Tag: Human resources
Getting the most from your workforce has never been easy. Doing it in a way which gets workers to buy in to corporate values and objectives is at the core of the challenge.
Understanding and promoting your employer brand in ways which attract, engage and inspire employees to do more will set you apart from competitors. Identifying new challenges, benchmarking your branding efforts and creating an inspiring workplace will help your company gain that competitive edge.
The urgency of this challenge is not just about creating a culture of excellence and the associated ROI. Its more fundamental than that.
Rise of Generation Y and the Need For Better Engagement
The immediate need for an attractive employer brand which encourages loyalty is created by the new priorities and work cycles of Millennials.
Recent data from the Bureau of Labor Statistics suggests that the average worker stays at each job for 4.4 years, but the expected tenure of the workforce’s youngest employees is a little over half of that.
Generation Y’s preference for shorter tenure presents a big challenge to employers looking to retain and develop their top talent. For companies, losing an employee after a year or two means investing time and resources on training & development, only to see the employee go to a competitor before that investment of product and industry understanding really starts to pays off.
If workers can make a personal connection to their organisational culture and its identity, they will consider it as attractive or unique. This type of emotional connection will not only promote a strong sense of membership but it also brings a sense of loyalty to an employer that they won’t want to leave.
Creating Two Way Conversations
Cascading values and goals, investing in professional development and creating two way conversations will inspire workers to feel valued and promote a desire to repay investment you’ve placed in them.
Increased loyalty will, in turn, create a culture where employees are more likely to go that extra mile because they buy in to corporate objectives.
How Does Your Employer Brand Measure Up?
So how do you create the metrics to ensure your on the right path to engage with your employees and maximize productivity?
A good exercise to help you stay competitive and on track is to answer the below handy checklist. By going through these considerations, you’ll get an idea of how your employer branding initiatives measure up against best practice organizations.
Answer yes or no to each of the following questions and then total your score out of 20.
- We have created an employer brand strategy
- We have developed a social media strategy
- We have conducted research to determine the perception current employees have about our company
- We have done research to understand the perceptions prospective employees might about our company
- We monitor what is being said online about our brand
- We have identified the leadership competencies we aspire employees at all levels to have
- We have created a database of talented employees who we’d like to hire when the time is right
- We have got a careers section on our corporate website
- We have at least two of the following working closely on our employer brand strategy – HR/Marketing/Communications/IT
- Alignment to brand values is part of our performance management system
- We have an active coaching and mentoring program in place to transfer knowledge and build internal capabilities
- We have defined our employer brand metrics
- Managers have access to a leadership development program
- We have defined our employer value propositions (EVPs)
- We have reviewed our EVP’s in light of the Global Financial Crisis
- We have an employee referral program which we promote to staff and stakeholders
- We conduct an employee engagement, satisfaction and/or climate survey at least once per year
- We participate in an external annual best employers and/or employer of choice survey
- We use an online system to automate our recruitment process and rank candidates against weighted criteria
- Each employee has a documented career development plan that is reviewed at least annually
So How Did You Rate?
0-5 = Very early stages
6-12 = A good start
13-17 = Some tweaks are needed
18-20 We are Employer Branding experts!
Better Branding and Bigger Results
Creating or developing an employer brand which considers the needs of a changing workforce, lowers staff turnover and inspires better performance is no easy task.
The benefits, however, can be huge. Developing strong company goals and showing your staff that you want to go the extra mile to help their professional development will pay dividends in the years ahead! That’s because understanding changing cultures, the role of communications and being able to benchmark initiatives will help your employer brand attract, retain and grow top talent and the leaders of tomorrow.
About the Author: Jilaine Parkes is a knowledgeable and passionate HR / Organization Development Professional with nearly 25 years combined experience in large, dynamic organizations and independent HR / OD Consulting. While holding senior HR management positions in Bombardier, Kraft Foods, Canadian Tire, Lavalife and Cineplex Entertainment, including a one year stint in Prague, Czech Republic, Jilaine has designed and driven initiatives in Business Planning, Leadership Development, Employee Development, Succession Planning, Performance Management, Learning & Growth Strategy and Team Chartering.
