Daily Top 5 Global HR News – 8 December 2017
We bring together from ICube Research and published news, a summary of 5 items that are contemporary. The news is curated from more than 50 HR related websites across more than 15 countries including Singapore, USA, UK, Canada, Australia, India, Malaysia and Kenya, among others.
The Daily Digest covers the Global view of latest people practices and technology developments amongst other areas.
1. Managers and employees aren’t on the same page about their relationships, study says
- Managers and employees don’t always see their relationship the same way, according to Ultimate Software, provider of human capital management solutions. The firm released results of a survey it conducted with the Center for Generational Kinetics showing complicated differences between the views of managers and their employees. The findings are based on the responses of 2,000 U.S. workers.
- According to Ultimate Software , manager relationships are key to job satisfaction and retention among employees, who, in today’s modern world, think transparency, approachability and honesty are the most important characteristics of effective managers.
- The survey also found that 93% of respondents said that trust in their direct boss is vital to job satisfaction. More than half said they can’t perform their best if they aren’t satisfied at work, and another half said they would turn down a 10% wage increase to remain with a great manager.
Studies often show a disconnect between managers and employees, and yet the relationship between the two is vital to job satisfaction and retention — two high priorities for HR.
Employers that want to improve employees’ performance can start by developing better managers. A Human Capital Institute study shows that managers are often sent out into the workplace ill-equipped to oversee others, and that few have the know-how or tools needed to lead successfully. What’s more, less than half of HR managers in the study said that employers are investing enough in management development. As the human capital specialist, HR can lead the change in setting managers and workers on converging paths and seeing that managers get the training they need.
A first step for HR is tackling communication breakdowns and a lack of transparency. HR can promote open, honest and more frequent information-sharing between managers and their direct reports to develop trust. Employees express their preference for regular feedback on their performance in study after study. They’re also interested in receiving updates on their organization’s financial performance and tend to be open to communication from organizational leaders when they first trust their own managers.
Technology makes more frequent and open communication possible by connecting managers and employees in ways they might find the most convenient and engaging, either by text, email, webcam or teleconferencing. But employers shouldn’t rule out face-to-face meetings either. And as part of the move toward more frequent and open communication, HR can maintain its own open-door policy to encourage employees to discuss workplace issues, make suggestions and report misconduct.
2. Coker: In some instances, publishing all salaries paid by a business motivates employees
Q. I’ve heard that some businesses publish the salary of each employee. Is that a good policy?
A. As in many business issues, it depends on the situation. In the right situation, it can movitvate employees, but in the wrong situation, it can have the opposite effect.
First, no business should prohibit employees from freely sharing their salary information if they wish. Most workers consider that personal information that they can choose to share, if they wish, and will resent being told they can’t.
Second, businesses should disclose the processes and formulas used to set salaries. That tells the employee what they need to do to earn higher salaries, which motivates them to work well. There’s no downside or risk incurred by doing so.
Third, salary transparency works well when salaries are based on rank and tenure, not on performance. Usually performance is considered in promotions to higher rank. Good examples of organizations or businesses using this practice are the military and the Federal Civil Service.
Fourth, salary transparency works well when each worker can see the performance of other workers based on an objective performance measurement. An example would be a sales force in which each worker is paid based on their annual sales record. Another example might be a small startup business at which each worker can observe the contributions of other workers to the business’ success.
Other than the above exceptions, it’s very difficult to publish salaries without causing resentment and having a negative effect on many workers. The difficulty is it’s not feasible to measure performance objectively and other workers can’t observe their co-worker’s performance. For example, in a large worker group in which performance depends on collaboration and teamwork, it’s impossible to select one worker’s performance over others. In my career experiences, that’s the typical situation. That’s also a problem in giving recognition. One plant I managed selected an employee of the month and of the year. It was impossible to objectively select one employee over the others in the team.
When workers believe others are being paid more unfairly, their productivity suffers and they are more likely to leave. Studies show that workers greatly overrate their performance and underrate others. For example, a survey of two Silicon Valley companies showed 40 percent rated themselves within the top 5 percent of workers and 92 percent rated themselves within the top 25 percent. In one plant I managed, we asked employees to rate themselves. I found most were objective and accurate in their self-ratings. A few overrated themselves. However, that was a mixed industrial plant not competitive Silicon Valley engineers.
