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

Advertisements

Reducing Hiring Chaos for Small Business

Written by Simon Bouchez, CEO of Multiposting, an SAP Company.

Reducing Hiring Chaos for Small Business

I want you to imagine that you’re the owner of a small business. An accounting firm, for example. You want to hire a bookkeeper, so you post an ad on a few job boards. The next thing you know, you have 75 emails in your inbox. Now you have to figure out a system for tracking all these candidates, storing their information and applications, ranking them, coordinating interviews, saving feedback from coworkers, and on and on. Doesn’t look like you’ll be doing any accounting this week!

As the CEO of Multiposting, an SAP company specializing in recruitment technology, it is my job (and my passion) to understand the dynamics of the job market and develop solutions that make recruiting easier. I have the pleasure of speaking often with companies, both big and small, about their hiring process. While large enterprises struggle to hire globally and locally, and to navigate the waters of job networks, small companies are facing recruitment chaos. Often times hiring becomes the job of the operations person or hiring manager and it is just one part of their job. The hiring process is usually quite manual, time-consuming and unorganized.

As we were developing our flagship product, Multiposting, we set out to also help address this struggle in the small business market. When we joined SAP in 2015, we were given the support we needed to take this passion project forward into market. I’m proud to introduce to you WorkConnect by SAP, a recruiting tool that helps remove the stress of hiring with easy job postings and candidate management.

From Chaos to Calm

WorkConnect simplifies the hiring process by enabling you to reach dozens of job boards, track and manage candidates, and easily collaborate on team feedback – all with one tool. We’ve integrated with leading job boards so you can just post your job once and it automatically reaches multiple boards. This makes the process of sharing a job post much less manual and saves hiring managers significant time.

One of the most difficult things about hiring is managing the influx of applications and tracking candidates through the hiring pipeline. Typically, small businesses use spreadsheets to manage candidates and it is time-consuming, manual, error-prone and difficult to collaborate on. WorkConnect has Applicant Tracking System (ATS) capabilities that keeps applicants’ information organized in a simple interface and allows you to keep track of them throughout the hiring process. Even if you amplify your job post on other networks not integrated into the product, like Craigslist, you can still track and manage your candidates easily through WorkConnect.

Hire as a Team

I think it goes without saying that involving your team in hiring decisions is critical to finding the right fit. But coordinating team feedback is easier said than done. Getting team members to provide feedback after interviews in a timely manner is one challenge, but compiling feedback from email threads, post-it notes, and in-person conversations into one place is even more difficult. WorkConnect is designed to alleviate this organizational stress by allowing colleagues to easily rate and provide feedback all within an organized system. All you need to do is send them a candidate link to coworkers and they have all the information they need on the candidate and a place to easily share their input.

Efficient Recruiting IS Possible

And finally, our pièce de résistance, it’s an easy-to-use cloud-based tool with no training required, simple onboarding, and an even easier purchase process (try free for 30 days or buy online at sapstore.com). WorkConnect is currently available in the U.S., U.K., Canada and France, but we plan to expand into other markets in the near future.

As I mentioned earlier, I’ve heard the challenges of hiring for small businesses and I’ve experienced them in my own career. I empathize with the hiring chaos and I think this solution will make the process easier and faster so your team can focus on finding the right talent that will drive the success of your company. Let’s be honest – recruiting is not only fundamental to your business because you are sourcing top talent, it’s also a big investment. So optimizing that cost through a more efficient process is also an important matter for business. With WorkConnect, improved efficiency is affordable, especially compared to other recruiting solutions.

If you want to learn more about WorkConnect by SAP, I’ll be discussing and demoing the solution at HR Tech World in London March 21 - 22. I hope to see you there!

About the Author:

Simon Bouchez, CEO of Multiposting, an SAP Company

Simon Bouchez is the CEO of Multiposting. Founded in 2008, the Paris-based company was acquired by SAP in November 2015. Simon is now a member of the SAP SuccessFactors Product leadership team and holds a Master’s degree in Management and Entrepreneurship.

Multiposting provides innovative sourcing technologies to more than 1,200 blue-chip companies in more than 50 countries. Its flagship product – now called SAP SuccessFactors Recruiting Posting – allows companies to distribute their jobs online on more than 4,000 websites (job boards, social networks, etc.). 50+ million jobs have been posted with Multiposting’s technology over the past 5 years.


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

Evolving Trends in Talent Management Transformation

Evolving Trends in Talent Management Transformation

There are differences in how Talent is defined across industries and organizations. Some companies prefer to adopt their own determinations rather than accepting general definitions. Let’s focus on a general definition for both Talent and Talent Management:

”Talent consists of those individuals who can make a difference to organizational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest level of potential.”

Basic and simple meaning of Talent could be:

  • Ability, aptitude, bent, capacity, endowment, faculty, flair, forte, genius etc.
  • Unusual ability to do something well that can be normally developed by training.
  • Person or people (‘Talent Pool’) with exceptional capabilities.

