The Role of AI in Human Resources

Author: Kim Coombs, Talent Director, EMEA at Riverbed Technology

Artificial Intelligence (AI) is improving human resources (HR), streamlining processes and empowering employees to perform better. Employee data that was once banished to the archives can now be combined with the huge volume of data running through a business’ network to identify talent gaps, learning and development initiatives and provide recommendations to HR professionals and managers.

It is becoming clear that the future success of businesses will be defined by how well they are able to optimise the combination of human and automated work.

There have been some controversial headlines surrounding automation in the workplace and earlier this year, the World Economic Forum projected that the demand for ‘unique’ human skills will grow. While its research suggests 75 million current jobs will be displaced as artificial intelligence takes over more routine aspects of work, 133 million new jobs will be created. This report concludes that skills in both emotional intelligence and technical intelligence – like technology design and programming – will be essential for the future workforce.

HR needs to help employees strengthen their core skills and capabilities through targeted training or development initiatives. On top of this, they are responsible for proactive candidate selection as part of the recruitment process, which involves an excessive amount of time, resource and admin. AI is opening up new opportunities to enhance the human experience and is expanding the remit of the HR function within a business. It is important for business leaders to consider the introduction of AI-led infrastructure as an opportunity to improve existing, outdated, and sometimes archaic processes and message the benefits of these changes down to their managers and employees.

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Kim Coombs, Talent Director, EMEA at Riverbed Technology

The human experience

With the introduction of AI, businesses are positioned better than ever to improve their employees’ human experience. In the modern enterprise, AI is already beginning to streamline admin heavy tasks to free up time for employees to focus on adding value to the broader business.

For example, team leaders and middle management are often required to make the same decisions over and over again, including approving time off requests, approving timecard exceptions and scheduling staff. If you speak to managers performing these tasks, you will often find their perspective is the same: they are repetitive, time-consuming, and while relevant, deliver little value. These are precisely the tasks that AI can tackle first —  the routine, daily, difficult processes that will free up the manager to handle more strategic management matters.

With less time spent on the high touch, low value tasks, managers can be far more aligned with their employees’ needs, boosting employee wellbeing and increasing staff retention. In addition to the general alleviation of admin, AI is also making huge strides in the realms of learning and development.

 

Training talent

There is no “one size fits all” approach to learning and development. As the war on talent grows ever more competitive, organisations that can provide their employees tailored opportunities to grow will set themselves apart. Traditionally doing this has involved significant manual workforce auditing and data analysis before programmes can be put in place. However, with the latest developments in predictive and prescriptive analytics, this heavy lifting no longer falls within the remit of the HR team.

AI has the power to monitor business performance and create bespoke suggestions around talent management and recruitment. This technology feeds off data so unfortunately this is redundant if HR does not engage with the technology and embed AI into the workforce’s natural workflow. The more HR engages with the technology and nourishes it with use cases; the more mature the artificial decision making will become. Supporting use on this scale requires a significant cultural shift. Once this shift occurs, HR can begin to embrace more creative and engaging ways to implement learning and development, with actionable data points already provided for them.

 

Combined intelligence

It will be a combination of human and artificial intelligence that will ultimately drive success for the future enterprise. For an AI implementation to demonstrate its full worth, businesses need to first fully embrace digital change in every aspect of their business. Any system is only as fast as its slowest link, and the goal of using AI to free up managers to solve more substantial organisational challenges will never be achieved if manual, high-touch processes and policies remain.

Staff must be onboarded and reskilled effectively. The IT infrastructure should be able to support higher volumes of data, and senior management needs to ensure digital transformation initiatives are given adequate funding and support.

As AI alleviates admin heavy tasks, roles and responsibilities will begin to shift, enabling the workforce to add a significant layer of additional value to their business. More importantly, workers will be able to focus on tasks that are far more engaging and fulfilling. This can only be achieved if HR teams begin to adopt this technology and implement new processes to support AI adoption in the wider business. The winner in all of this will ultimately prove to be the human experience.