In addition to having worked as part-time faculty at Fanshawe College in London, Ontario she has also worked within the Fanshawe organization in the areas of Leadership and Performance Development. In early 2009, Jilaine partnered with Bruce Croxon (Co-Founder of Lavalife and a star of CBC’s Dragon’s Den) and launched an online Performance Management software company featuring the automated Performance Management module known as Sprigg. In addition to driving Sprigg’s expansion across the US, Canada and UK, Jilaine is an accomplished public speaker and facilitator with a humorous, very direct and down to earth style.
It’s been about a month since the 2014 SHRM Annual Conference in Orlando. By now, those of us who attended have settled back into the realities of our jobs and day to day life. We’ve probably filed away our notes and stashed our swag, but have we thought about what we actually learned? Have we spent any time at all considering how we can take some of the ideas we gathered and put them into practice?
One of the concepts that particularly rang true with me was the notion that Human Resources professionals need to start thinking more like marketers, an idea offered by David Novak, CEO of Yum! Brands. Maybe I’m partial to this idea because my college degree was in Marketing, and though I’ve been practicing HR for over 16 years that marketing mindset has remained with me. Or maybe I just believe the idea is not only genius, but necessary in this age of social media and transparency. Either way, the concept really resonated with me.
I think that whether we realize it or not, Human Resources professionals have always been (or at least should be) more similar to marketing professionals than not. Marketing professionals promote the business brand to the outside world; HR professionals must be the keeper of the employment brand and the story of what it means to be an employee of our companies to both the outside world (potential candidates) and inside world (current employees). However, that line is even more blurred now, thanks to the ubiquitous nature of social media which allows nearly every employment related decision we make to be broadcast or challenged, and every claim we make about the reality of working at our organizations to be either be validated or debunked publicly. Everything we do within our organizations, decisions that we used to generally be able to keep tightly under wraps, can now be put on display for the world to see. Take the recent employee termination at Cracker Barrel, a story that caused quite a bit of an uproar on social media, and one of just many examples in recent years. Perhaps we’ll never be able to prevent these types of stories from leaking, and every good HR professional knows there are always two sides to a story with the truth usually somewhere in the middle. But good HR professionals should also realize that perception becomes reality, and with that we now also have the opportunity to be more proactive with our efforts, to assume the mindset of a marketer and shape the employment story that’s on display to the world.
Branding the Employment Story
Just as our marketing departments promote our business’s brand to the outside world, HR should be promoting our employment story to the outside world. And ideally, that story should align with the business brand so a cohesive, united message is being disseminated. Here’s the value proposition that our brand offers our customers, and guess what? There’s a similar proposition as an employee. A company’s social properties, both general company platforms and employment related platforms, are perfect places to shout out what it means to be a part of our companies. Facebook pages, LinkedIn pages and groups, Glassdoor pages…good HR departments should be leveraging all of these to tell our stories. But it doesn’t stop there; if we are truly thinking like marketers, we’ll realize that our messages need to be part of an integrated strategy with our story being told in any communication we have with our potential candidate public, and that includes our career pages, every job posting, and even our message in any interview we conduct. We need to be promoting our employment story at every possible opportunity.
Ensuring a Cultural Match
A good HR department will also realize that promoting a great employment story is useless if our reality doesn’t match what our story asserts. There may be some debate as to whether or not HR really has control over the culture of a company, and though we may not be able to entirely create it, we can certainly guide it. We can do this through hiring for cultural fit; by advising and guiding our managers to make decisions in the spirit of our culture; and by helping our managers see that the culture they create within their individual departments ultimately plays into the overall culture of the company. It is generally accepted wisdom that people don’t leave companies, they leave managers; stories of bad employment experiences, typically attributed to bad managers, can permeate our employment brand through Facebook posts or Glassdoor reviews, making good old fashioned word of mouth sharing multiply exponentially. Human Resources departments alone may not be able to create a culture, but we can certainly be keepers of that culture; a collective conscience of the organization.
Engaging Our Employees in the Story
Ultimately HR alone can’t tell our employment story, at least not as effectively as it can be told. We can’t neglect the value of using our employees as brand ambassadors, or conduits for sharing our employment story. Those social properties mentioned before? It’s one thing for an official company or HR message to be shared, but how powerful when that message comes directly from your employees? What’s more believable – a slick, programmed message from a corporate department, or real-life stories and experiences shared by the very people living and working within that company culture every day? It again comes back to that concept of word of mouth marketing or personal endorsements, whether they be stories on your careers page, blog posts written by employees, YouTube videos featuring employees on the job, or positive Glassdoor reviews.
