By Tom Haak in Analytics in HR
The attention to people analytics has increased enormously over the last few years. Many organizations have established people analytics teams, and several promising start-ups have developed software that can help HR with people analytics. The assumption is that if we have access to the right data, if we have the right analysis tools and clever people to interpret the data, we will be able to predict human behavior – and that these predictions will be used in a sensible way in organizations. I have some doubts (…)
By Jeanne Meister in Forbes
Let’s consider Jane, a chatbot created by Loka, in 2014. Jane provides real time answers to a range of HR questions, including, “Are we off on President’s Day?” or “What are my dental benefits?” Jane is capable of answering any question and answer set that can be stored in a database. In addition to answering frequently asked questions, CEO Bobby Mukherjee says Jane is designed to proactively promote benefits to employees they may not yet know about. (…)
By Jacob Morgan for Inc.
Employee experience is all about providing employees with an environment where they want, not need to come to work–a place where they can feel energized and free to be themselves to get their best work done. But what does that actually look like? Based on interviews with hundreds of executives and leaders at companies around the world ranging from the Chairman of the Board at Yahoo to the CHRO of Marriott to the CEO of Jamba Juice for my new book, I put together a framework that allows companies to design great employee experiences. Employee experience may seem complicated, but it really boils down to three environments: technological, physical, and cultural. (…)
By Josh Bersin in LinkedIn
The world of work has been disrupted in ways I’ve never seen. We’re working many more hours (we’ve lost an entire week of vacation time since 2000), we feel overwhelmed (40% of US workers believe their work is “highly stressful”), and more and more people are taking on gig-work and alternative work arrangements.And everywhere, we are re-inventing our skills and ourselves to cope with the rise of labor-saving technology and software, including Artificial Intelligence. (Read the article “Catch the Wave, 21st Century Careers” for more on this.) (…)
By Tanveer Naseer in his blog
People who aspire to lead look upward in a hierarchy to find power and authority they can grab onto to pull themselves up. That’s why they’re still aspiring and not leading. People above them can sense their craving, which they can motivate them with, which makes them followers, not leaders. (…)
By Dave Ulrich in LinkedIn
Talent has been a primary agenda, if not obsession, for many general managers and human resource professionals for the last 20 years as captured in the maxim, “war for talent.” This talent emphasis has led to innumerable innovations in how organizations bring people into the organization, move them through the organization, and appropriately move them out of the organization as summaries in Table 1. (…)
By HR Jump in HR Tech Weekly
The emergence of Artificial Intelligence (AI) technologies in the past years has profoundly impacted a tremendous number of companies and sectors. Take the example of supply chain functions – these have been completely reshaped and fully robotized warehouses are now the new standard. In parallel, other support or corporate functions have also caught this technological wave, but not with the same speed and pace. Human Resources today are the perfect illustration: the shift towards Digital HR has started for pioneer organizations, but the majority of companies are still in the reflection and conceptualization stages. (…)
By Howard Lax in LinkedIn
Every company wants an engaged workforce – but what does that mean? It certainly means more than simply having employees who give solid scores to the performance of leadership or say the salary and bennies are good. Even agreement that a company is a “good place to work” or “I enjoy my work” falls short of engagement. Those criteria are essential, but they are just a start.
Employee engagement is all about the emotional affinity employees feel for a company. Everything else is important only insofar as it translates into an emotional connection. The engaged employee feels a sense of immersion in a company, its culture, its well-being. They don’t just work for the company; they are part of the company and the company is an important part of how they define themselves. (…)
By Georgene Huang in Forbes
Artificial intelligence, commonly known as “AI,” is a popular buzzword these days. Some of us hear the term AI and picture of a dystopian future where people lose jobs and control to robots who possess artificial — and superior — intelligence to human beings. Others are more sanguine about our ability to control and harness technology to achieve more and greater things.
While it’s impossible to predict how exactly AI technology and capabilities will evolve, the fact of the matter is that AI is no futuristic science fiction; it is here today in many forms and manifestations. And AI exists in areas you may not necessarily think it does — such as in HR departments where the technology actually helps place people in jobs rather than make them redundant. (…)
Congratulations! You got the job. Now for the hard part: deciding whether to accept it or not. How should you assess the salary as well as the other perks? Which publicly available information should you rely on? How should you try to get a better deal? And what’s the best way to decline an offer if it’s not the right job for you? (…)