Ralph Coker, a retired refinery manager, volunteers with the local chapter of SCORE, counselors to small businesses.
3. Top talent: How to attract it and retain it
Finding and retaining talent can be challenging for any business, but it’s especially difficult in dentistry. Unemployment rates are historically low and candidates have more employment choices than ever. Even if your practice is fully staffed, it’s not uncommon for the best employees to be enticed to leave by competitors. In my work with TDSC member-clients, I strongly recommend building a talent pipeline to help win the quest for talent.
To attract top candidates, position yourself competitively in regard to total compensation within your market. At a minimum, you want to meet the industry standard and offer a rate that is comparable to other employers. If you lead the market, you may attract more qualified candidates and gain an advantage in hiring. If you lag in the market and don’t provide comparable compensation, you’ll have a hard time recruiting and motivating new staff.
Many companies rely on job boards to search for talent. While this may be a good option when looking for an associate, it won’t yield the best return on your investment when looking for front- and back-office staff. Partnering with dental assisting programs and dental hygiene schools is a more effective way to find qualified applicants. Hosting continuous externships with these schools is also beneficial as it offers candidates an opportunity to acquire helpful on-the-job experience while you get to see firsthand if they are going to be a match for your practice.
Another great way to find candidates is through networking. Many dental professionals attend C.E. programs, lectures and volunteer events. Engage with other attendees and look for top talent at these functions. Having a steady stream of candidates can help break the cycle of “warm body hiring” and reduce the time needed to recruit for positions.
After you’ve created a pool of potential candidates, determine whose personality will be a good fit for your practice and its patients and within the workplace culture. Ideally, you want to work with someone whose values and ethics are similar to those of the practice.
You should also consider individual skill sets and how they relate to the job description you provided. If a candidate appears tech savvy, and your practice is not updated with the latest technology, it might not be the best fit as they could become disinterested in the work they’re performing. If you specialize in pediatric dentistry, you’ll want to hire someone who works well with children.
Finding talent is just the first step in staying ahead. Retaining employees is just as important. Due to competition for qualified candidates, other practices may try to entice your best staff to leave and work for them. Employees who resign voluntarily often cite compensation, work-life balance and opportunities for advancement as reasons for leaving.
Learning and development can be key factors in employee retention. Establishing mentorship programs where new employees can work directly with senior clinicians and offering cross- training for front- and back-office staff are effective ways to invest in talent.
Providing nontangible benefits like wellness incentives is another great way to retain talent.
Making long-term disability insurance, life insurance and pet insurance available for employees is a zero-cost way to increase their total compensation package.
When small businesses invest the time and resources needed to find and retain talent, they’ll benefit immensely through a more engaged, efficient workforce. Employees who feel nurtured in their careers tend to be more loyal overall. And when your patients see the same trusted staff time and time again, they will likely refer more of their friends and family to your practice.
This article was authored by Somi An, a human resources advisor with TDSC. With more than a decade of experience in HR management, talent acquisition and recruiting, she evaluates member-clients’ employment-related risks and formulates solutions, as well as helps to fulfill their practice’s recruitment needs.
The Dentists Service Company specializes in group purchasing and practice management services, helping dentists practice on their own terms through supply savings and dedicated marketing, human resources and practice advising expertise.
4. Talent Strategy In The Data Age: 5 Trends To Watch In 2018
By 2025, the global datasphere will be ten times greater than what it was in 2016, according to IDC. 60% of this data will be generated — not by consumers — but by enterprises.
Indeed, businesses are awash in data, and workforce data in particular as organizations have moved to digitize the entire employee lifecycle — from sourcing to offboarding.
Workforce data isn’t limited to the processes HR manages, though, and whether we are trying to connect learning programs to productivity, or are hiring for customer satisfaction, we must expand our view of what workforce data is.
Our broadest views of it are continually being expanded by the IoT (Internet of Things) and newer cloud applications that capture data automatically. With more data to learn from and greater analytical processing power, Artificial Intelligence has become an increasingly reliable source of talent predictions.
How will these developments impact the way that organizations (many of which are facing critical skills gap in a volatile business environment) make decisions about what is a company’s most important asset – it’s people?