We’ll likely never eliminate all of the negatives, and we’ll probably never make every employee happy, but by thinking like marketers we can ensure that we’re leveraging and promoting all of the positive stories waiting to be told and buzz waiting to be shared about our organizations.
About the Author: Jennifer Payne, SPHR has over 16 years of HR experience in employee relations, talent acquisition, and learning & development, and currently works in talent management in the retail grocery industry. She is one of the co-founders of Women of HR, and is currently the Editor of the site. You can connect with her on Twitter as @JennyJensHR and on LinkedIn.
Editor’s Note: Though many of our readers and writers tend to be US or UK based, the goal of Women of HR is to support all women in business, regardless of location. Today we are expanding our reach as our guest author takes a look at the challenges of women in business in Asia.
The business world in Asia needs to take a hard look at why many companies are still hesitant to hire women in leadership positions. Gender diversity in successful organizations has reached a point where women need to be brought into leadership roles. According to UN Women, the Asia-Pacific economy loses USD 89 billion every year by not cultivating the female workforce. This is only one of many reasons why women should be hired into the workforce as leaders.
Perceived Challenges for Hiring Women in Asia
There are a number of basic challenges that can influence Asian employers into thinking that hiring women complicates team synergies. The bottom line is these are just perceptions. Some of the difficulties that employers think they’ll face when hiring women include:
- Prioritizing family commitments
- Un-equal dedication of work hours as compared to male peers
- What-If Scenarios: What if they get married, what if they get pregnant, what if they move away?
- Effort required to become a female friendly workplace
However, don’t you think some of the same scenarios exist for men too? It may not seem like it but family is usually the number one priority for everyone. Challenges need to be worked out for both men and women and it’s unfair to think that just women will let you down.
Benefits of Women in Leadership Roles
More or less we understand the perceived challenges that employers may fear, including the ones listed above. However, the benefits of women in leadership roles and the specific talent they bring to an organization greatly outweighs the concerns.
- Experienced Multitaskers: Rather than taking a women’s requirement to juggle work and family as setback, one should consider that this actually makes them better project managers and team leaders. So much so that BBC covered the topic, scientifically proving that women are better multitaskers. Leaders should ask themselves, if the majority of their male leadership teams were replaced by women, would they actually achieve more?
- Extreme Dedication: Most Asian women know that getting a break in the professional world could come once maybe twice in their working careers. When they get it, their dedication is incomparable. They’re open to working from home, coming in on weekends and bringing their children to work. A report published by TalentCorp Malaysia and Acca revealed that the top 3 reasons why women leave work in Malaysia is:
- To raise a family
- Lack of work life balance
- To care for a family member.
As long as they’re given the opportunity to focus on both family and work they won’t let either one down.
- Different Leadership Styles: Teams in the workplace now want collaborative leadership styles rather than commanding ones. Certain character traits which are more dominant in women such as building relationships, listening and collaboration can create an environment which cultivates both team and company success. According to a survey conducted by HBR, 62% of respondents leaned towards hiring a male CEO unless the company was doing poorly in which case 69% wanted to hire a female leader. People understand that women make different leaders than men in a good way, they just don’t implement it regularly.
In an ideal world, women and men would be considered equal professionals – traits and perceived challenges would not be based on gender. However, anyone who has spent time working in Asia knows that we’re far away from this goal for gender diversity. How have you changed your workplace to be more female friendly, especially in leadership positions?
About the Author: Paul Keijzer is the CEO and Managing Partner of Engage Consulting in Malaysia, Pakistan and UAE. His primary focus is on transforming top teams and managing talent across Asia’s emerging and frontier markets. Download Paul’s Social Media Toolkit to Advance your Career
The theme of the 2014 SHRM Annual Conference, and one that manifested in a number of ways throughout the course of the four days. The keynote speakers touched on it. Many of the concurrent and Smart Stage sessions reinforced it. But the question is, did the HR professionals that attended walk away ready to assume a transformational mindset?
I found it encouraging that by design the programming of SHRM Annual seemed to promote the idea of transformation. Of course the keynote speakers supported the idea, as you would expect they would; any good keynote will bring the theme of the conference into their message in some way. Robin Roberts encouraged us to be grateful for what we have, but never stop striving for the next thing, for something bigger, and encouraged us to put ourselves in position for great things to happen. Tom Friedman focused on our hyper-connected world, and how that changes not only how we work as HR professionals, but how that fundamentally changes our workplaces, the expectations of our employees, and the necessary skill sets for success going forward. And David Novak talked about the need for HR professionals to start thinking and acting like marketers, that we are the keepers of the message of what it means to work for our companies, perhaps a mindset shift for many.
