the key purpose of any analytics.

Most of the organizations are still using the fundamental or basic analytics. They are reports based or using descriptive approach. But the workforce, related challenges are on the high increase. And we need a quantitative or a matured approach for handling these. It is necessary to understand the business insight and competitive advantage from the maturity of their HR Analytics.

Maturity Levels for HR Analytics

Before any beginning, it is important to know the possible maturity levels of the Analytics. As it does not only provide the opportunity to create a roadmap for the future. But also to understand the strengths, weaknesses, and possibilities for the growth.

Analytics Maturity Curve

The Descriptive Approach uses operational reporting based on business needs. More focus is on data exploration, data accuracy, and metrics analysis. Advanced reporting is also used for benchmarking, manual decision making and to generate dashboards.

Today, there is already some impressive engagement with Predictive Analytics in many organizations. The predictive approach uses statistical analysis, forecasting, correlations, and development of the predictive models. It helps in making predictions and for taking smarter decisions like in talent management for the organizations. For this, one needs to explore talent data for predictive models and statistical approach. And also needs to get ready with the proper business questions and specific reasons. Otherwise, they are neither actionable nor add any value to the organizations.

Predictive Analytics is also used to remove the human biases from one organization for taking an important decision. It has more resemblance with marketing behaviors while HR reporting mirrors finance.

The major purpose of an analytics is to have business decisions based on the data. Support in decision making and to help in making proper actions. Prescriptive Approach assists in this with optimization, strategic foresight, and real-time analysis. Prescriptive analytics not only anticipates what will happen and when it will happen. But also tell why it will happen.

Cognitive Approach is just the next level to perspective but both of them overlap to some extent. Actually, there is a bit overlapping among predictive, perspective and cognitive approaches.

The cognitive approach helps also in decision automation and applies cognitive computing. With reasoning, machine learning, natural language processing, and intelligence. According to Wikipedia, cognitive computing combines artificial intelligence and machine-learning algorithms. In an approach which attempts to reproduce the behavior of the human brain.

One of the most important part of this maturity curve is the foundation, in fact, most of the time spent here during any analytics project. The basic building blocks for matured and advanced approaches. One must have the basic understanding and preparation for any HR Analytics approaches. And it is advisable to have a proper planning to achieve the best.

Investments are only worth full with good returns, and for that, we need to study, understand and prepare with the basics.

And for this reason, it is also important to understand the foundation, to get started with People Analytics or HR Analytics. It is important to take it on from the beginning, as it is necessary for the long-term benefits and add significant value to the organizations. So let’s explore it.

Foundation for HR Analytics

There are certain aspects and factors which are necessary to get explored before starting any analytics projects. Organizations should have the insights or answers, for all these aspects and open questions related to them, to get the start in a proper way.

Foundation for HR Analytics

  • Data Preparation: The process of collecting, cleaning, validating and consolidating data into a single repository. The most important factor to get started with Analytics. And it is also necessary to collect the right and relevant data sources to help the workforce and the business. Right data at right time could make things easier for the business and for the organization. Another important aspect could be to gather non-HR data. Like net profits, cost effectiveness, sales revenue, and other important metrics from the organization. To add more relevance in the data preparation.
  • Cultural Readiness: Organizations need to specify the need to adopt the disruptions and it must be able to fit into the company culture. Leaders, managers, and key influencers should share the vision. And ensure readiness to drive the initiative throughout the organization. Without this readiness, it is not easy to understand the real value, and will not add any significant impact to the business.
  • Platform Adoption: Most of the HRIS solutions come up with their own analytics options. But they are valuable confine with their functional perspective only. If they are not relevant for the business insights and decision making, there is no meaning to invest in them. So, there is always an option to build the own analytics solution. Based on some available analytics platforms from the market. Another alternative option is to get a partner with an experienced vendor or having the right expert with the right platform.
  • Business Insights: It is necessary to know the business challenges and metrics which are critical for the organization and work for the workforce as well. Based on the issues which are seeking to address, proper data sources need to get defined. Identifying the critical business question from the business partners is necessary. It is also important to clarify the need of Analytics to have a better competitive advantage.
  • Data Integration: Integration always being an important factor for any changes whether on systems or people or data. Proper data integration is necessary among all different systems, businesses, and technologies. Significant for the data sources. Data security, privacy, and protection are also becoming critical challenges for any organizations. Any analytics project must be compatible with laws, rules, policies, and localizations. A close bonding is necessary among IT, HR and Business in this case.
  • Governance: Data quality is the biggest challenge for most of the organizations, especially when working with data based on people. Data is the most important aspects of the foundation. And it is important to prepare them to gain valuable business insights. Data governance plays a vital role in all these so that the data can be trusted and managed. Governance is also needed in terms of management, support, and sponsorship of the company.