Here are five talent strategy trends, fueled by developments of the data age, to watch in 2018:
#1. Building Better Teams With IoT Data
One useful source of IoT data for employers in 2018 will be sociometric badges, wearable devices equipped with sensors that measure team interactions. As explained by MIT scholar and serial entrepreneur Alex (Sandy) Pentland, the right kind of idea flow (particularly through face-to-face interaction) makes teams smarter.
According to the the most recent Deloitte Global Human Capital Trends survey, 48 percent of companies are experimenting with Organizational Network Analysis (ONA) tools. When used as part of ONA, data gathered from sociometric badges can help businesses support the kinds of informal communication networks that lead to productivity and innovation.
#2. Identifying Specific Skills Gaps With Advanced Analytics
In an era of digital disruption, new types of jobs (like social media director or programmatic advertising manager) are continually cropping up. This means that gauging recruitment success based on number of roles filled is now an exercise in futility.
In 2018, organizations that can identify the specific skills they need — not just the requisitions required to fill — will have a leg up in the war for talent. Big data analytics have evolved to the point where it is now possible to make hiring plans based on specific work activities and attributes of top performers. Those businesses who can recruit based on fit and skill will land the best hires this year.
#3. Using Data to Determine Who Does the Job: Robot or Human?
This year, organizations will continue to grapple with the question of whether to hire more people or implement more automation.
According to a McKinsey & Company report, there are many factors to consider beyond technical feasibility when addressing this question, including the cost of labor and related supply-and-demand dynamics. “If workers are in abundant supply and significantly less expensive than automation, this could be a decisive argument against it,” states the report. Moreover, with many of the customer-facing decisions (the self-serve kiosk vs. the in-person agent, for example) the cost equation can’t be reduced to simple accounting.
In 2018, data-driven HR leaders, working closely with line managers, will be in the best position to fully understand when human labor is more productive and/or cost-effective than technology.
#4. Predicting Job Changes With New Forms of Artificial Intelligence
This year, more accurate predictions — made possible by a new branch of Artificial Intelligence called “deep learning” — will make it easier to match workforce supply with demand.
Many predictive technologies are based on simple regressions or static models, instead of machine learning (which refers to the process of inferring the unknown based on patterns in historical data). With deep learning, algorithms are based on data generated by several layers of machine learning. This has been proven by data scientists to be up to 17 times more accurate than other methods.
More organizations will use systems that leverage deep learning to make workforce predictions. By forecasting when, how many, and which employees are likely to leave, for example, businesses will be better able to plan for hiring.
#5. Measuring Learning Effectiveness With Applied Big Data
Critical skills gaps and new types of learning programs — from rapid e-learning to mobile e-learning — have fueled the global e-learning market, which is poised to reach approximately $331 billion by 2025.
Yet, measuring how learning and development impacts business results is still a challenge for learning leaders: According to an Association for Talent Development report, only 15% of talent development professionals measure the ROI of any learning programs.
In 2018, more organizations will turn to modern learning analytics technology to analyze the effectiveness of learning programs. With new applied big data solutions — platforms that are pre-built with industry best practices — talent development professionals can connect the necessary HR and business systems together to make it faster and easier to analyze learning data.
Data in 2018 and Beyond: A New Vision for an Immersive Future
The data age is undoubtedly changing the way businesses make decisions about people. But how about the ways in which we interact with this data? Will there be a fundamental shift here too?
Over the course of my career in Business Intelligence, I have encountered many leaders who assumed that Natural Language Processing (NLP) would be the definitive progression of the analytics interface, with non-technical workers verbally asking questions and an automated system offering an appropriate response.
Indeed, while NLP has become a dazzling source of innovation in recent years (think of Alexa, Siri, or Cortana ) what these systems still can’t do is help you to figure out the right question to ask. The value in analytics comes from asking the right questions, and making sure users understand the answers.
New use cases for immersive visualization have generated enthusiasm for visual-first interfaces. As described by big data expert Bernard Marr, Virtualitics (which announced its initial round of funding last April) is a new startup that offers businesses the “intriguing possibility” of stepping inside the data with virtual reality and augmented reality.
Ultimately, in 2018, we will not only witness changes in the analytics technology itself, but also see a shift in how we imagine the analytics interface of the future. Taking the longview, one thing is apparent: when it comes to the data experience, we’ve only seen the tip of the iceberg.