How to Fast Forward your Employee’s Career

Your employees’ professional growth doesn’t happen overnight. Developing people’s skills needs investment of thought, time and love in order to create meaningful change. Ideally a manager becomes a mentor. They provide guidance and coaching to evolve employee skill-sets, knowledge and confidence. With managers acting as the catalyst for progression, we’ve pinpointed five ways to effectively advance your employee’s career path.

Align your business goals

When you’re working closely with your employees, don’t forget to feed back the “bigger picture” to them. You can coach people in leadership qualities all day long but it’s pointless if you’re not communicating why. Employees motivation to excel can diminish if they don’t feel valued or believe they can create an impact for the company. Realistically, how empowered would your employees feel if they’re given the freedom to make smart, informed decisions however they still need to run their ideas by you before making moves? Communicate the objectives and company goals before anything else, and provide freedom for them to actually reach these.

Create a career development plan

Having conversations around career progressions is the first step in gauging employee development, but it’s important to follow up with implementing achievable objectives. This encourages employees to formulate their goals so they can actively execute them. Create a space where you can collaborate openly on short-term and long-term career goals and most importantly how these can be achieved. If you’re not sure where role progression can evolve, check out Search Party’s Career Path Tool to see all possible options.

Articulate expectations

Objectives and Key Results (OKR) is a popular technique to setting and communicating goals and results in organisations. The main purpose for OKRs is to connect the company, team and individual’s personal objectives to measurable results, ensuring everyone is moving in the right direction. The structure is fairly straightforward.

  • Define 3-5 key objectives on company, team or personal levels. These must be qualitative, ambitious and time bound.
  • Under each objective, define 3-4 measurable results based on growth performance, revenue or engagement.

When OKRs are a place and remain transparent across all teams, employees have complete clarity of knowing what’s expected of them and have something to work towards. Defining these can take into account career progressions or onboarding new responsibilities or projects and when you’re able to measure you’re also able to mentor. No wonder OKR’s are loved by tech giants like Google, Twitter, and Oracle. It’s a proven process that genuinely works.

Actively identify new opportunities within the organisation

When employees begin to seek new experiences or want to build their portfolio of skill-sets, 9 times out of 10 they’ll leave their current organisation rather than take on a new role in a different area within their current company. And it’s no surprise that losing talent and re-training new starters is timely and costly for managers. However this behaviour can be avoided if there is real encouragement and facilitation of internal transfers. Speak with the individual about what skills they would like to gain or areas they wish to excel in and then identify all possible new opportunities and paths they can explore within the organisation. Mentors are those who can look beyond their own areas or personal needs for growth opportunities, even if it means they’re losing a great asset.

Encourage developmental assignments

Developmental assignments come from the opportunity to initiate something new that an employee takes the majority of the reigns with. Internal projects, new product lines or championing a change such as adopting new technology or a restructure in workflows are all great ways to allow employees to step outside of their comfort zones. These kind of initiatives are the gateway into harbouring new skill-sets and embracing areas not usual to their daily tasks. Enabling employees to lead or manage side projects or totally new initiatives are the stepping stones into project management fields and opens a huge number of doors into other leadership roles.

Although most CEOs understand the importance of employee development, the sad truth is that they don’t devote the necessary time into excelling them into greater things. But the proof really is in the pudding. The more effort you put into developing employees, the higher the employee retention, productivity, engagement, turnover…the list goes on!

If you’re unsure as to where career progression can take you or your employees, Search Party have developed a nifty Career Path Tool. Simply type in your current role, and see how careers of people who’ve been in your shoes developed. Or, type in your dream job and see which paths can take you there. Check it out and let us know what you think!


Originally published by Search Party on 29 August 2016.

How to Make Your Employee Awards More Engaging?

Check out our this simple idea to make your employee wards more engaging and fun!

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The best way to make your employee awards more engaging

If your annual employee awards have become a bit stale and you want to make them more engaging, here is a simple, yet effective idea – add a bit of humor!

Funny employee awards should definitely be a part of your employee recognition program. Awarding your employees in a humorous, lighthearted manner will boost your office morale and keep your employees motivated and engaged.