By gathering, analyzing and exploring all relevant data one can not only answer the critical business questions. But also can take necessary actions from the interpretations of the data and context.

During analyzing the data one should look at the bigger picture rather than handle small challenges. It would be good if one can focus on making the best decisions for a workforce and the business as a whole. In most cases, an HR Analytics Leader is needed. The one who leads the analytics projects, involved in all decision-making processes and focus on quantifying the impact of talent investments on a business. And also improves some of the core processes within the organization with People Analytics.

One should also know the aspects which are necessary for the foundation of the analytics. It may vary among the organizations, with respective leaders, stakeholders, and Human Resources units. And thus in most of the cases, there is a need for some brainstorming before preparing for any foundation.

Design thinking process could be a game changer for any organization here.

Aspects necessary for the foundation of HR Analytics which should not be ignored at any cost:

  • Creativity: The creative route has a difference from an analytical route. But it is necessary to take a creative approach to gather relevant information, prepare data, developing the model, interpret the insights and even taking the right decision. One needs to be creative as well, to find the best result and taking actions.
  • Knowledge:  Knowledge is the king and no doubt it is a must for the foundation for analytics as well. Whether it is related to the business processes, people, technology, data, statistics or any skills. Knowledge is necessary everywhere. It is also advisable to update the knowledge as well in certain time periods.
  • Expertise: A proper team should be built and it must include diverse individuals from both business and technical side based on the needs. Business Leaders, Business Analyst, Program Managers and other business people could be there on one side. On another side may have Data Analysts, Data Architect, and Data Scientist. Especially in a case of complex analytics projects. Need to involve those experts, who have strong experience in analytics area.
  • Methodologies: An iterative process is needed as the foundational methodology. Starting from business understanding, analytic approaches, data preparation, modeling, evaluation, and deployment. Feedback is also necessary for a well strategic plan here. The methodology should be independent from the technology. As it is providing many tools, applications, and platforms to perform analytics. And it should also provide a framework for processing methods and processes to get the best results. A value driven approach with agile methodology could be used to having higher success rates in analytics projects.

Once we are ready with the foundation for Analytics, we have already started engaging to HR Analytics or People Analytics. But the journey has just begun. There are tremendous opportunities for exploration based on the matured approaches for any organization. Every organization has its own maturity level. And it’s depending on them to decide their future of analytics, based on their further commitment.

About the Author:

Soumyasanto Sen

Soumyasanto Sen — Blogger, Speaker and Evangelist in HRTech who try to think Out of the Box! Engaging with Companies, Startups & Entrepreneurs in driving Transformation.

Professionally Consultant, Manager, Advisor, Investor in HR Tech. Focusing on Strategies, Analytics, Cloud, UX, Security, Integration and Entrepreneurship in Digital HR Transformation.


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Published earlier in Analytics in HR: Why Mature HR Analytics demands the right Foundation

Hard Data on Soft Skills – Softfactors Competency Index™

People analytics can measure what was considered unmeasurable before – soft skills. Technology has given us the tools and techniques, and this is what we do at softfactors AG. Our tests measure competencies in key areas through a series of fun, intuitive, interactive and quick online activities. We have combined self-description, with ability testing and behavioral assessments.

soft-skills-written-on-a-woode

What Soft Skills are mostly required in today’s Jobs?