Whereas: ”Talent Management is a set of business practices that refer to attracting highly skilled individuals, integrating new talents, and developing and retaining existing talents to meet current and future business objectives.“

Actually it manages the planning, possession, development, retention and growth of Talent Pool who are of particular value to an organization, because of their leadership capabilities, prospective for the future, or even because they are satisfying business critical roles and which could actually lead to organizational sustainability, efficiency and excellence in order to achieve business goals.

The term of Talent Management was first casted by McKinsey & Company following a study and gradually it became a very useful term as it describes an organization’s commitment to hire, manage and retain talented employees. It embraces all of the work processes and practices related to retaining and developing an exclusive workforce.

The process of attracting and retaining effective employees results in increasing competition among the companies because of its strategic importance and also known as “The War for Talent.” Talent Management which is sometimes also called as Human Capital Management is now an essential management practice; before it was exclusively attached to recruitment process while now covers a wider area. Talent Management implies that companies are strategic and conscious in how they source, attract, select, train, develop, retain, promote, and move employees through the organization.

On the other side definition of talented employees can involve all kinds of components, from their educational qualifications and skills, previous experience, strengths and additional training they have undertaken, to their abilities, potential and motives, qualities and personalities. Most companies practice Talent Management in a way which includes recruitment of individuals, career planning, training and development, performance management and various compensation and reward options for the top performers. It generally depends on the business strategy, commitment to employees and other factors. What are the core components of Talent Management?

figure1-1

Talent Engagement and transformation are top priorities for the leaders nowadays and the major challenge is the ability to attract and retain top talent while making sure the existing talents are fully engaged to deliver extraordinary results. For this reason Talent Engagement is considered to be a crucial factor.

End-to-end Talent Management encompasses five main pillars: Recruitment and Onboarding, Performance Management, Compensation Planning and Rewards, Career and Succession Planning, and last but not least, Learning and Development. Previously there were four pillars to be considered under Talent Management but gradually Career and Succession Planning has been added to make them five.

Leaders must have absolute clarity in purpose and focus to avoid business disruption as change without strategy is just a substitution of business development. Therefore, leadership is considered to be one of the most important component of the Talent Management.

Onboarding and Recruiting

An exclusive definition of Onboarding from Bersin by Deloitte states:

“The process of hiring, orienting and immersing employees into their new role and into the organization’s culture.”

Onboarding increases productivity, improves employee engagement, provides consistent and relevant information about the organization to all the new employees and gives understanding of employee expectations and hence helps building relationships.

Recruiting aims to successfully attract and hire key talent for current and future organizational needs through competency based advertising and interviewing efforts. Hiring talented individuals is crucial to the organization’s success. But in order to hire the most talented people, one must first search and recruit them and it could be a challenging task. It is so true that an imperfectly designed recruitment process can miss capable job candidates especially those who work for the competitors.

Performance Management

If we follow the definition it states Performance Management as ongoing, constant process of communicating and simplifying job responsibilities, priorities, performance expectations and development planning that optimizes an individual’s performance and aligns with organizational strategic goals. Performance Management is a crucial segment of maintaining the best talents. It enables companies to identify top performers and high potentials as well as assists to understand the pitfall of under-performance. It helps companies to make better strategic decisions on increasing excellence, retention efforts and to encourage talents.

Compensation Planning and Rewards

A way to remunerate individuals for important achievements, contributions to the goals of an organization and improving skills and competencies in their jobs is called as Compensation. There is a popular old saying – compensation isn’t the reason employees stay, but it can be the reason they leave. If companies want to keep their best employees onboard, they need an elegant approach to use Compensation as a strategic tool, while staying in line with company’s payroll standards, policies and guidelines.

Career and Succession Planning

Succession Management is a process of recognizing and developing employees with the possibility to fill key or critical organizational positions. Succession Management actually means having the right people in the right jobs at the right time. In other words, it is an organized process aimed to identify and grow individuals for future openings.

Career and Succession Planning actually empowers organizations as they plan for the future. The proper way of Career and Succession Planning increases opportunities by allowing organizations to identify and develop the top talent. In addition to preparing new talents to move into key positions, it can effortlessly identify and rectify gaps in Succession Planning as well. It enhances employees engagement by generating proper career paths for them, along with supporting individual development plans.

Learning and Development

Learning Management Systems have been used for a long time to administrate training courses and programs. Experts say that corporate learning is now coming out beyond firm course delivery to a more natural and integrated experience. The companies are embracing new ways of an employee development and reviewing new learning technologies. Massive Open Online Courses (MOOC), Self-Paced Online Courses, Distributed Open Collaborative Courses are evolving as the future of new learning options and becoming a very popular way of learning. Companies are also focusing on integration of these options into their learning management portfolios.

All these processes are actually providing big opportunities and advantages to the organizations and guide them to the success. Some of the advantages of effective Talent Management are:

  • Improves organization’s effectiveness and productivity.
  • Helps in achieving business goals with high quality performance.
  • Improves organization’s culture and work environment.
  • Increases employees satisfaction.
  • Retains the best talents and decreases turnover.