4 ways to make your employee awards more engaging

1. Add a bit of humor

“Employee of the month” award is so…well, boring and way to common. Get creative and add a sense of humor to your awards! If you need some inspiration, check out our list of the 20 ideas for funny employee awards. Have fun with your awards, but make sure you don’t go overboard. Be thoughtful and careful not to embarrass your employees.

2. Include your employees

Ask your employees for their input on your employee awards. Ask them what type of employee awards they would like to see in your company. Make sure to implement all of their ideas! Also, find volunteers who are into the idea and let them help you plan and prepare the event.  

3. Get together and celebrate

Turn your employee awards ceremony into a party! You can geo fancy and set up a red carpet outside the meeting space and have one of your employees posing as a paparazzi photographer as the guests arrive. If your company culture is casual, host your employee award ceremony at the office, with a couple of snacks and drinks, one Friday afternoon.

4. Get creative with awards

Get creative with your awards! Certificates are so expected. Instead, do something surprising! Hand out interesting prizes or trophies. If you don’t have a budget for great prizes, don’t worry.

The prizes don’t have to be expensive. Go to a dollar store and pick out a variety of low-cost items related to the award itself. For example, a keychain flashlight can be a great award for your employee whose positive attitude shines even in the most darkest of times. 

Employee Feedback: How Do Netflix and Pixar Deliver It?

Learn the exact methods Netflix and Pixar use for delivering feedback to their employees!

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Employee feedback: A key to successful employee performance

Providing feedback to employees is an essential component of every successful and productive company culture. Delivering feedback regularly helps to make sure that employees are on the right track and achieving their goals as targeted.

Unfortunately, most companies don’t utilize this powerful management tool. The Globoforce study found that 65 percent of employees say they’d like to receive more feedback than they currently get.

Recent Gallup research finds that only about one in four employees “strongly agree” that their manager provides meaningful feedback to them – or that the feedback they receive helps them do better work.

So how can you ensure providing regular and useful feedback to employees in your company? Learn from the leading companies! Let’s examine the methods Netflix and Pixar use for delivering feedback to their employees.

Pixar’s method for delivering employee feedback

Plussing is Pixar’s magic formula for giving feedback. Plussing has played a game-changing role at the film company Pixar. The general guideline is that you may only criticize an idea if you also add a constructive suggestion. Hence the name plussing.

Here’s an example:

An animator working on “Toy Story 3” shares her rough sketches and ideas with the director. Instead of criticizing the sketch, the director will build on the starting point by saying something like: “I like Woody’s eyes, and what if his eyes rolled left?”

Netflix’s method for delivering employee feedback

Stop-Start-Continue is another employee feedback model that was popularized by Netflix. In this drill, each person tells a colleague one thing they should start doing, one thing they should stop doing, and one thing they’re doing really well and should keep doing.

Netflix also created a system for sending “Stop, Start, Continue” feedback to anyone at the company once a year. The company picked an annual feedback day and asked that everybody send their comments, in “Stop, Start, Continue” format to everyone they had feedback for.

For those who want to know more

If you’re looking for more great tips for managing employees, sign up for our FREE 7 days email course: Short Leaderships Tips for Managers!

Top 3 Myths About Employee Turnover Debunked

Everything you know about employee turnover rate is just plain wrong, according to a recent research.

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Everything you know about employee turnover is wrong

The end of a year is a common time when most HR professionals are calculating their annually HR metrics. One of the most commonly used HR metrics is a dreaded employee turnover rate. Are you a bit scared to calculate your employee turnover rate?

If you are, this is because everything you know about employee turnover is wrong.

Yes, that’s right. According to a recent research conducted by Work Institute, everything we think we knew about employee turnover is just plain wrong. The company has released its 2018 Retention Report, the only known one of its kind, marking its second study of national workplace turnover and retention. Using a scientifically valid methodology and data from over 234,000 exit interviews, this report uncovers the root causes of turnover and debunks common employee turnover myths.  

Top 3 myths about employee turnover

Here are the top 3 myths about employee turnover that are completely wrong:

Myth #1: Employee turnover is inherently bad

Employee turnover is usually mentioned in a negative context. This is because of high costs related to high turnover rates. According to The Society for Human Resource Management (SHRM) research, direct replacement costs can reach as high as 50%-60% of an employee’s annual salary.