Delivery, Collaboration, Drive and Communication are becoming more and more important in today’s jobs. While Communication is on everybody’s list, the high score of Delivery and Drive are definitively somewhat surprising. At Softfactors we measure and observe competency trends, using our set of 25 competencies. They are grouped into 5 categories: Dealing with People, Interpersonal Skills, Dealing with Business, Thinking Skills, and Personal Qualities. The Softfactors Competency Index™ looks at all competencies by function (i.e. marketing) and role (i.e. senior expert or team leader). And the picture – not surprising – holds a list of commonly used skills that are important for the 21st century. The top 4 competencies and their detailed facets are:

  1. Delivery
    Completer and finisher, know how to organize people and activities, figure out the processes necessary to get things done, know what to measure and how to measure it.
  2. Collaboration
    Build consensus among colleagues, peers and clients, recognize the business concerns and perspectives of others, identify shared interests and common ground, focus on issues and interests instead of people or positions, gain others’ support for ideas, proposals, projects and solutions.
  3. Drive
    Strength of will, take initiative, dynamic and assertive, good stamina, identify what needs to be done and do it before being asked or before the situation requires it, ambitious.
  4. Communication
    Listen well, ask pertinent questions, arguments are business-like and substantiated, pass information on to others, express clearly in conversations and writing, identify and present information or data that has a strong effect on others, encourage debate and not afraid to end it and move on, deliver tough messages with sensitivity.

To our surprise, the “doer” attitude that helps foster “Delivery” has been somewhat stronger than Communication, which we expected to be the most popular competency in our Softfactors Competency Index™. Together with the competency “Drive” the picture gives a strong “can do” attitude of the worker in the 21st century: making things happen seems to be a key element over all competencies.

Which Competencies are important for leaders?

For leadership positions (Managers, Executives and Managers of Managers) the picture looks somewhat different. The top 4 competencies for leaders are:

  1. Leading People
    Set direction, establish focus, decide on action, assign responsibility, delegate appropriately, mobilize commitment, provide motivational support, empower others, develop others and manage performance.
  2. Communication
    Listen well, ask pertinent questions, arguments are business-like and substantiated, pass information on to others, express clearly in conversations and writing, identify and present information or data that has a strong effect on others, encourage debate and not afraid to end it and move on, deliver tough messages with sensitivity.
  3. Decision Making
    Break down problems into all facets, define the root causes of a problem, generate a range of solutions, weigh pros and cons of options, use lessons learned, make decisions with limited or unclear information, easily explain the rationale for a decision.
  4. Business Responsibility
    Integrate executive direction into decisions and actions, align products/services/actions with the organization, monitor resources, seek ways to reduce costs, adhere to internal control procedures and standards, actively uphold company regulations and policies.

Basis of the Softfactors Competency Index™ are the data of hiring organizations using the Softfactors recruiting suite. Analyzed were published jobs primarily in Switzerland, Germany, Austria and the UK in 2016. Watch this space, we are going to monitor and publish more data about soft skills as they become available. We will be reporting them in the Softfactors Competency Index™.

Download our white paper “Putting Soft Skills at the Heart of Recruiting” here.

Want to demo Softfactors? Go through a candidate experience here.

Source: softfactors | smart digital recruiting

A day in the life of an HR

A day in the life of an HR

All those familiar with HCM applications agree that an HCM application has a varied set of users i.e. the employees, their managers and the HR power users with different access levels.

We will peek into what an HCM solution offers its power user group in today’s post.

So today we follow Tina, an HR professional who could be employed in your organization or mine, Tina uses an HCM application at work, I will pretend her organization has implemented Workday, you can pretend she uses PeopleSoft HCM / SAP HCM / Oracle HCM.