Talent Management is an important aspect of broader Human Capital Management (HCM) initiatives and Human Resources departments play a significant role there.

While many current HR processes still moving around traditional practices of recruiting, onboarding, training and development, the Talent Management should generate real value by focusing on a company’s most valuable resource: the potential of its Talent Pool. This dedication provides a distinctive competitive advantage over talents and organization’s business model.

After embracing new talent management applications, most organizations realize the need of integration. Apart from process integration technology investments are often made to streamline processes and improve data accuracy. But the full potential of integration cannot be realized when companies have multiple systems of record with disconnected data streams and conflicting processes.

A study shows that HR has a long way to go when it comes to integration. The majority of organizations surveyed report poor to moderate integration of their Talent Management applications.

It is very important to know the future business trends, and new vision for the Human Resource Strategy to handle Talent Management solutions.

How Trends Are Changing?

The HR functions are at a conjugation point and it has been believe that in the coming years there will be a significant transformation. As the current functions are not connected or flexible to business requirements and have no consolidated vision of talent capabilities there is a need of evolution. There are, of course, some key trends that will effect this transformation. Talent Management is one of them for sure. Across the developed and emerging markets there will be a shortage of skilled and appropriate talent. Businesses cannot deliver their best as they are lacking the right talent. Hence the future HR functions would create significant value for the business, given current and future trends.

Skills gaps are increasing and HR would continuously make sure that their organizations have the right talent. HR would need to quickly tap skills when they’re needed. HR has to transform and adapt towards a global world, supporting new talent sourcing strategies to match talent, and acquiring new management methods, such as encouraging mobile workforces across geographical barriers.

HR should adopt risk management strategies covering everything from protecting confidential information and data, to risks associated with hiring or turnover. Technology, including social, gamification, cloud, mobile, big data and apps, is transforming how people take away their daily work and how HR supports them in that attempt.

Instead of depending on solutions dictated from the top level; organizations should be encouraged with skilled workers who harness social media to create solutions in conjunction with each other, thereby radically disrupting organizational structures, and hierarchy and job titles. As the world becomes increasingly unpredictable, organizations that can adapt to changing business conditions will outperform the market. And HR departments have to reshape themselves so that the HR functions become the critical driver of agility.

HR needs to provide the new thinking and deep insight to attract, organize, motivate and develop the right people for the business. It requires to build the high-performing HR functions to support business goals.

As companies hire talent from around the globe and enter new markets with increasing speed, managing corporate and cultural change will become a critical competence. Already many researches showed, executives expect their company’s HR functions to develop tools and methodologies that support line managers in communicating to employees.

Talent Management tools won’t resolve recruitment, employee retention and other issues by themselves. Companies need to develop a clear plan to navigate Talent Management pitfalls. Social media, cloud, mobile and analytics are changing Talent Management software and the way companies use it.

According to Josh Bersin, with so many vendors in the market and the ERP providers offering talent management software, it’s common for companies to buy software first, and only then figure out how to use it. Today more than 40% of the companies buying HR software are focused on “making it easy to use” and integrating heterogeneous systems, not “solving particular talent problems.”

Companies still want integrated HR systems, but what they don’t want is a complex, integrated ERP software that makes everyone’s life more complicated. In fact, they want life to be simple. More than 40% of the companies according to Human Capital Trends Study are embarking on projects to “simplify the work environment.” 47% of those who are buying new HR software systems cited “ease of use” and “integrated user experience” as one of their top two buying criteria.

figure2

So, as per Bersin by Deloitte, in HR, start to think about employees as “people” – and this is why more and more companies tend to rename their HR organizations as “People Operations” or “People Management.” Sure we have to do HR administration, but ultimately our job is to make sure “people” are engaged, trained, in the right jobs, aligned, and supported.

If we start to think about employees as “people” or consumers, then we’ll think about “Talent Management” in a new way. It’s not just a way to integrate HR processes, it’s a series of strategies, programs, investments, and promises that make everyone’s life, work, and career better.

This is where work is going – we now work in a world of independent free agents, each of them is like a voluntary “consumer” who may choose to stay or leave. The concepts and principles of Talent Management are not going away. But as an area of focus, we in HR have to think more broadly. “Talent Management” is now “People Management” and it has to take on a much broader perspective and holistic approach.

figure3

So, the Talent Management needs to transform to People Management. With more engaging people, simplifying the environment, making the work easier. People management focuses on empowering and improving performance everywhere with continuous learning and continuous feedback processes. The focus is definitely on creating highly engaged workforce and productive work environment. While talent scarcity is still a problem, engagement, empowerment, and environment are now the real challenges that companies are facing. So, this transformation is necessary to overcome all sort of challenges in this area. As the Talent Management industry is changing with social, mobile, analytics and cloud-based technologies, we also need to make sure that the Digital Transformation strategy matches to these changes.

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.