5. Keeping Your Team Innovative Requires Leadership Finesse
Although often draped in HR-y words like “retention,” the success of your team is entirely in your hands. Their ability to execute on your vision is a choice that you make, and knowing how to leverage their strengths based on who they are will revolutionize your approach to leading your team.
I count myself among a growing group of entrepreneurial CEOs. We work crazy hours, want to create constantly and are eager to solve problems.
Entrepreneurial CEOs have special challenges when it comes to leading their team. There’s a constant level of change within their organizations. And, although your team knows that there is a dull roar of constant new ideas, this level of chaos can be difficult for your team to maintain for any length of time.
Your Team’s Change Types
We love the intensity. We love the 16-hour days. We love the after-10 p.m. energy bursts. We love fresh ideas and incorporating new ones into current work. A new opportunity is around every corner!
In the world of change types, we are usually very tolerant of change. We’re Independents. Independents are driven by self-determined goals and enjoy the flexibility of that lifestyle.
The humans that make up your team are drawn to your vision, charisma and big ideas. But they aren’t the same. They tend to prefer order. They are steadfast, literally toiling to make us (and the organization) successful. They put up with our crazy schedules and need to do things a certain way. They all look at each other and shake their heads and smile after you blow in and then right back out of the room.
They are often Connectors or Organizers, and they seek to create order from the chaos in which entrepreneurial CEOs thrive.
Connectors are the inertia behind a corporation’s culture. They’re the ones who pay close attention to the sentiment of the general group. They’re the ones who watch out for each other and organize potlucks and holiday parties.
Organizers are driven to understand the world through intellect or reasoning. They are not as in-tune with the general group in that they don’t mind standing out or making choices that might not be popular.
You’ll likely have a few Fixers in the mix, too. Fixers are the ones who work the hardest to make your crazy enthusiasm resonate with the rest of the team. They enjoy having options but are driven by serving others.
The trick about Fixers, though, is that they might burn out fast if you keep switching directions too quickly. It’s hard to help the team head off down one path, just to have you drag them back off down another road. Fixers will feel unappreciated and out of sync unless you keep them apprised of what is going on in your head.
The entrepreneurial CEO needs to be able to motivate and nurture her people over the long-term. Because, if we’re honest, we don’t particularly like spending our time on mundane matters such as hiring new personnel or dealing with interpersonal office conflict.
Humans go through a predictable transition when going through a change. A big part of that transition results in creativity and new idea generation. When you achieve that innovation state, you want to keep people there. But, the secret about keeping people in that phase is that the team will have a lot more ups and downs because some ideas will work out great and some will be stinkers. It is essential to manage your team with finesse in this dynamic environment.
First and foremost, you must have an overall target at which you’re shooting. If you are planning a zoo one day and then starting a wellness program the next, it’s just too much change for most people to take on. Have your goal firmly in mind: your end game.
After your end game is sorted, your team will be creative and willing to come along for the ride, as long as you don’t go counter to their needs or feed into their fear.
Here are some concrete ways that you can support your people, based on their change type:
Let them figure some stuff out for you. They thrive on flexibility and helping, so show them that you trust them to do it. After establishing the project goal, let them go forth and do good work.
Keep them in the know of changes in thought or direction as early as possible, and let them help you figure out how to move forward.
Do not single them out, and do not give them things to sort out that would mean they will be separate from the team. Give them assignments that depend on working with others in the group.
Connectors are your best team members for nurturing client relationships and for predicting and taking care of problems before they happen.
Give them projects that require intellect and organization. Ask them to give a report on statistics that no one else wants to dig into. They don’t mind being singled out, so they are great at working independently.
Organizers tend to have lower EQ, although that doesn’t mean they are hopeless. They might just have a harder time identifying with those who do not value data and practical solutions.
The first challenge is always finding those people — the talented ones who are drawn to us and are willing to live in our crazy world. The most important thing in the world for us, then, should be leading them in a way that supports our own big goals but also honors their skills and talents. By supporting their change types, you will not only create a high-performing team, but you will achieve your goals faster, allowing you to take on the next big thing. And your team will be right there at your side, getting you there.
Do you like the articles? We update these trends everyday. Come back tomorrow for more interesting articles. Feel free to share them with your co-workers or friends.
(The articles above have been curated from various sources but not been edited by ICube staff)