How would Tina wants to begin her day, she would like to have a quick glance at the tasks and transactions that require her attention, tasks could include a report to be sent across the manager, a direct report to be reviewed for performance, an open job opening for which Tina has to interview candidates, transactions could include processing requests submitted by end user employees like address changes, marital status updates etc., making updates to employee data like initiating a transfer, processing a hire, termination etc. Life would be a breeze if all pending tasks and transactions be visible at once. Well it is possible and life can indeed be a breeze if Tina can sign into her HCM account in the morning and access a Dashboard (also referred to as WorkCenter or Operational Dashboard) configured for her use. The Dashboard is made of individual widgets (or pagelets as they are also referred to) which can display tasks that require attention, pending transactions, notifications from the manager, announcements from the organization at large, birthday and anniversary reminders etc. And the best part is that Tina can click on a task or transaction requiring attention and she will be transferred to the relevant page where she can proceed with further action. Now isn’t that fabulous.

Tina is a woman on the move, and so is her HCM solution. Most of the contemporary HCMs are designed with smartphone compatibility as the focus, also some even tailor their screens and pages to be rendered seamlessly on iPads.

Now what if Tina wants to run some HR Analytics, all she has to do is make use of the near to Business Intelligence reporting features offered by most HCM solutions, some HCMs like PeopleSoft have built-in Pivot Grid like reports and lets the IT team create new one as per business needs. And for more advanced HR Analytics, HCMs can be interfaced with Business Intelligence solutions. And Business Intelligence tools have the flexibility wherein Tina can create reports on her own without help from the IT team.

So a day in the life of an HR person using HCM is breezy and exciting, don’t you agree…


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The first investment of 500 Istanbul in 2017 goes to Peoplise

Peoplise

BIG NEWS: The first investment of 500 Istanbul in 2017 goes to Peoplise!

500 Istanbul, a micro-fund focusing on Turkish startups within the San Francisco-based 500 Startups, has invested in Peoplise.

This investment is catapulting Peoplise to the next phase, accelerating our global expansion, especially in the UK and US markets.

500 Istanbul started 2017 with a Series A Round investment in Peoplise.

Peoplise, with its innovative digital solutions for recruitment, improves the existing talent acquisition processes, creating a more effective candidate experience. After identifying the candidates within the desired criteria on social media, Peoplise offers a unique, employer branded solution to assess the selected candidates quickly and efficiently with a monthly subscription model.

Companies achieve significant savings due to the optimization; they are accelerating the talent acquisition processes 10 times with their social media, analytics and video technologies while still keeping the human-touch.

Our digital platform, has evaluated over 500,000 candidates, serves more than 50 corporate clients, including global giants in a variety of industries. It provides a solution that is complete, intuitive and easy.


Source: The first investment of 500 Istanbul in 2017 goes to Peoplise!

 

Digital Strategy in HR World

Digital Strategy

The world is moving on with digital transformation irrespective of industries, countries and service lines. Organizations want to adopt the technologies in faster paces, especially by “Digital Megatrends”: mobility, analytics, cloud computing and social media.

This digital evolution is also reshaping the role of Human Resources. It involves deepening and broadening collaboration between HR and other business units to improve the performance and analysis of talent management, and a greater focus on driving business results through the strategic use of technology. It’s important for executives to get engaged in long-term strategic planning for business needs and even leveraging their organizations to drive profits.

According to the surveys from Oxford Economics and Tower Watson in Digital HR Transformation:

Digital HT Transformation

More on Digital HR Transformation

So to compete successfully in the new digital economy, HR should:

■ Use technology effectively to execute on business imperatives and extend collaboration with other departments, incorporating mobile, analytics, social media and the cloud to ease the transition to a strategic role.

■ Consider the competitive risk of not leveraging technology to contribute to business strategy. Organizations in developed economies are not adopting technology as quickly as their counterparts in fast-growing economies and may risk being left behind in the global competition for talent.