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

Why I Created BetterSkills: A Founder’s Vision

Transforming Today’s Workforce to Meet the Needs of Tomorrow

Transforming Today’s Workforce to Meet the Needs of Tomorrow

I started my new company BetterSkills Inc. because I saw firsthand, over the course of my career, that employers were struggling with ways to grow, develop and retain their best talent. They would spend a significant amount of time and money upfront in the recruitment phase of searching out and hiring the best candidates but very little was being done once they were onboarded to ensure that their overall growth and professional development was being cultivated.

I was thinking, as I took a look at retention reports, attrition numbers, and the average length of time an employee remained with a company, which in today’s market appears to be around the 2 year mark, if we put more focus on the employee and their continuous development could we make a significantly positive impact here? Could we increase their job satisfaction by providing them with pathways for growth and learning within the company? Would this alleviate them from having to look outside to fulfill this need? Could we break down the working in silos mentality and get teams working together cross functionally through job rotations? Would this increase retention and the overall robustness of a company’s workforce?

With these thoughts in mind, I decided to bring all the best practices I had learned overtime from the fast pacing organizations I worked at before, to all companies that were taking an intrinsic look at their workforce and deciding how best to enhance and grow their most important asset, their people. BetterSkills was born to meet this need.  

In 2015 The CEO of the Conference Board, a non-profit research organization working for the public interest, interviewed over 1000 global CEOs on “What challenges keep them up at night”. Unsurprisingly, the challenge that came at the top was human capital and talent. Following a dip in the ranking from 2009-2010, due to the global recession,  acquiring and retaining top talent was again number one on the list of concerns.

Even though it’s common knowledge that an organization is really made up of only 2 pillars Capital and Human Capital, most CEOs struggle to get basic answers of what and who makes up their workforce. Most business leaders do not have access to real time information on how many people work in their organizations at any given time, what is their overall retention, and how does that compare to the retention of last year  – not to mention comparison to similar organizations in their industry. According to the Brookings Institute “Human capital is one of the least measured and analyzed investments, despite the fact that more than 70% of company costs are labor related”.

In the modern economy, HR leaders should be working hand in hand with CEOs and other executives on the company’s talent strategy. To effectively succeed at this, they should have real time visibility into what makes up their workforce – who their employees are and do they have the right skillset for today. They should be able to discern what employees have the competencies to become their next leaders and what strategies should be employed to motivate their workforce to keep learning new skills. Being able to answer those questions ahead of time produces loyal employees who will choose to stay even when tempted with a higher compensation offer by another organization. Working proactively to retain your talent produces real dollar value savings to the bottom line. It is estimated that it takes anywhere between $25,000 to $100,000 to replace a productive employee or about 25-30% of someone’s salary. What makes up this math is the cost to hire an employee plus the time to make that employee productive which is a sunk cost when he/she leaves and can never be recouped.

Growing the right skills in house and retaining our best employees has never been harder and more important. Culturally we also have to be ready to attract a new type of worker, the Millennials, who want to be continuously challenged in developing new skills and enhancing their proficiencies. According to new Pew Research Center analysis of the U.S. Census Bureau data, Millennials surpassed Generation X to become the largest share of the US workforce, making them more than 1 out of 3 workers in 2015. Today employees, especially Millennials, decide where to spend their workdays choosing primarily one company over the other because of the 3Ps: People, Product, Professional Growth, even when there are compensation differences:

People – Candidates would like to join a company where they know they can fit into the culture, where they are compatible with the people and the atmosphere. They can tell within the first few minutes of conversation whether this company is the right fit for them in the long run – whether the interview happens over video/Skype vs. a traditional phone call, if they take a skill based test vs answer standard questions such as your self assessed “biggest strengths and weaknesses”, if the company has open office with collaborative spaces vs the traditional cubicles or if they do creative team building outings vs the annual summer BBQ. This is one of the easiest and most gut like methods a candidate will use to decide where they would like to spend their time building their career.

Product – The second P relates to the connection a future employee has with the Product or the Service the company provides. The more they can establish a personal relevance to the core offering or the industry the higher the chance that this candidate will accept the position. It’s easier to explain to your family and friends that you are working for a brand that they already recognize such as Facebook or Microsoft. That’s why start-ups have to work extra hard to attract top talent by not only explaining why they are different than more established names but also making it personally relevant to the candidate they are trying to recruit.

Professional Growth – According to most employees, especially ones that are about to embark on their first job, the third P – Professional growth is the most difficult to assess from the outside but the one that has the most weight. Candidates want to know that if they invest their careers into the company, the company will invest back in them to achieve their career aspirations by augmenting their existing skills and developing new ones. Fringe benefits like free coffee and snacks, unlimited PTO and happy hours take a back seat to whether they will have an opportunity to acquire new knowledge through company sponsored training, by being mentored by fellow accomplished employees and by being challenged with new responsibilities in other departments in a job rotation opportunity.