However, employee turnover isn’t necessarily a negative thing. If the high turnover is the consequence of the fact that poor performers are leaving a company, it can actually be a good thing. It can mean that your company is keeping only A-players, not wasting time and money on poor performers, which is definitely a good thing.

Myth #2: Employee turnover is a normal thing and can’t be prevented

You might think that an employee turnover is a normal common process that happens in all companies. Especially in the last few years when the unemployment rates are lower than ever and candidates are in demand. However, this is only partially correct.

Work Institute estimated that 42 million, or one in four, employees will leave their jobs in 2018. Work Institute has also found that nearly 77 percent, or three-fourths, of that turnover, could be prevented by employers. Their 2018 Retention Report revealed the 50 most important reasons employees decided to leave their jobs and grouped them into 10 categories, seven of which are considered more preventable by employers.

Myth #3: Most employees leave because of money

You might think that it is only common sense that your employees leave because they have been offered a larger salary by some of your competitors. A salary that big that you can’t compete with it. However, your assumption is probably wrong, according to Work Institute.

Work Institute has found that the top five categories of reasons employees leave their jobs are:

  • Career Development – No opportunity to grow in a preferred job and career. (21%)
  • Work-Life Balance – Better work-life balance, which includes more favorable schedules, shorter commute times and scheduling flexibility. (13%)
  • Manager Behavior – Unprofessional or unsupportive managers. (11%)
  • Well-Being – Personal or family health issues. (9%)
  • Compensation and Benefits – Pay was cited more often than benefits. (9%).

So there you have it. Now you know the truth. Are you ready to calculate your own employee turnover rate for 2018?

Employee Experience Is New Way to Win Talent War: ServiceNow Research

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Digital experiences outside of work have made life simpler, easier and more convenient. Today’s top talent is demanding the same at work, and global research of 500 human resources executives across 20 industries reveals that providing excellent employee experiences, enabled by technology, are becoming the new way to win the never-ending war for talent.

“The best talent today expects great digital experiences at work,” said Pat Wadors, Chief Talent Officer, ServiceNow. “Top talent can work anywhere, and they are choosing companies that embrace advanced technology to make work simpler, faster, better. A fundamental shift is under way, and top human resources leaders are creating a new employee experience, realizing that great benefits and cool office perks are no longer enough. Employees want great digital experiences that make work, work better for them.”

Pat Wadors, Chief Talent Officer, ServiceNow
Pat Wadors, Chief Talent Officer, ServiceNow

Insights into this digital transformation of the employee experience were released by ServiceNow in “The New CHRO Agenda: Employee Experience Drives Business Value.” “The New CHRO Agenda” report details the Chief Human Resource Officer (CHRO’s) journey to greater impact; how the employee experience is evolving to impact business results and the impact of an HR function’s capabilities on retaining and attracting the best talent.

From Tactical Manager to Strategic Leader

Over the last three years, CHROs have seen their responsibilities move beyond the core responsibilities of delivering HR services, record keeping and attracting top talent, to a broader role in leading key strategy discussions around advancing corporate goals, driving digital initiatives, and contributing to business performance. 

  • Nearly two-thirds (64%) of CHROs say it’s their responsibility to drive corporate performance.
  • CHROs expect their success to be defined by the consumer-like employee experience. In fact, more than half of CHROs (56%) say the ability to create a digital, consumerized employee experience will define their roles in three years, compared with just 6% who say traditional HR will define their role.
  • 66% of CHROs say the employee experience will drive quantifiable productivity gains across the business.
  • 44% of CHROs expect to be judged on their digitization success achieved not alone but by partnering with other C-level executives to set and manage strategy.

Digital Transformation of the Employee Experience

From how employees access services and information to how global teams collaborate, business as usual is being redefined for the digital era by a new breed of CHRO.