■ Embrace the transition to strategic thinking and driving business results.

(Taken from Oxford Economics and Tower Watson)

Digital transformation is to enable people to think and to transform and here is HR Digital Strategy plays an exponent role in driving the Organization’s Business Transformation. Digital Strategy is the most valuable and powerful asset in the Digital Transformation environment or any future transformation to come.

Digital Transformation is about the capacity of the organization and therefore the people’s minds to not only adapt to change, but to drive change, to drive innovation. The real value to HR in the Digital Transformation is to enable the whole organization to think creatively. Enable the organization into a deep dive into its need, its values, purpose & mission. And this is the foundation for the real successful business strategy into the Digital Era.

HR digital strategy or HR technology strategy should actually support the overall strategic objectives of HR and the organization. And HR must take ownership of the digital strategy and ensure that it aligns with the HR strategy which should be in alignment with the business strategy. Moreover, it should emphasize more than just efficiency and effectiveness as a driver for the adoption of technology, and choose solutions to allow for future growth and flexibility, while focusing on deploying solutions that meet the current and future needs of the organization.

Drivers which can lead Digital Strategy for HR are: (Below Tips/Drivers are from Talent Culture)

Drivers for Digital Strategy

According to Talent Culture, developing an HR digital strategy begins with taking a deeper look at business priorities and validating how current systems are and are not supporting the organization’s goals. This helps create a path toward synchronizing the organization’s priorities with the HR digital strategy. A successful HR digital strategy should be aligned to the needs of the business, agile, focused on strategic enablement rather than just efficiency and effectiveness, and should be owned by HR in partnership with IT.

And it’s Strategy, not Technology which drives the Digital Transformation according to MIT Sloan Management Review and Deloitte.

About the Author:

Soumyasanto Sen

Soumyasanto Sen — Blogger, Speaker and Evangelist in HR Technology who try to think Out of the Box!

Professional Consultant, Manager, Advisor, Investor in HR Tech. Focusing on Strategies, Mobility, Cloud, Analytics, UX, Security, Data Protection, Developments and Integration in HR Technology & Digital HR.


Source: Digital Strategy in HR World – HRTechCon

4 Ways To Transform Talent Management Success With AI

Artificial Intelligence in HR

The technological revolution continues to gather pace. Investment in AI is expected to grow by over 300% in 2017 compared to 2016, according to research consultancy Forrester in its report : Predictions 2017 : Artificial Intelligence Will Drive The Insights Revolution. Used effectively, automation and AI empower employers to create effective talent management strategies. Here are just four for 2017:

Future Workforce

Tapping into the gig economy : Workforce models are evolving to encompass gig economy, contractors and part-time workers within traditional recruitment workforce planning systems. In the UK alone, one million people are now agency workers but there is a clear distinction between agency and the ‘open talent’ workers of the gig economy. Evaluate the source of your most successful employees with recruitment analytics and expand your talent pool to incorporate gig economy workers on vital roles. 70% of gig economy professionals have over 10 years of experience in their market and will prove to be a valuable resource as skills in sectors such as tech and engineering become more scarce.

Recognising the disconnect : The growing popularity of a freelance career is expected to lead to a fall in employee loyalty but it goes beyond contingent workers. Hays UK Salary and Recruiting Trends 2017 survey found that, while nearly a quarter of employees consider work/life balance important, only 13% of employees feel the same way. Recognising the disconnect that exists between HR and its employees is essential to improve engagement. The Institute of Leadership and Management refers to this disconnect as a ‘leadership lag’. Measuring employee retention levels through data analysis will provide insight into the success of your talent management strategy and enable HR to deliver change.