Employees of organizations that are rated top 5 best employers to work with on Glassdoor, a popular employer ranking site, often cite the reasons for that ranking of the company having “best people, best culture, best training”, “incredible focus on learning and mentoring”, “heavy emphasis on employee growth across all divisions”. In today’s workforce these employees demand answers on what’s their career advancement opportunity, what skills they need to move to the next level, how is the company supporting them in their efforts, who is their mentor/coach, can they try another person’s job to gain new skills or see if they are interested in taking on a new role. Organizational leaders that provide an ecosystem which can address these needs and support continuous learning, mentoring and professional development ultimately create the most successful and profitable organizations in return. This is where BetterSkills comes in, as we provide the map, the infrastructure for this professional development to help bring about this work culture transformation.

Through management of an employee’s growth continuum, we can track their current achievements and skillsets and match them to opportunities for further enhancement which they can chart over the course of their career. They can create a professional development plan inclusive of mentoring opportunities, job rotations, training and courses, and with input from their managers and peers, continue their progression to meet their long and short-term learning and career goals. At the same time, companies reap the benefit of having a robust workforce that is in a state of continual growth and value add. It is my belief, with all this considered, that BetterSkills is poised to be a significant catalyst and change factor in the coming years, to really put the focus on shaping the employee centric ecosystem and creating work environments that provide the means and ways for continued professional development.

About the Author:

Tanya Bakalov, CEO and Founder of BetterSkills Inc.

Tanya Bakalov, CEO and Founder of BetterSkills Inc.

Tanya has had 10 years of experience in the high tech industry. Her career has included a variety of leadership roles in business operations, go­ to­ market strategy, corporate development, organizational hiring, SaaS and enterprise, and software solution selling.

In 2005, Tanya co­ founded SevOne, a successful digital infrastructure management company, and most recently in 2016, Tanya became the Founder and CEO of BetterSkills Inc., a dynamic company which develops online software to help organizations manage their employees’ talent and professional development.

Tanya was named a Silver Stevie Award winner for Female Executive of the Year in 2016, UDE Alumni Excellence Award winner for 2016 and the prestigious E&Y Entrepreneur of the Year Award winner for 2016. She was also the Silver Stevie Award winner for Female Entrepreneur of the Year in 2014.


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

High Employee Engagement Depends On First Impressions

Written by Stijn de Groef, CEO at Talmundo. Specially for The HR Tech Weekly®.

New Job (keyboard button)

12 Ways The First Weeks On The Job Are The Most Critical to Employee Engagement

Did you know that most talented people switch jobs every 2-4 years? And I’m sure you’ve heard a million times already about the cost of replacing a ‘regrettable loss’, right?

Well, you might not be able to hold onto all of them, but there are some things you can do to hold onto your best talent longer. But did you know that some of these things need to be done even before your new hires show up for their first day at work? Your top talent has high expectations, so keeping their engagement level high through those first 90 days is critical, and the only way to ensure you will beyond that. That means your onboarding program has never been so vital for your business success.

This is what I’ve learned from advising hundreds of companies, mostly large employers, about how they could transform and upgrade their onboarding process:

  1. Get the administrative part done before day 1. You really don’t want this to spoil the first day on the job.
  2. Money does matter. You don’t need to pay everyone millions, but do make sure all new hires have a solid understanding of their pay & benefits package (before day 1), as well as a go-to person in case of further questions on this topic.
  3. Expectations are a two way street. A conversation about expectations and objectives between the new hire and his/her manager should take place in the first week. Everyone needs to be on the same page or disappointment will follow quickly.
  4. Everyone needs a friend. Put into place a buddy/mentor system to make sure new hires feel included in the traditions and quirks of your company. No one likes to feel like the “odd man out”.

We’ve identified an additional 8 areas that make or break the onboarding experience and directly affect employee engagement. Want to see the full list of the 12 key factors? Of course you do! Our quick scan will give you the full list of insights and allows you to assess where your organization stands against these 12 factors.

Plus, you’ll get a personalized report, full of hints and tips, at the end of the scan allowing you to start upgrading your onboarding process today!

Get started by taking the scan here and you’ll be one step closer to making sure your employees are engaged from day 1 and stay that way.

Good luck!

Find Talmundo on Social Media:

Twitter | LinkedIn | Facebook

If you want to share this article the reference to Stijn de Groef and The HR Tech Weekly® is obligatory.

Streamlining the Employee Experience with an HCM

Employee-Advocates-e1392214604918.png

Ah, the “employee experience.”

It’s a popular phrase tossed around by growing businesses. As more candidates are needed for steady growth, small and mid-sized business owners feel the strain to keep a firm grip on compliance while ensuring employees receive efficient and thorough transition into roles, up-to-date information and certifications, performance review procedures and follow-ups, job satisfaction, and so, so much more.

When your company is climbing from 20 to 50 to 100 employees, the need for true Human Resources can easily sneak up on you. Before you know it, you’re rushing to find answers to HR problems you hadn’t considered — and why would you? It’s not your area of expertise. And Google only helps so much…

When you add to the mix that millennials have officially overtaken Generation Xers as the largest generation in the U.S. labor force, organizations are scrambling to find, nurture, and retain top talent — and some demands must be met to preserve millennial employees.