  • Three out of five CHROs say HR is now a driver of digital transformation, a top strategic priority for most enterprises.
  • 77%, or more than three in in four, of CHROs say they expect to see improved employee experiences from digital transformation in the next three years.
  • 83% of CHROs say the employee experience is important to the organization’s success.
  • 68% of CHROs say that their HR technology allows them to improve employee experience.

Investing in the Modern Employee Experience

For employees, the workplace will become more personalized, predictive, and seamless. Their needs will be met through consumer-like digital interactions, such as push notifications for administrative work updates, recommendations for services based on recent actions, and instant answers to questions through chatbots that receive data from multiple departments.

  • 70% say the use of technology to foster a sense of community and healthy corporate culture is a goal.
  • In the next three years, almost half (48%) of CHROs will use an HR platform – not applications – that systematizes automation of HR process and collaboration, up from just 14% today.
  • A significant percentage of CHROs are budgeting for technologies (82% on cloud, 69% on social/collaboration, 65% on mobile, and 47% on function-specific applications) that will help them deliver superior experiences.

CHRO Leaders Show the Way

CHROs who are using technology to improve employee experience are winning the war for talent. The survey divides CHROs into a three-tiered model mapping CHRO-led digital transformation of HR functions, and the business overall. HR leaders taking advantage of more strategic investments fall into the top tier, Level 3.

  • 97% of Level 3s are much more successful in recruiting talent, vs. 80% of Level 2s and 53% of Level 1s.
  • 79% of Level 3s are much more successful at retaining talent, vs. 63% of Level 2s and 14% of Level 1s.
  • 84% of Level 3s report lower turnover than their peers, vs. 77% of Level 2s and 52% of Level 1s.
  • 63% of Level 3s successfully reskill their existing employees, vs. 58% of Level 2s and 41% of Level 1s.

Healthcare Leads, Financial Services Lags

Healthcare CHROs trend ahead of the pack in prioritizing superb HR experiences and building positive relationships.

  • 68% of healthcare CHROs say they are successful or highly successful in using technology to make it easier for employees to do their jobs, vs. 55% for non-healthcare industries.
  • Nearly three-fourths (72%) of healthcare CHROs said they are more likely to be successful at delivering HR experiences that match the technology that employees use in their personal lives, vs. 58% in other industries.

Financial services CHROs are more focused on creating an experience that meets individual needs rather than a sense of community and collaboration – and they’re lagging their industry peers in building a workforce that meets business objectives.

  • 54% of financial services CHROs say the use of technology to foster a sense of community and corporate culture is a core goal, vs. 72% in other industries.
  • 52% of financial services CHROs are less likely to agree that a platform that streamlines cross-functional collaboration would drive productivity and improve the employee experience, vs. 70% in other industries.
  • Only 28% of financial services CHROs say they have built a workforce to meet future business objectives, compared with 42% in other industries.

Crelate’s Opportunity Management Tool Is Coming

Recruiters Are Searching for an All-in-One Solution

Have you ever dreamed of being able to manage ongoing candidate searches alongside your clients and sales pipeline? Ever wish your sales and recruiting efforts were always on the same page? That’s the value of a unified Recruiting Opportunity Management and Applicant Tracking Solution and this is what Crelate Talent has been building for the past several months.

Recruiting is very difficult and can be quite stormy. It’s ideal if you can gain access to a technology solution that helps calms the waters and helps you be more productive. Technology shouldn’t get in the way of you doing what you do best: connect with others and build relationships.

Recruiting can be Difficult – Technology should help Calm the Waters

Crelate Talent has been building an applicant tracking/talent management system since 2012. During this time as we have developed software solution for recruiters and talked to hundreds and hundreds of ATS users. One request we’ve heard over and over is: Can we get an applicant tracking system (ATS) and a customer relationship management (CRM) solution in one system? The hassle of working with multiple systems can be time consuming, require doing tasks twice, and pose the risk that the systems won’t play nice with each other. There is a better way.

One of our key principles is that recruiters should “Spend Time Recruiting Not Entering Data”. Therefore, having an all-in-one solution for ATS + CRM has always been on our road map. Further, we were founded on the notion that recruiting is about ‘Creating Relationships’. We see recruiting as the process of aligning the right talent to the right opportunity at the right time. Recruiters are constantly meeting new candidates and meeting potential clients and, therefore, need a way to track these vital connections.