Engaging candidates : Chatbots are predicted to play an increasingly interactive role in hiring. Jobseeking company Fastjob trialled chatbot Mya earlier this year. Mya is designed to take over 75% of the recruitment process, utilising a combination of AI and natural language processing (NLP). Early trials indicate that candidates who engaged with Mya were over three times more likely to be contacted by a hiring manager. Chatbots are also considered more suited for mobile than apps. In a further development, the Financial Times also reported last month on robot hiring manager, Matlda. Still in the research stage, Matlda is designed to shortlist and interview job applicants. Successful hiring means engaging with technology. Companies choosing to stay with the familiarity of manual recruitment systems will fail to attract high achievers. HR technology is the first step ensure your company is poised to compete in a candidate driven market.

talent

Monitoring wellbeing : A focus on workplace wellbeing will be central to successful talent management in 2017. For instance, the global workplace is facing a sleep deprivation crisis. In the UK alone, sleep deprivation costs an estimated £40 billion per year, or 200,000 working days, according to RAND Europe. The US loses 2.28% of its GDP – up to $411 billion and 1.5 million days – due to sleep deprived employees. As wearables begin to incorporate AI, HR can tap into technology to monitor sleep patterns and implement policies to improve employee wellbeing. 56% of people would be happy to allow employers to collect data from wearable technology provided there was a related benefit, although it should be noted that 41% don’t trust their employer not to use the data against them. Implementing a clear policy for ensuring the ethical and confidential use of the data gathered is essential.

Writing in Harvard Business Review Andrew Ng observes that ‘if a typical person can do a mental task with less than one second of thought, we can probably automate it using AI either now or in the near future.’ Engaging with automation and AI, empowers HR to rapidly respond to and engage with ongoing changes in the workforce and labour market. HR technology is your first step towards achieving that goal in 2017.

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.


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Employee Relations: The Last Bastion of Manual HR Processes?

Employee Relations: The Last Bastion of Manual HR Processes?

Today our guest is Deborah J. Muller, CEO and Founder at HR Acuity®: a leading provider of employee relations and workplace investigation solutions.

Deborah founded HR Acuity, LLC in March 2006, after she spent more than 20 years in key HR leadership positions at numerous Fortune 500 companies, including Citicorp, Honeywell, Marsh & McLennan and Dun & Bradstreet.

HR Acuity designed and developed HR Acuity On-Demand, an essential web-based application that minimizes an organization’s legal and financial risks.

HR Acuity On-Demand, winner of the 2009 Top Product of the Year award from Human Resource Executive® Magazine, enables consistent documentation of employee issues, a structured process for workplace investigation, and immediate search and reporting.

The recently released 2016 HR Acuity Employee Relations Benchmark Study analyzed employee relations practices related to organizational models, case management processes, metrics and issue types, volumes and trends. The entire study had 74 organizations participate representing over 870,000 employees with the goal to establish a foundation for the development of a unique set of best practice employee relations benchmarks.

The interview is hosted by Alexey Mitkin, Founder, Publisher and Editor-in-Chief, The HR Tech Weekly® Online Media Co.

  1. Hi Deborah, and first of all thank you very much for this interview with The HR Tech Weekly®. You started HR Acuity® operations ten year ago. What has changed during this time in the employee relations management landscape?

Over the last ten years we have seen a real shift in the intersection of HR and technology. Organizations are looking beyond the traditional HRIS data to get insights that can be used to understand, diagnose and even predict how employees – their human resources – will behave and perform. And the relationships between employees, employer, co-workers, and customers – must be part of that story. What can we learn from those interactions (the good, the bad and the ugly) to become smarter in hiring, developing, managing and motivating our employees to drive business success? As a result, we have seen our conversations with clients make a real shift from educating about the power of employee relations to strategic dialogues about capturing and deliberately using this information.

  1. Why did you decide to perform the Employee Relations Benchmark Study, and how long did it take to get the results?  

For the past eight years we have been conducting an annual survey take get a pulse on employee relations issues and practices. But over the last few years, our network has been asking for more. When it comes to employee relations issues, organizations want to know what is “normal?” How many harassment issues should we expect? What should we expect our caseloads to be like given our size or industry? How do similarly situated organizations model their employee relations resources? The data had not previously been available and we were in a position to capture it. That being said, we were very fortunate to form an incredible advisory board from organization such as ADP, TIAA, MetLife, LinkedIn to help develop our Study questions.