But it’s not all nap-rooms and foosball tables.

As millennials reach professional maturity, they’re looking less for a “fun-zone” and more for a professional “safe-place” — that is to say, a workplace that understands their unique concerns, fears, motivations, and needs.

Organizations focusing on the employee experience are embracing their workforce in ways rarely seen in generations passed, a precedent that will undoubtedly play a much larger role as emerging generations build on this empowered foundation.

However, these same organizations are quickly finding snags along the way. From recruitment processes to off-boarding, ensuring employees receive professional value, satisfaction, and leadership nurturing add heavy workloads to an already hectic schedule.

We recently spoke with Pete Luciano, co-founder of Human Capital Management (HCM) provider Balance Point, about the pains most often discussed with clients about their processes. As Pete puts it, “Employees are your best assets. If the best talent for your organization is hired, trained, and given opportunities to succeed — and even fail productively — you’ll see growth before you know it.”

HCMs offer simple, cost-effective management solutions for these growing problems — but ultimately, the wealth they provide is up to the organization’s unique approach to the software.

Recruitment

Organizations are spending much more on recruiting top talent. Keeping a constant flow of viable candidates is difficult to manage, but an HCM remedies this time-blockage by continuously cataloguing candidates — even if organizations aren’t hiring at that second.

A potential candidate simply navigates to the website, uploads her/his resume, and fills out an application. From the organization’s perspective, managers can perform online applicant searches and track applicants throughout the hiring process.

Onboarding

As Pete says, “using an HCM to automate onboarding processes is administratively more sensible.” In days of yore, HR was responsible for collecting employee information and manually entering it into the organization’s system. With HCM software, the candidates are in control of their own information.

Prior to the start date, W4s, I-9s, employee handbooks, and other documents are accessed and filled out electronically. Giving new-hires access to their own information promotes transparency and trust within the organization — important standards for young people entering the marketplace.

Performance Reviews

Currently undergoing an evolution, performance reviews provide key insight into the successes and coaching necessary to successfully grow employees.

As mentioned in a recent HR Tech Weekly article, “Employees and their managers can work together on creating performance goals annually or bi-annually and track the progress and closure of the same with feedback and ratings as relevant.”

But every organization has a unique approach that speaks directly to their bottom lines.

HCMs automate performance reviews through tiered processes, measuring competency, goals, and the organization’s core values. Of course, HCMs are customizable in this way, giving each organization the opportunity to tailor performance reviews to their specific needs and standards.

HR, Time & Labor Management, Payroll

Giving employees access to their information, documents, pay grades, calendars, and benefits relieves HR of the time it takes to retrieve this information. Because HCMs are known for their simple, user-friendly interface, minimal training is needed to get employees up-to-speed and editing their information when necessary.

Building these workflows individually, without an HCM, takes time and can be cumbersome to navigate. Having everything located in one place makes it much easier for everybody, from leadership to employees, to manage and maintain.

Off-boarding

Employees retire, quit, or are terminated for many different reasons. Exit interviews offer insight into organizations through the lens of an employee who underwent the entire employee experience. Where are improvements needed? What can make the employee experience more appealing for future candidates?

What is done with the information gathered is ultimately up to the organization. However, HCM off-boarding processes ensure the organization gets its property back, terminates benefits, and ensures that nothing falls through the cracks. When it comes to Benefit/ACA reconciliation, people coming and going from the organization’s health insurance can either save or squander funds.

For small and mid-sized businesses looking for efficiency throughout the employee experience, an HCM provides cost-effective solutions to each facet of the employee’s journey while ensuring compliance, simple management, and real-time reporting.


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

HRs, Beware Of The Continuous Candidates

Split Shire

Loyalty is the quality which is most desirable by any employer. As an HR your motive is not only to hire the ideal candidate possessing impeccable skills for the job, but also retain him. Just imagine this situation, there is a vacant role which has to be filled immediately and you start exploring all the sources through you could possibly hire someone fit, you interview him, put relentless efforts in following up, take care of all the onboarding process, and then maybe a within a couple of months after joining he suddenly decides to leave!

running-men-business

And all your hefty efforts have suddenly gone into waste.

Yes, there is a rise of a new group of candidates termed as ‘Continuous Candidates’ who are always searching for the next job. Every one out of three candidates is a continuous candidate. Now there is a question, who are they and what are their attributes?

Profile Persona of a Continuous Candidate

1.AGE GROUP

Mostly it has been seen that the major part of these candidates fall in the age group of 18-34. They are the predominant job hoppers. This is the age when the zeal is utmost and the passion for growth is high. It has been seen that 70% of the job-hoppers’ age is in the range 25-34.

