Building a professional network is important. We use our
professional network for information, support, and sometimes assistance. It
takes a long time to build a network and forever to maintain relationships.

But building a professional network today isn’t the same as
it was a decade ago. Because now we have to think about building and
maintaining two networks: 1) an online network and 2) an offline one. That was
one of my big takeaways from William Arruda’s book “Digital
You: Real Personal Branding in the Virtual Age”.

I know some people might see the term “personal branding” in
the book title and say to themselves “Oh, the concept of personal branding is dead.
Good riddance.” Well, Arruda addresses that subject at the very beginning of
his book. One of the statistics that he quotes talks about employees having an
average of 10 times more social connections than a brand and brand messages
reaching 561 percent farther when shared by employees. Your employees know they
have this ability and they will work to develop a digital brand. It gives them
control over the way they work.

Back to networking. While the chapter in “Digital You” about assessing your current on- and offline networks isn’t very long, it really got me thinking. I’m not sure we can develop an online professional network the same way that we develop our offline one. Here are a few things to consider:

We live in a very digital world. When we meet someone for the first time, what do we do? That’s right. We Google them to make sure they’re legit. We try to find out about their background. And we check out their LinkedIn profile. (I’m not talking about interviewing candidates here. That’s a different story.) My point is the internet has changed the way we meet people. So, we need to have an online brand as well as our personal presence.

We need to have both an online and offline network. While “Digital You” obviously is focused on the online network, it doesn’t dismiss the need for an offline one. The purpose of having a personal brand isn’t to choose between the two. It’s to develop and maintain both the online and offline networks well. This is where I would toss out some tough love. Networking is hard. Think about all the times we say to ourselves that we can network “later”. Having a successful personal brand means making time for more networking.

Our online network isn’t more important than our offline one. And vice versa. Both our online and offline networks bring different value. I can see accessibility being a benefit of an online network. It’s easier to access people using technology. An online network could also allow us to build a global network. On the other hand, we get the benefit of non-verbal communication with our offline network. We can also benefit from the change of scenery we might interact with our offline network – conferences, coffee shops, etc.

Our online network is more than a friend, follower, or connection count. Don’t get me wrong. Friends, followers, and connections are important, but chances are you’re not regularly engaging with all of them.  Maybe you’re connected through a mutual online group. For starters, think of your online network as the group of people who will answer a DM, PM, or in-mail from you. They know who you are and will engage with you.

“Digital You” reminded me that as much as we use technology and social media, it’s changing and evolving all the time. The way we used it five years ago isn’t the way we use it today. And it won’t be the way we use it in the years ahead. That includes how we manage our personal brand and how we build our professional networks.

Image capture by Sharlyn Lauby while exploring the streets of Orlando, FL
The post Professional Networking Today: Think On and Offline appeared first on hr bartender.
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Author: hrbartender
Date/time: 8th December 2019, 18:02

An employee who once complained that younger workers got more overtime than older workers was lawfully fired for violating a workplace safety rule, according to the 7th U.S. Circuit Court of Appeals, which held that his age-discrimination claim was appropriately dismissed.
Source
Author: SHRM Global
Date/time: 7th December 2019, 21:02


Posted by Denise Moulton and Mackenzie Wilson on December 6, 2019.
Finding and keeping good talent has been a challenge for organizations since the dawn of the first Industrial Revolution—and it continues to this day. Deloitte’s 2019 Human Capital Trends research demonstrates this: 70 percent of respondents cited recruitment as important, and 16 percent said it was one of three most urgent issues their organizations would face this year.1 Across every industry sector, talent acquisition (TA) and business leaders are struggling to hire talent that sticks. Retention strategies are often reactive, relatively scarce, and disconnected from organizations’ recruitment initiatives.

Related links

2019 Global Deloitte Human Capital Trends.Reinvention starts here..

Bersin
Learn more.