The result was an in-depth questionnaire that required participants to take the time to gather the data requested sometimes from multiple constituents within their organization. In the end, their willingness to do so with such granularity speaks volumes about their desire to get their hands on this valuable information.

  1. Did you have any assumptions before performing the Study, and how different were they from the outputs?

Since I live employee relations day in and day out, I had some hypothesis going in but clarity of what we heard was most surprising. First of all, we knew from our clients that organizations were making a switch to centralized employee relations teams – this is something the Study confirms. What surprised me was uniformity of rationale for this change. Organizations are looking to drive consistency of process, ensure neutrality how issues are handles and safeguard that those handling the situations have the right expertise.

Secondly we knew there was steady increase in the reliance of organization to track employee relations metrics. When we started surveying organizations in 2009, less than 15% used an employee relations management system and over 50% didn’t track at all. What was surprising to us with the Study was how far this has shifted in the last seven years — basically flipping around. Now over 45% of organizations use some form of an employee relations management solution or case management system while only 12% reported not tracking at all.

And finally, in one of our open ended questions we asked about how caseloads have changed recently. Almost everyone who commented used the exact same word to describe what they were seeing…”complexity.” Cases are just more complex than they were a few years ago. Not a big surprise given the growing number of regulations that need to be considered but very powerful reading through comments from strangers who all use the same terminology.

  1. What are the core statistics and findings of the Study? Could you just lift the veil for our readership please?

So to give you a peek at some of the results I’ll share three areas of information the Study explored:

Organizational change. Not only are organizations moving to centralized models but our data shows that that type of organizational model uses 25% fewer HR resources than those with Mixed and Decentralized Models.

Analytics. Most respondents described employee relations analytics as “early stage.” However those that are ahead of the curve are actively monitoring key metrics and provided insightful examples of how the information measured has been used to impact key business drivers – all which we included in in the Study results.

And finally case and staffing benchmarks. The Study provides some “normal” on numbers and types of cases that employers are dealing with. In most instances we were able to break those numbers down by size of organization and organization model so that as a reader you can consume what is most similar to your needs. For example, for every 1,000 employees, our Study found that organizations will receive approximately 4.44 allegations of discrimination or harassment.

  1. On one hand, there are plenty of HR Tech solutions for recruitment, employee engagement and other things often called disruptive. On the other hand, some employee relations statistics may surprise you. What about solutions for managing risks, preventing and resolving conflicts at workplace?

I love that you bring up this point. Employee relations seems to be the last bastion of manual HR processes. And when you speak to HR practitioners they totally get it. The reality is that most HR professionals already capture employee relations information on a daily basis but in spiral notebooks or at best on excel sheets. By “digitizing” this last piece of the puzzle organizations can create tremendous impact and ROI without disruption. Instead of spending millions of dollars to figure out something intangible like employee engagement, having an employee relations management solution can uncover why employees are disengaged, what are the trends that drive inappropriate behaviors or subpar performance, what can you do to reduce incidents and drive growth: very tangible and very straightforward.

  1. Your Benchmark Study covered the corporate world. Do you have any observations regarding SMB companies and recommendations for them to mitigate risks of employee relations?

At HR Acuity we always say that employee bad behavior doesn’t discriminate…whatever size or industry, you need to be ready to face issues or allegations that will pose risk for your organization. Process missteps can be costly and particularly detrimental to the health of a smaller organization. So our recommendation is to be prepared. Have a process. Know who will be involved and ensure they have the proper training to handle the incident in a compliant manner. HR Acuity has some great free resources and tools on our website that we encourage folks to download.

