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- Have We Depersonalized Human Resources?November 6
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When was the last time you had a face to face interaction with an employee to discuss a problem or just check their status? The unintended consequence of Employee Self Services and Collaborative Tools is the art of conversation has suffered.
What then is the consequence? In the pursuit of effectiveness and efficiency have we gone too far? Do our employees believe HR has a “human face” and if not do they really care? How does this level of abstract interaction impact employee engagement?
All of the above questions could be answered “it depends” and would be correct. However, as the economy worsens, we go into yet another restructuring mindset, and appear to be workforce reduction enforcers, what are the implications of employees not knowing us as people?
My co-authors and I would take the position that we can go overboard on the use of technology even with millennial who began text messaging in the womb?
Let us not forget the “Human” part of Human Resources necessitates us to use our toolkits wisely whilst never forgetting that to be truly proficient in our roles, we need to be visible, communicative, interactive, and representative of the “personal” element of our enterprises.
- Talent Practices: Making the Business Case for Social NetworkingSeptember 21
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Early this year we launched a research project on social networking . . . in what ways can organizations leverage the power of collaboration across the talent processes. As a part of the project we wanted to create a catalogue of talent practices in the social networking space. The results were interesting from a variety of perspecives. For many of us, the concept of social networking resonates very deeply and we intuitively know it has value for a vareity of reasons — after all, it’s not a new concept. But sometimes, the business case for purusing the issue inside the organization, particularly in the context of talent processes using new technologies, is not clear. While for others, there are too many opportunities, so creating organizational focus for the efforts is the challenge.
As I think about the why of social networking, I found this quote from Clay Shirky helpful in making sense out of what we are observing with social networking applications like. . . facebook, wikipedia, as well as other social media. He says, “groups of people are complex, in ways that make those groups hard to form and hard to sustain; much of the shape of traditional institutions is a response to those difficulties.” Here
- The Agile OrganizationAugust 27
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Several weeks ago I posted a blog on the ” The Agile Organization.” I used the content from that blog to create this word cloud in wordle. Can you feel the change commin’. . . . . . Enjoy!
- Learning as Competitive Advantage in the War for TalentAugust 25
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After posting this blog, I’ve continued to come across some interesting talent practices in this space, so I have continued to ‘update’ as information comes across my ‘virtual desk.’ I’ve choosen to group the new information under the original post so that you can see how the ideas have continued to develop over time. As I said in an earlier post, I am convinced that learning will be a source of competitive advantage in the war for talent. Tough sell, I know . . . but only if you think of learning in a traditional context. We need to broaden our thinking . . . Need examples?
Finding talent and training them your way: If you have read anything about the demographics, you know that there is a talent shortage brewing. One way to open up the talent pipeline is to position yourself differently at the source.
Leaving nothing to chance, IBM has invested serious dollars in the development of a Services Science, Management and Engineering (SSME) curriculum at North Carolina State University and UC Berkeley. While many companies make their presence felt on the university campus, few approach the depth of IBM in creating and delivering curriculum designed specifically to s
- CEO Imperative - Talenet Readiness - The Essential Strategic IntentAugust 12
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In a period of global, recession it is easy to ignore the very real phenomenon of imminent talent shortages. As we enter the next decade, a perfect storm is descending on enterprise ability to access and retain the necessary talent to promote success.
nGenera research begun in 2003 suggests the following 5 trends cannot be ignored as companies attempt to secure necessary skilled resources.
The Aging of the Worldwide Workforce
The workforce is Aging, in the United States, the fastest growing segment of the workforce are those over the age of 55. The situation is similar in most developed countries. Yet most Talent Acquisition and Development processes target the younger worker between the ages of 22 and 35. The ability to retain, and in point of fact access the talents of older workers is an enterprise Must!
Declining Employee Engagement
Worldwide those who would state they are “highly” committed to their companies is 21%.
The question for all companies is can an enterprise grow and sustain its business case if only 21% of