Technology can edify this process and lead to helping good recruiters be great. Just like you need to connect with candidates recruiters also need to build long-term relationships with customers and clients. And wouldn’t it be awesome to have both of these processes in one system? We are excited to bring our Recruiting CRM/Opportunity Management solution to your business.

Crelate’s Opportunity Management Solution

ABC :: Alway Be Closing

Crelate is excited to announce that coming in the fall our recruiting solution will be updated to include a full-featured Opportunity Management system that will live along-side our ATS system. CRM solutions are talked about often in recruiting. The reason we’ve chosen to name ours “Opportunity Management” is we see it as a way to manage your sales pipelines and potential clients in a similar way to how you manage your candidate pipelines.

In a similar way to managing a candidate pipeline you can also view the sales process as “managing the sales pipeline.”

Our opportunity management system allows recruiting agencies ways to better engage customers, mange their sales process, and forecast potential revenue. Pairing this functionality with a fast, modern ATS is a powerful combination.

What’s more, we’ve built our Recruiting CRM solution to function in a similar way to our ATS–meaning keeping the same ‘drag and drop’ style that is user-friendly and is easy for your team members to learn.

Value of an Opportunity Management Solution for Recruiting

There are many ways that an effective opportunity management system can help your business. Here are 3 to start with:

  • Better Engage Clients – We live in a fast-paced world where we are constantly making connections and meeting new people. As recruiters meet potential clients they must be able to capture the important information and get those folks in their database. Once they are in the system, and the relationship continues to blossom, it’s critical that recruiters be able to quickly recall personal information.
  • Manage the Sales Process – Every agency has their unique sales process workflows and so it’s critical to have a CRM that fits exactly what you do. Your opportunity management solution should be fully customizable and work how you do.
  • Forecast Potential Revenue – Every business clamors for more data and information on how their business is doing and where it’s going in the future. If you can have a system that can provide you with a quick snapshot of the business in real-time that is a difference-maker. This also allows you to see where you need to focus your efforts and the potential value (ROI) of opportunities in your funnel.

If having an integrated ATS + Opportunity Management sounds intriguing contact our Customer Success Team today for more information on our Opportunity Management Solution.

Drag and Drop Feature for your Sales Pipeline

Source: Crelate’s Opportunity Management Tool is Coming – Crelate

Why you should attend the Employee Engagement conference! | The HR Tech Weekly®

Why you should attend the Employee Engagement conference!

Marcus Evans: Employee Engagement | The HR Tech Weekly®

In a world where competitiveness is multiplying, the human factor is now the main differentiating factor. The performance of employees cannot be separated from the company’s.

Otherwise, different factors could turn employees into sources of loss if they are not as involved and especially engaged in their work.

According to the Steel Case and Ipsos study on employee engagement:

“Of the 17 countries studied and the 12,480 participants, 1/3 of the employees are disengaged.”

Germany, UK, the Netherlands, Spain, Belgium and France scored below the world average in terms of the rate of employees being engaged and satisfied with their working environment. Employee disengagement is not limited to a particular industry but affects all businesses. Some companies place more emphasis on employee engagement because they successfully established the link between commitment and performance. This is why they have put in place mechanisms to measure the degree of commitment of employees and try to establish programs enabling the optimization of well-being at work, through various actions targeting motivation, the quality of the working environment, managerial leadership and others, in order to build a culture of sustainable engagement.

There are no sectors that are eradicated or less affected by this scourge. As long as companies work in an environment that is changing constantly, there will always be sources and factors optimizing disengagement. As a result, it will always be necessary to increase the level of vigilance in order to limit the risks of disengagement.

Companies are interested in knowing more about:

  • How to improve the employer branding and communicate about the company’s values to the employees
  • How can we put the company’s culture at the service of employee engagement?
  • The role of leadership in managing employee engagement
  • How to create a sense of belonging among the employees?
  • How to use predictive analytics to improve employee engagement?
  • How to maintain employee engagement after a M&A or a strategic transformation?