  1. The last but not least question I love to ask my guests is what are upcoming challenges for you?

For us it is about Managers… How can we leverage technology to provide managers the tools to do their jobs more effectively? Those tools will not only help drive consistency but can be used to validate that good management and leadership practices drive business results. Once that happens, the relationship between managers and HR will change to become less traditional and more strategic.


If you want to share this interview the reference to Deborah J. Muller and  The HR Tech Weekly® is obligatory.

Streamlining HR Management Process Using Latest Trends in Technology

Streamlining HR Management Process Using Latest Trends in Technology

Whether you’re aware of it or not, global investment in corporate HR technology is on the rise and according to the most recent Human Resources Transformation Survey Report, the investment is growing at an exponential rate. Almost 90% of respondents said they plan to spend the same amount (some even said more) on HR systems this year. Furthermore, roughly 60% of respondents plan to start using mobile technologies for various HR transactions in the next 12 months.

The report, however, revealed something maybe even more interesting. While most people are satisfied with the technology they use for their performance management, almost 30% of respondents still use paper. Given the number of HR solutions on the market, it is quite surprising that so many companies out there are still depending on paper to perform certain HR tasks. But as the reliance on software increases, the use of paper is bound to decline.

The point here is, as times goes by, more and more companies will start automating and improving their HR processes by using new technology. To keep up with the competition, you should start looking at the latest trends, and use them to the best of your abilities to streamline your HR process.

Increasing Flexibility with the Cloud

The days of being chained to a desk and a PC are fortunately long gone, as a recent Gallup Poll revealed that more than 33% of workers are using their mobile devices to access work after hours. What’s more, around 96% of employees in the United States say that they use at least one of their own mobile devices to access work-related documents. Modern, cloud-based systems allow you to access important corporate files anytime, anywhere, which means that you can review a new employee resume from the airport, or send approvals for salary increases from your home office.

Real-Time Feedback

As the economy grows, employee engagement and retention have become a top priority. However, even as attention shifts towards the contentment of the staff, engagement is still surprisingly low. As a matter of fact, Quantum Workplace reports that employee engagement is at its lowest level in 8 years. So how can you keep up with your employees’ feelings and needs and how can technology help? In response to these concerns, a number of software providers that offer real-time employee feedback tools have popped up in the last couple of months. Performance review tools like Impraise will allow HR departments to more promptly discover, and respond to workers’ problems, needs and suggestions.

Managing Talent with People Analytics

People analytics, a BI-based approach to evaluating and managing talents presents a groundbreaking opportunity for HR. Furthermore, Deloitte’s Human Capital Trends report indicates that people analytics is more important than people originally thought. The report has revealed that 87% of business leaders are worried about retention and engagement, and 85% about the skill of their staff. And while some organizations have been slow at adapting to the new technology, many companies such as Starling Trust Sciences have developed algorithms that can identify “toxic” workers, predict attrition and even highlight the promotions most likely to produce high-performing workers.

Balancing Satisfaction with Scheduling Needs

Keeping the staff satisfied mostly relies on an increased attention to scheduling, and the ability to view schedules instantly, relieving the HR professionals of the pressure to pad staff levels to cover shifts in case of critical situations. Moreover, according to ADP research, scheduling automation can help organization save over 20% on overtime costs. Fortunately, there are plenty automated staff scheduling software that provide visibility across your organization and give insight into scheduling gaps, cost controls and available resources and can help you optimize organizational performance.

The Correlation between Technology and Satisfaction

Did you know that more than 70% of employees who gave their manager high marks also rated their performance management systems as “very good” and “great”? Well, according to Gallup’s analysis of 50,000 employees, it’s absolutely true. And while we cannot say that all good HR managers have good tools, it’s evident that both HR professionals and employees are more likely to be efficient and satisfied at their jobs when they have the right set of tools at their disposal.

About the Author

Nate Vickery, Bizzmark Blog

Nate Vickery is a business consultant mostly interested in latest technology trends applicable to SMB and startup management and marketing. Nate is also the editor at a business oriented blog BizzmarkBlog.com

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