But beyond the messages of the keynotes, I also found it encouraging that many of the concurrent sessions focused on topics intended to facilitate a transformational mindset. Sessions like Jason Lauritsen’s “HR as Social Architect” where he discussed the idea of building and harnessing not just the human capital of our workplaces, but also the social capital of our workforces in an effort to leverage the power of the collective. Jessica Miller-Merrell discussed how we can use social media as a low or no cost way to engage and communicate with our employees. And Trish McFarlane and Steve Boese demystified the process of working with HR technology vendors to effectively select and implement the right solutions to make our jobs more efficient. All of these sessions had good sized audiences, which validates that HR pros have an appetite to learn not just about how to deal with the tactical issues that we face day to day, but also about these more transformative topics.
One of the biggest changes to SHRM Annual programming this year was the addition of The Connection Zone, and specifically the Smart Stage. Now I may be a little biased since I was a speaker on the Smart Stage myself, but the concept itself was intriguing, and yes, a bit transformational for SHRM Annual….fifteen to eighteen minute presentations on a variety of actionable topics, programmed together in groups of three so that attendees could get a sampling of a variety of information within a one-hour timeframe, complete with Q&A with the speakers afterwards. And many of the topics presented were focused on technology, discussions of current trends, or predictions for future trends. I found myself migrating back to the Smart Stage numerous times throughout the course of the conference for the opportunity to soak in some ideas quickly and efficiently. Perhaps this was the beginning of a shift in the way we present information in conference settings?
Though there’s still a lot of work to do to get us ready to handle the changes in our workplaces that are coming (and in some cases already here) as a result of advances in technology and the hyper-connected and transparent world in which we now live, I walked away from the conference excited about the shifts that I saw, and excited to help promote that transformational mindset shift among my colleagues and peers. As a profession, I think we are beginning to take the right steps. The question remains, how many of us as a collective body of professionals are ready to join in and make that shift? Will you join in the shift?
We’re down here in sunny Orlando, Florida where the 2014 SHRM Annual Conference has been underway for the past day and a half. This year’s theme is “Transform,” and it’s a theme that has reappeared and been reinforced numerous times already.
Preceding Robin Roberts’ opening keynote, SHRM CEO Hank Jackson took the stage with a call to action to attendees to champion the new and different. With the technology solutions available to us as HR practitioners, we should be able to automate the administration of HR and free up time to think and act more strategically. He also cautioned that out of everything in our HR toolkits, technical knowledge is just the start. It’s what we can do with that knowledge going forward that will make the difference to our companies, and our careers.
Robin Roberts inspired us with her tales of optimism and grit in the face of adversity. She shared with us her belief that optimism is a muscle that gets stronger with use. But she also encouraged us to put ourselves in a position for good things to happen, be willing to make necessary sacrifices to allow the good things to happen, and to dream big but focus small – the day to day details DO matter. But what really resonated with me was the idea that it’s okay to be grateful and thankful for what you do have and where you are, but not necessarily content, and that we should ask ourselves the question, “Am I ready for something bigger?” I believe that question should apply to each of us personally as well as us as a collective profession.
Tom Friedman talked about the marriage of globalization and the IT revolution as the most important event in the 21st century, and how that impacts companies and workforces alike. We gone from a connected to a hyper-connected world in just 7 short years, and advances in technology will continue to change the way work is done and the skills needed to get work done. He reiterated the idea that it’s not what you know or where you learned it that will matter going forward, but rather what you can do with that knowledge that will determine your success. It will no longer be enough to say “I’m non-routine;” we will need to find our “extra” – our unique contribution that justifies our value. As HR professionals, are we ready to guide our companies and employees (not to mention ourselves) through these changes?
As I listened to the numerous variations of this theme over the past couple of day, I have to wonder to myself…..are we, as a profession and as a collective body of HR professionals ready to transform? I know I am. Will you join me?
Stay tuned for more updates from SHRM14 later this week.
It’s hard to believe, but the 2014 SHRM Annual Conference is only about a week and a half away. This year’s location is right in the heart of tourist mecca Orlando, Florida, at the Orange County Convention Center, and runs from June 22nd to the 25th. Once again, I’ll be heading down and reporting in as part of the SHRM Social Media and blogging team.