Consequently, executives involved in HR, Talent Management, Engagement and Retention, Internal Communication and so on should definitely not miss out on this opportunity to attend the marcus evans‘ Employee Engagement conference taking place on the 27th-29th of September in Amsterdam, Netherlands.

Conferences

5th Compensation & Benefits Summit 2017, Kuala Lumpur Malaysia — Press Release

Equip Global - 5th Compensation and Benefits Summit 2017, Kuala Lumpur Malaysia

Kuala Lumpur, July 20, 2017 — Establishing effective compensation and benefits packages in a competitive environment remains as a challenge for most of the organizations today. With the impact of economy crisis, globalization, increasing governmental regulations, rapid technological advances, it is the nightmare for all HR personnel to design and administer effective and cost-efficient compensation and benefit plans. HR, C&B, Rewards Professionals across organizations are struggling to come out with a remuneration package with flexible benefits that suit all employees and at the same time align with business goals. If this is not handled well, the organization will lose its market competitiveness and face talent attrition.

With thorough understanding of what all HR personnel are facing and looking at moving forward, the 5th Compensation & Benefits Summit 2017 have come out with this one-of-its kind summit to address the MOST DIFFICULT & COMPLICATED issues in managing employee compensation and benefits packages. Our expert speakers will share successful case studies on designing and implementing compensation & benefits plans and processes that allow you to manage costs, improve performance, attract, motivate and retain employees.

You should attend if you are Heads / Vice Presidents / Directors / Assistant Vice Presidents / Managers dealing with:

  • Compensation & Benefits
  • Human Resources
  • Performance & Rewards
  • Finance & Administration
  • Organizational Development
  • Talent Management/Development

4 Exclusive Workshops ALSO available in the 4-Day Summit programme.

Event Name: Compensation & Benefits Summit

Event Date: 13 – 16 November 2017

Event Location: Kuala Lumpur, Malaysia

Contact Email: enquiry@equip-global.com

Event Website: http://www.equip-global.com/compensation-and-benefits-summit

About Equip Global:

Equip Global

Equip Global is the trusted global provider of business intelligence through conferences and trainings to the world’s leading businesses, governments and institutions.

Our scale, scope, knowledge and reach allow us to put together conferences and trainings which address our clients’ problems that no one else can. Using our deep functional and industry expertise, strong connections across industries as well as breadth of geographical reach, our conferences and trainings constantly help our clients transform into sharper, smarter and more efficient enterprises.

Each time we develop a conference or training for our clients, we put ourselves in their shoes with their objectives in mind and invest significant amount of time and effort researching, unlocking and understanding their real challenges.

We strive to provide only tailored solutions that help our clients achieve true results with minimal effort. We do not believe in conferences and trainings that provide standard industry answers or theoretical knowledge. Inviting only leading practitioners and domain experts who can offer information that help solve our clients’ challenges , our conferences and trainings focus on providing only solutions that have met the concrete test of application and have proven to improve an organization’s productivity and performance. We know that custom solutions yield the greatest competitive advantage and value for our clients and always ensure that we are only providing our clients with information and connections that matter.

In a nutshell, Equip global conferences and trainings drive tangible bottom-line results whilst equipping our clients with the business connections that help you achieve long term success. We provide only what our clients need and want.


** EXCLUSIVE DISCOUNTS are available for Subscribers of The HR Tech Weekly. Email to enquiry@equip-global.com to find out more!

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Employee Engagement and Experience Driven by “Culture First”

This is no more a secret that engaged employees are more likely to perform better and improve organizational success. And as the companies move more towards agile organizational models, there will be more increase in the employee engagement rates.

Employee Engagement refers to an employee’s job satisfaction, loyalty, and inclination to spend discretionary effort toward organizational goals. Companies measure engagement through an annual employee survey or by a continuous feedback culture.

The important characteristic to remember when thinking about employee engagement is that, it is a real-time assessment of how employees are feeling about their organization and their work.

Culture First

But this is not the only important one. We need to care about culture as well, for understanding what is happening within our organization. And engagement is a critical output of a strong culture.