2.GROWTH

According to a report by Millennial Careers: 2020 Vision, job security is a major factor for the millennials, but their definition of job security is slightly different. They want a secure career first. Career growth is very important maybe not with the same employer. Unlike their preceding generation, they don’t take job security as the way to get married and settle down with kids.

growth_quotes

3.JOB SATISFACTION

They have a lower job satisfaction.They just view a present job as a means of gaining experience and increasing their compensation only because of the plan to move to a different company with a good hike on the existing package. Jobs, for them, are always temporary.

4.ACTIVITY ON RECRUITMENT SITES

Continuous candidates are more active in sites like Linkedin, Naukri, Monster etc. in search for their next dream job. They are knowledgeable indeed, mostly because of the desire to crack a new job. They are better informed about the job market than their non-continuous counterparts.

Now you know who are they, so what do you do? Keep away or analyse the ways to deal with them. Since the numbers of continuous candidates are growing you need to figure out a way to deal with them.They are talented with huge potential, so why not get into the source of their dissatisfaction and retain them instead! Well, we will be answering this in our upcoming article. Each human resource is special, even if they want to leave, you have to make them stay.

bangabdi-roy-chowdhuryHey there, I’m Bangabdi. I’m a Growth Hacker living in Bengaluru, India. I am a fan of dance, writing, and fashion. I’m also interested in politics, economics and travel.

Website | Blog | Twitter | LinkedIn


Source: HRs, Beware Of The Continuous Candidates

10 Tips for Putting Soft Skills at the Heart of Hiring

sage_human_capital_soft_skills

It’s all very well to say ‘Put soft skills at the heart of your hiring process’ but sometimes people need a little help knowing what to do and where to start. Here are my 10 top tips to help you really make a success of using soft skills analytics in your hiring process:

1. Take the time to really think about what kind of personality you need

What kind of personality, skills and person do you need? This helps you know what to look for and the candidates to know if they should apply or not. Some organisations have hundreds of people applying for just one job, but the job descriptions can be so bad that lots of those people aren’t right. Then hours are wasted sifting through CVs and running tests, all because someone didn’t set the right profile at the beginning of the process.

2. Highlight those soft skills when designing the job description and advert

Make it clear what you are looking for. Ensure candidates can see what kind of personality is needed and what competencies are needed. Try to oming empty phrases such as “great team worker” If you copy the job description from the competition on a job board – rethink point 1.

3. Don’t just look at the here and now, in terms of skills

Look at a person’s potential – do they have the right soft skills (good motivation, initiative and communication skills, for example) so that they can grow into a role? Are you hiring for potential and attitude?

4. Think about how the candidate will fit, personality wise, with the rest of the team

Do they fit well to their future manager? Will they make a good cultural fit in the organisation? These are important questions and if you have three great candidates, how they will fit in with their colleagues and boss could be the deciding factor. A good screening software helps you here.

5. Really look at the candidates

Don’t just look at what you want and need. Always keep in mind that there’s a person on the other side. Employer branding is so critical these days and making sure candidates have a good experience, whether they get the job or not, is an important part of that.

6. Be more human than resources

Technology should allow you to have more time to devote to what is most precious and important, so have systems in place that help you to focus on the human stuff, rather than just processes. HR has become far too process driven – onboarding people, processing CVs, etc. Let systems do this because they actually do it better than humans can. Then HR can focus on the human side of HR instead. We still need quality interviews, for example.

7. Make interviewing people who are not a good fit something of the past

With softfactors, you should only be interviewing people who are a good fit. And good fit means not only skills, education and experience but also the right personality, competencies, motivational drives, etc. At softfactors, we have found that a soft skills pre-screening and assessings reduces the amount of time spent interviewing by 50% or more.

8. Give candidates feedback about their fit early

It is part of ensuring there is a good candidate experience. With softfactors testing, candidates receive near instantaneous online feedback about how the test went. Especially younger applicants (not only generation Y – but also) are expecting a direct, immediate and personized feedback.

9. Combine data with gut feeling at interview

Don’t rely on just one, but both together – data and gut feeling. At the end of the day, it’s a person to person thing. And an interview is often a shining performance for one or two hours (on both sides) so using data for your interview helps you detect and read a person – along with your great interview skills.

10. Use the information you have gathered for onboarding and development

Don’t let it just go to waste once the hiring decision is made. People development can start with hiring. The software highlights a person’s gaps, their strengths and weaknesses. This enables organisations to formulate development plans for new hires at the very beginning of the employer-employee journey. Onboarding starts with pre-screening and people development too: that is why we developed softfactors.


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

Employee Onboarding – Engaging With New Talent in the First 90 Days

Your employees are your talent and your greatest assets. You need to make sure they are happy at every step! One of the most critical functions in this endeavor is employee onboarding. Employee onboarding does not end on day 1! In fact, real work towards onboarding an employee starts from here.

Getting your onboarding strategy right is extremely crucial. Taking care of the first day is important, but you also need to have a strategy laid out for the coming days. Shockingly, one of every 25 employees leaves on their very first day! And this trend is only getting worse with the rise of the millennials, since they are always open to new and better employment opportunities!

What are the steps that need to be taken in order to ensure that the new recruits make a successful transition to your organization?