One would think that the location alone and general ease of travel from most points to the Orlando area could tend to draw quite a crowd, especially anyone with an affinity towards anything Mickey, Harry Potter, or anything else Disney or Universal Studios related. But beyond the obvious entertainment value draw, hopefully attendees of this annual gathering of all things Human Resources will walk away refreshed and recharged with at least a few new ideas and a few new connections in their network.
This year’s general session keynotes, as always, are big name speakers who are brought in to inspire and motivate us as attendees to look beyond the day to day functions of our jobs and consider larger business and global issues and trends, and how we can be making a bigger impact not only as HR professionals, but as business professionals. I’ll be highlighting key points from each of those speakers: Good Morning America’s Robin Roberts, NY Times columnist and author Tom Friedman, CEO of Yum! Brands David Novak, and Former First Lady Laura Bush.
I also plan to hit at least a few of the concurrent sessions. These are where much of the practical tips, tricks, and lessons learned are shared, often by fellow practitioners who are or have been right there in the trenches with attendees. I’ll be sharing some of the highlights of those sessions as well.
One of the new and exciting components of this year’s conference is The Connection Zone, an evolution of what had been known as The Hive in conferences of late. The Connection Zone is a place for attendees to come to well, as the name suggests, connect. Within The Connection Zone will be the Smart Stage where 15-18 minute TED-like talks will be given on a variety of topics. I’ll be joining in the fun and speaking on “So I’m a Time Starved HR Practitioner….Why Should I Care About Social Media?” at 10:20 on Monday morning. Stop by if the topic interests you, or even just to say hi (there will be able Q&A and networking time after the presentations).
And of course, we can’t forget about the networking and social opportunities, which abound at a conference such as this. One that’s not to be missed is the #SHRM14 Social Bash, happening Monday night at the Hard Rock Café at Universal CityWalk. Back by popular demand after last year’s success, DJ Jazzy Jeff (yes, THAT Jazzy Jeff) will be once again spinning tunes at what’s sure to be the highlight of the conference social scene. And what better way to get to know your new connections better than dancing and singing along to all of your favorite party tunes together?
So if you’re attending the conference, be sure to engage in all of the opportunities available to you. Tweet along with the #SHRM14 hashtag; last year we managed to trend on Twitter, let’s see if we can do it again! If you’re not able to attend, check back here throughout the conference as I’ll be posting updates on what’s happening, and what’s being talked about. And follow the hashtag on Twitter for instant, real-time updates too!
See you in Orlando!
About the Author: Jennifer Payne, SPHR has over 16 years of HR experience in employee relations, talent acquisition, and learning & development, and currently works in talent management in the retail grocery industry. She is one of the co-founders of Women of HR, and is currently the Editor of the site. You can connect with her on Twitter as @JennyJensHR and on LinkedIn.
According to research on what’s new in HR for 2014, “business success depends on line managers” (Mercer). Corporate executives agree. A paper published in 2006 by The Economist Intelligence Unit reports: “Thirty-five percent of executives in companies with revenues of over $1 billion spend 30 – 30% of their time on people management and another 35% spend 20% of their time on people management. In his autobiography, Jack!, former General Electric CEO, Jack Welch, wrote that he spent half of his time developing his people.
In my experience, here is a short list of strategies that I have used to develop line managers:
- Identify training needs
- Create targeted training workshops that are interactive, include real-life case studies and role plays, and last just an hour or two
- Conclude training workshops by asking participants what they learned
- Start subsequent workshops by asking participants how they applied their learning
- Facilitate weekly or bi-monthly peer coaching sessions
- Create job rotations, apprenticeships, internships and mentoring programs
- Provide 360 degree assessment and feedback
- Offer executive coaching
- Develop job aids such as checklists, tip sheets, wallet cards and flow charts
- Provide a library of podcasts, books, educational videos and online training
- Give leaders down time to think, plan and be creative
- Encourage leaders to do volunteer work
I’m curious. What strategies do you use to develop line managers that are the most effective?
About the author: Judy Lindenberger is the President of The Lindenberger Group, an award-winning human resources consulting firm, located near Princeton, NJ. They are experts in career coaching, customized training workshops, online training programs, mentoring, 360-degree assessment and feedback, HR audits, employee handbooks, and more. Learn more about them at www.lindenbergergroup.com.