For organizational culture, the definition centers on the concepts of values and assumptions which contribute to the development of norms, behaviors, and other cultural activities. Because employee engagement and organization’ culture both involve an individual’s relationship with their workplace, it is necessary to bring them always together.

But why the organizational culture is important here?

Check out the below INFOGRAPHICS on Organization Culture from Multigence. They are providing an efficient and scalable technology based solution that measures, evaluates and matches your organization culture with individual profiles of employees and candidates.

Organisation Culture in Infographics from Multigence

According to Multigence, organization must focus on fitting individuals into the corporate culture. Culture isn’t for your employees. It starts the moment a candidate first comes across your brand. And this immediate activate the drivers for your organization growth and success like below.

  • Right hiring and promotion
  • Proper alignments of skills, including the soft skills
  • Taking the right talent decisions
  • Fitting to the corporate branding

The culture of the organization is shaped by each single individual. Successful talent decisions will be driven by cultural fit.

And in the long term benefits, it also

  • Reduce in recruitment cost and higher success rate of recruiting with right hiring match
  • Increase in retention, employee satisfaction, performance indicators and productivity
  • Build and choose better leaders and find the right successors

According to Bersin by Deloitte, organizational culture, engagement, and employee brand proposition remain top priorities in 2017; employee experience ranks as a major trend again in 2017. “Employee engagement has become the top issue on the minds of business leaders, directing us to an entirely new model of management”. And companies need a new approach—one that builds on the foundation of culture and engagement to focus on the employee experience holistically, considering all the contributors to worker satisfaction, engagement, wellness, and alignment.

And according to them, the below figure shows the factors that contribute to positive employee experience. So it pretty clear that today organizations must focus on the employee engagement to have the right employee experience on the foundation of culture.

Simply Irresistible Organization Model

Back in 2015, Graham Massay, the Business Head of The House, came up with an interesting article Culture First Engagement Second. Where he mentioned the risk is that engagement becomes a once-a-year, box-ticking exercise, designed to prove that everything’s OK rather than actually making sure that everything’s OK. By contrast, a strong values-led culture keeps your organization healthy and your employees inspired.

Focusing on culture rather than employee engagement doesn’t mean giving up on measurement. Culture is an outcome. And the business cannot afford to focus solely on engagement at the expense of culture.

So the next question comes to our mind.

Why organizations should focus on employee engagement based on culture first approach?

Multigence has tried to bring the benefits of employee engagement driven by culture or based on a foundation of culture, with the below INFOGRAPHICS.

Employee Engagement Driven by Culture in the Infographics from Multigence

Now if the organization is looking to apply for these benefits, they must focus on employee experience and the world of digitalization. There are many digital tools available in the market which delivers great employee experience. These tools can be categorized as:

  • Productivity and Collaboration tools
  • Engagement and Feedback tools
  • Performance Management tools
  • Well-Being tools
  • Culture Fit tools
  • Employee Services tools

If one can commit to managing these aspects of your employee experience along with employee engagement and culture, then they can be surely a few steps ahead of their peers. The important thing is to consistently care about the employee experience and culture. The role of technology makes a great impact here and one should plan accordingly.

In beginning of this year there is also came up an article Culture First. Digitalization Second. (In German), by the writer Daniel Fuerg, an entrepreneur and according to him.

“It is about a cultural change in our society, triggered by the possibilities of digital technologies and innovations. But the change is not digitalization. The change is what the new possibilities with us humans make. It is a cultural change, which was triggered by technological changes. Companies must thus respond to cultural change and at the same time equip themselves with technology.”

So it’s clear that before we should plan and start considering about engagement, experiences, we must also consider culture the individual culture and off course the organization culture.

So it’s make sense to focus on “Culture First” approach over company first or even county first.

About the Author:

Soumyasanto Sen

Soumyasanto Sen — Professional Advisor, Consultant, Investor in HR Technologies having 12+ years of experiences focusing on Strategies, People Analytics, Cloud, UX, Security, Processes, Integration and Entrepreneurship in Workforce Transformation.

Blogger, Speaker and Evangelist in HR Technologies. Founder of HRTech Conscience.


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