In a competitive talent market with a socially conscious and highly selective candidate pool, recruiting teams need to be more data-driven in order to keep up with organizational demand without sacrificing quality of hire. TA must fundamentally reinvent its approach to hiring through a focus on accessing capabilities and optimizing tools and technology. Yet, despite understanding this need, the TA function is often resistant to experiment and change.
In 2020, this shifting focus will be the new imperative for the TA function. As enterprises evolve and adopt more data-driven approaches to talent selection and development, assessment technologies will become increasingly prominent. Such innovations are long overdue, according to our High-Impact Talent Acquisition research:2
Only 23 percent of organizations are effective or very effective at leveraging cognitive applications.
As few as 16 percent of organizations are effective or very effective at using analytics-enabled applications.
Merely 8 percent of organizations are effective or very effective at embedding artificial intelligence and machine learning into the TA process.
Reinventing the Hiring Process through Assessment Tools
Organizations continue to bear the burden of their own ineffective talent practices (e.g., gut hires, unstructured interviews), but there is an alternative to this approach—or lack thereof. Empirical evidence strongly supports that hiring for culture fit and conducting structured interviews focused on assessing skills, capabilities, and values can lead to better hiring decisions and positive talent outcomes, all of which impact the bottom line.3 But recruiters are still wired to hire to one opening and then quickly move on to the next requisition without truly considering the potential downstream impact of these hiring decisions. Time to fill tends to win out over quality of hire, mainly because it’s easier to measure and claim success. Both are important, yet these goals have become disconnected in many organizations. How can organizations address this gap?
Enter psychometric assessment, which will finally help bridge the divide between recruitment and employee retention in 2020. Psychometric assessments will empower TA teams to more fully evaluate talent prospects, helping them understand the whole person—beyond just demonstrated skills and education—behind the resume. These new tools can enable recruiters to assess unique human capabilities such as empathy and curiosity, as well as identify talent that is likely to fit well with an organization’s culture and thrive in a particular context—all in a fraction of the time and with greater clarity and accuracy than current “gut instinct” methods. By leveraging science-based predictions, recruiters can reduce the potential for misjudgments in the screening process and begin to assemble an internal talent marketplace that is the right fit for both open jobs today and enterprise needs in the future. Organizations already recognize the impact of a bad hire, but in most cases, this is caught too late. With a keen focus on assessments in the early stages of talent pool development, recruiters will begin to uncover more about the behaviors and motivators of successful employees—and focus their efforts accordingly.
Additionally, by sharing the key insights that assessments reveal about human capabilities (e.g., willingness to experiment, adaptable thinking, openness and inclusion), the TA team can also begin to break down organizational silos and unlock unprecedented opportunities. The role of talent acquisition can then shift from a transactional “conveyor belt” to a valued connector across the organization, using its unique position to identify key talent opportunities across functions. For example, adaptable workers seeking growth can find the right opportunities within the organization instead of looking elsewhere; organizations can identify potential leaders based on their capacity for empathy or collaboration rather than just rewarding high individual performance. This creates the critical linkage to internal mobility that has previously eluded so many TA teams. Connecting candidate data with future-focused talent management initiatives will strengthen TA’s position across the HR suite, differentiate the organization’s hiring approach, and help the business prepare for the future of work.
Organizations trying to stay competitive should incorporate assessments as part of the top-of-funnel sourcing process. With richer data and validated insights, the TA function can have the clarity needed to deliver an intentional and fully integrated talent strategy. TA teams can fully optimize their impact by hiring the right people for the right roles, driving better retention outcomes at scale. Once TA leaders learn how to balance data with intuition—blending human interactions with augmented solutions—the function will be able to better deliver a less homogenous and more effective pool of talent, and one that fits and stays put.
If you are interested in learning more about this topic, Bersin will be launching research in early 2020 that explores the key trends in the prehire assessment technology market.

Denise Moulton is a vice president and the HR and talent research leader at BersinTM, Deloitte Consulting LLP.
Mackenzie Wilson is a senior research analyst, Solution Provider Market, at BersinTM, Deloitte Consulting LLP.

12019 Global Human Capital Trends: Leading the social enterprise—Reinvent with a human focus, Deloitte Consulting LLP and Deloitte Insights, 2019.2High-Impact Talent Acquisition research, Bersin, Deloitte Consulting LLP, 2018.3High-Impact Talent Acquisition research, Bersin, Deloitte Consulting LLP, 2018.
The post Prediction: Assessment will go mainstream for engaging, hiring, developing, and retaining workers appeared first on Capital H Blog.
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Author: hrtimesblog
Date/time: 7th December 2019, 00:02

You know that onboarding holds a special place
in my heart. I facilitate the Society for Human Resource Management (SHRM)
seminar on Talent
Acquisition: Creating Your Organization’s Strategy.
During the seminar, we talk about onboarding success strategies. And I wrote
the book on “Manager
Onboarding: 5 Steps for Setting New Leaders Up for Success”
where we talk about how to design an onboarding program specifically for
managers and supervisors.

In both, we discuss the importance of infusing
a bit of fun into the process. Today’s Time Well Spent
from our friends at
Kronos made me smile because it reminded me about
those conversations. Learning doesn’t have to be stuffy or boring. In fact,
finding ways to make learning more engaging and interesting is part of our
responsibility as HR and learning professionals.

Games can be a valuable learning tool. I don’t hear the term gamification as much as I used to, but that doesn’t mean the value of games in training and learning has diminished. I’m amazed at the business lessons I’ve found playing Pokémon GO or going to an Escape Room. A scavenger hunt is a great (and fun!) activity to incorporate into orientation.

A field trip is both interesting and more relevant than pictures. I know that sometimes we have to use visual aids like videos and pictures to explain something. I’m sure none of us wants to deal with field trip logistics. But let’s be real, it’s so much more effective taking employees to the actual location or showing them the actual product. And field trips can be fun. It’s an opportunity to create interaction and connection.

Mixing up learning mediums can make onboarding interesting. There’s no rule that says orientation and onboarding must be held in a classroom or meeting room setting. By a single person in HR. Sure, do some activities in the classroom. Do some team teaching. Conduct a webinar. Create a new hire podcast series. Design a buddy program. Learning can happen in a variety of ways. Take advantage of all of them.

Orientation and onboarding are the
organization’s opportunity to make a first impression. They tell new hires that
they made the right decision coming to work there. They let the employee know that
all the things they heard and all the promises that were made are really going
to happen. Those are exciting things worth celebrating. Why not make that first
impression enjoyable, interesting, and a little fun?
The post Make Onboarding Interesting and Fun appeared first on hr bartender.
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Author: hrbartender
Date/time: 6th December 2019, 18:01