Job seekers often underprepare for the interview. Understandably, it can be difficult to prepare answers for the millions of different questions they might be asked by an HR professional or potential boss. And that’s probably why the answers to my favorite interview question vary so greatly.
The Interview Question Candidates Get Wrong
My favorite interview question is this: If you had a blank canvas and could paint your ideal job, what would it be?
I guess it’s kind of quirky, and perhaps that’s why I get quirky answers. When I’ve been in a position to hire people and I’ve asked this question, the candidates never described the position they were interviewing for. It didn’t matter what position it was or how experienced the candidate was. They never described the job duties outlined in the job description for the position they were interviewing for.
Why It is OK to Get It Wrong
Our true selves don’t want to work where we are every day; very few people are doing what they’d be doing if they didn’t have obligations such as family and mortgage payments due each month. I understand that as the person in a position to hire you. Although it would seem that the “right” answer would be the position that the candidate is applying for, I see a lot of value in the other answers I have heard in response to the question, “If you had a blank canvas and could
paint your ideal job, what would it be?”
The responses I’ve gotten have detailed positions in other industries, the candidate’s interest in creating their own company, and even a desire to work at a restaurant on the beach in the Bahamas. These answers might surprise and disappoint a less experienced interviewer, but I know that these answers reveal more than they seem to. These answers, though they seem random, show how a candidate thinks, whether or not they’re innovative, and what their values are.
As an HR professional, I’m most interested in hiring authentic people, and when candidates give unfiltered answers to my questions, especially the blank canvas one, I get a good look at who they really are and that helps me figure out how well they’ll fit into the company I’m hiring for.
About the Author: Kimberly S. Reed, CDP, Corporatepreneur™, Managing Partner and CEO, Reed Development Group, LLC (RDG), has earned a reputation as one of the most dynamic speakers and trainers. Reed ignites audiences internationally on topics ranging from entrepreneurial leadership, leadership, professional and personal development, diversity & inclusion, personal resiliency and presentation skills. For nearly fifteen years Reed has helped executives and professionals develop a “Y.E.S.” (You, Empower, Self) mentality. After over a decade as a diversity and inclusion strategist for some of the largest companies in the world including PwC, Campbell Soup Company, Merrill Lynch and Deloitte, Reed had the ability to develop innovative solutions to identifying, attracting , retaining and developing top diverse talent. Reed has acquired key skills that have enabled her to position organizations and business units to increase recruitment, retention, deployment and the management of talent for Women and People of Color in record growth.
My smart phone took the plunge yesterday. Though it was just milliseconds before I fished it from the sink, it was long enough evidently for it to drown and it is now awaiting resurrection in a bag of rice. Oh, and I’m over age 50 – that might be significant later in my saga. Or not….
I quickly retrieved my phone, wiped it down, and took it apart, wiping off all the significant parts I could find. I then had to jump in a car aimed for a full day seminar. No rice in sight until later in the day. Much later….
And as we plunged into this training session at precisely 9:00am, I thought, as a ‘mature’ (oh how I hate categorizing myself with that term) professional, I won’t even miss my smart phone. After all, I have been in the professional world since before the fax machine. Before the internet. Before everyone – age 10 to 100 – carried a cell phone. Heck, I’m of the generation who received resumes and cover letters through the U.S. Mail. We sent hard copy memos, letters, and correspondence. I would be just fine, laser focusing in on the seminar message and interacting with 20 awesome coworkers.
10:00. First break. I reached for my purse to grab the phone, putting it back together in the hopes of that lively Android light would blink back. Nope. My colleagues around me kept up with work emails, personal texts, and some even took notes on their smart devices. Not me. Pen to paper, I was. Deep breath.
12:00. Lunch time. Reached back again. “ Stop it, I don’t need that infernal thing,” I said to myself. But what if there were an “emergency” at work? At home? And whatever would I do having to get through the multiple emails that were, undoubtedly, filling up my inbox? Deep breath, I can do it. i can go on without that electronic device. I think, as a small headache began to come on….
The afternoon was much the same, and I won’t continue to bore you with my internal thoughts and struggles. It is now the first FULL day without my smart phone. I am in withdrawal. Hello, my name is Dorothy and I am addicted to my smart phone. I’ve had to email colleagues, friends, and family and let them know that in order to get in touch with me – they would have to pick up the telephone, or send an email. How old-fashioned, right?