Achieving this would require you to pay attention to how you are promoting your organization’s culture as well as how are you maintaining it to gain a competitive edge over similar players in the industry. The first 90 days are extremely important as they will decide whether you were able to create an active culture which gets the best out of your new hires or made the employees hate themselves for joining your organization because of your detached and poor onboarding techniques.

1. Start from Day 1

Your culture building process should start from day 1, where you find unique and exciting ways of making the employee feel special and warmly welcomed. A good idea for this could be to reduce the amount of paperwork which is generally a common formal procedure. Instead, make the first day full of interactions and devoid of any boring, mundane signature work. Instead, work on giving your employees an experience that they would want to share with their friends and family! This does not require you to plan extravagant sessions! Keep it simple and small. You can start with welcoming them with a gift box and ensuring that a team lunch is arranged so that they interact with their team mates.

2. Keep a constant check

giphy
via GIPHY

You cannot abandon your employees once they are hired. Do not leave them all by themselves to do their tasks. Keep a check on how they are doing and be their buddy in helping and supporting them at every step. Everyone likes a little extra attention in the beginning and doing this would make them feel a part of the company. Being a good mentor will not only help you get the best out of the new employees, but can also give your business tremendous payoffs in the years to come.

3. Train on essential skills

giphy-1
via GIPHY

Not all employees come to a new job with the required skills. In order to retain new hires, you will have to ensure that employees feel like they are growing in terms of the knowledge that they are gaining. Employers must educate new hires on how to best perform the tasks and responsibilities assigned to them. Assuming new employees know everything when they join could be one of the biggest mistakes you could make.

Onboard your new hires with Capabiliti’s Solution

4. Make an announcement

giphy-2
via GIPHY

It might get really awkward for a new joinee to come to work unannounced as all the existing staff might treat him like an alien. In such a scenario, the exchange between existing employees and the new hires might get awkward as no one was informed. To do away with this, make sure you make a loud announcement in the best way possible to the entire office about who is going to join them and as what so that additional confusion can be done away with. Send in a mail prior to their joining date so that everyone is informed well in advance and also keep the desks to be occupied clean and ready.

5. Set clear goals

giphy-3
via GIPHY

For the first 90 days, your strategy should be set. Define the route that new hires need to follow and what is it that is expected out of them in the first 90 days. Make sure you create a supportive environment which motivates the employees to achieve their best and give them whatever resources are required for them to do this successfully. If employees have a direction, they will feel like working towards achieving something and also see how well they fit in that professional set up. Their performance will also give you an indication of their skill sets and areas they need focus on.

6. Focus on real-time feedback

giphy-4
via GIPHY

Ignoring an employee just because he is just a few weeks old in the company might affect employee’s motivation levels adversely. Their performance would require close monitoring and their managers will have feedback at every point. Make sure that feedback reaches them constantly so that they can keep a note of it themselves and strive to do better. Avoid accumulating everything for the performance review at the end of six months. Such a prolonged interaction might demotivate your employees and deflate their confidence levels.

Tired of running around for feedback? Sign up free on Capabiliti by Qustn, create a feedback questionnaire in minutes, and shoot it out to everyone in your organization now!

7. Engage with interactive conversations

giphy-5
via GIPHY

Whenever there is any interaction, make sure there is a lot of questions and answers involved. You need to ask questions to new hires about their work and experience and also encourage them to ask you as many questions as they want. Be patient, kind and understanding while answering their queries and do not get bogged down by the level of support that might be on demand. Encourage an open environment where everybody’s voice could be heard.

8. Introduce key stakeholders

giphy-6
via GIPHY

For any new employee, it is important that they are told about who the important people are and how they are placed in the formal hierarchy. It is always a good idea when the employee knows who is in what role and why some people are so important. Also spend some time explaining the main people and their fun characteristics. Be as humble as you can and tell them about stories that have shaped the company.

You need to go out of your way to in the first 90 days and commit to make the employees feel welcomed and valued. Managers should ensure that new recruits are commended and applauded for their little achievements every now and then. Managers should also meet with their new employees at regular intervals to make sure they discuss their career goals and what methods need a different outlook.

The values and vision of their company should be reminded of as and when possible so that goals are in alignment to them. The manager employee relationship needs to be at a human level and should not be a chance to exercise tyranny. The culture needs to open where there is a scope for constant communication and exchange of ideas. New employees also need to have avenues for relaxation and fun filled days on working days as well.

Take a look at this infographic on employee onboarding strategies at Facebook, Google and Apple

About the Author

Bhaswati BhattacharrayaBhaswati is a Product Specialist at Capabiliti, a mobile-first training and engagement solution for enterprises. Passionate about Economics, Bhaswati also loves storytelling. She has a keen interest in start-ups, food and travel. In her ‘me time’ she picks up fiction novels, tries different cuisines or explores routes to less traveled places on the world map. Follow her on Twitter at @Bhaswatibh


Source: Employee Onboarding – Engaging With New Talent in the First 90 Days