I actually got up out of my seat to go talk to colleagues and employees. How thought-provoking! Maybe this is my path this week – to remember that in my role as a Human Resources professional, I need to remember that I am dealing with HUMANS. I am HUMAN. Face-to-face is not always bad, nor does it have to be. It was not painful to get up and walk around the office and our buildings. Human interaction wasn’t bad. A few people looked up as I walked by and even said hello.
We all get wrapped up in this electronic world, and a smart phone is really convenient to keep up with work email, & stay in touch with family, friends, colleagues. It is easy to flip through Flipboard for news and Facebook for photos of those cute great nieces. Maybe though, just maybe, we could be better role models in the HR profession if we were out talking to people more. In person. When it’s not bad news.
Hmmm. Perhaps one of my future “stretch” assignments for my HR team will be for them to put down their phones, get up from behind their desks, and go talk to employees. Just because….I’m old.
About the Author: Dorothy Douglass is Vice President of Human Resources & Training at MutualBank, an Indiana-based financial institution. She began her career with Mutual in 2001 as Human Resources Manager, and is a graduate of Ball State University. She is proud to have been in Human Resources now for more than 17 years and is continuing to “lean in” and working to influence the “people management” side of her organization. She is passionate about managing and developing people; and I have yet to be bored in 13+ years in her current job. She considers herself fairly tech-UN-savvy, though has immersed herself in Facebook and LinkedIn. She’s still working on the Twitter-sphere & has goals to blog more in 2014.
Society has gotten to the point where it is more interesting to find that a person does not use some sort of social media platform, than one that uses a platform daily. This deeply personal display of information, however, often finds its way into a workplace environment, and not always in a positive way.
There are numerous ways that Human Resources departments can use social media. For example, businesses have successfully utilized the content for team building, training, communication, work delegation, research and blogging. However, there are 3 fundamental areas that social networking sites could positively affect.
- Communication: Clear communication between Human Resources and employees is critical for the health of a company. Through social media, it is much easier than ever before. Using these networks as a tool, Human Resources departments can easily communicate a message to everyone in the company, regardless of their location. A tweet or a status update can quickly convey a short message to hundreds in an instant.
- Employee feedback: Long ago, Human Resources departments relied on suggestion boxes or private meetings for employee suggestions and concerns. Now, using social networks or online forums, employees can voice their opinions and have open discussions.
- Recruiting: Human Resources departments know that today’s job seekers are online. Recruiting departments now use social media to market their company and talk directly to potential employees. Many Human Resources departments also use social media when conducting background checks on applicants, looking for additional information not provided in a traditional resume.
But what exactly can each social platform do for Human Resources? Let’s look at the 3 main networks.
The social media giant has literally millions of users from all over the world, making it a handy tool for Human Resources personnel. Since Facebook is so popular, the chances of an applicant having an active profile are high. It is a great place to start additional research on a potential hire.
The professional social network, LinkedIn is perfect for recruiters looking for qualified applicants. With an active job board, it is also a good place to post a job ad that will be seen by the right people.
Twitter has an excellent search feature which allows Human Resources departments to look for potential employees by searching relevant hashtags and keywords. Like Facebook, Twitter is also a good screening tool for looking up applicants.
The way Human Resources departments run themselves have evolved as the use of social media has become crucial. And they continue to evolve. Here are a couple of issues that Human Resources need to keep an eye on and be ready for.
Employees using their own devices
Before the widespread popularity of smart phones, companies used to provide handheld devices for their employees. Today, Human Resources departments need to understand that they can’t control the communication channels of their employees, and prepare accordingly.
Since social media changes so frequently, some states are making efforts to regulate what employers can and cannot access on applicant’s social media profiles. Currently, 6 states have passed laws that prohibit employers from obtaining information on applicants via social media. While these laws haven’t hit the majority of states, it’s definitely something that could happen and businesses should watch the legal and regulatory developments.
Social media has become increasingly accepted in the business world. Once mainly used for marketing and advertising, social media networks now serve a purpose for Human Resources departments as well. It can be used to make companies run more efficiently, as a hiring and job search tool. Smart HR departments are now using social media to their advantage and keeping an eye on the constant changes that could help or hinder their efforts.
About the Author: Today’s guest contributor for WomenOfHr.com is Mark W. Kirkpatrick, an enthusiastic writer and infographic designer who focuses primarily on public relations, tech and the business globalization. You can also find more of his writing at 1800-Number.com, which covers all things related to business communications.