HR solutions aim to provide many things for employees, but interestingly many of these features have an apt comparison to the kinds of things a dating app might also provide.聽 Dating apps have come a long way technologically, and intellectually in the past 10 years.聽 So why can鈥檛 similar technology be used to help companies tap into top-quality talent and to help job seekers find the right organization to work for?

So why can鈥檛 similar (to dating apps) technology be used to help companies tap into top-quality talent and for job seekers to find the right organization to work for?

Talent Acquisition:

• Recruiters can scan lists of potential candidates and evaluate skills, background, likes and dislikes and more to determine if they should take the next step
• Dating apps provide much the same, a person鈥檚 profile being their 鈥榬esume鈥� and you taking the recruiting role evaluate a person鈥檚 fit, then 鈥�
• Recruiters invite people to an interview, where initial impressions are made and everyone is on their best behaviour. The recruiter will either 鈥榮wipe right鈥� or 鈥榮wipe left鈥� on your profile given how well you do.
• Dating apps aim to get you on a date, where initial impressions and best behaviour are key to success, and your potential date will decide if they want things to progress.

Succession and Career Development

SuccessFactors and other HR Solutions include match making for many purposes:

• Matching to Mentors for career development
• Matching to existing roles using skills and competencies
• Evaluating what skills you have and using algorithms showing you a career path

Dating apps mirror these features by:

• Matching you to potential mates for relationship development
• Using your interests and background to match you to groups of people with similar interests and backgrounds
• Instead of skills and competencies, likes and personal preferences can be used to facilitate matches

As silly as this seems on the surface, there could be lots to learn from dating applications when considering a good HR solution.聽 Does the solution just treat applicants, or hopeful matches as numbers to crunch, or is there a 鈥榟uman鈥� dimension that allows for more nuanced evaluations, highlighting the 鈥榮oft鈥� attributes that candidates, or successors should possess for a successful match?聽 Does the HR solution provide an easy way to find matches, with enough personal information to get a good feeling for the individual, but not so much that their privacy is threatened?聽 does a decent job of outlining some of the important aspects of a candidate or person selection system in describing a solution called聽 OnSkil.

Giving these very clear parallels, it is important as a job seeker or internal candidate to take some lessons from the world of dating applications (whether you use, or have used them or not):

• Keep your profile up to date! If your last post in Tinder was from 5 years ago, potential matches will see you as not progressing, or doing anything with your life. Not an attractive date.聽 Recruiters and organisations looking to fill roles might feel the same about your 5 years out of date LinkedIN profile.
• Think carefully about the messages you put out there. Referencing too much personal information can be detrimental on a professional resume or career site when it comes to portraying your skills and qualifications.聽 Stick to the facts that make a difference whether dating or job hunting.聽 Choose personal information that will help you and present you in your best light.聽 You don鈥檛 need to include information about EVERY previous relationship, for example.

To round things out, it鈥檚 clear that there are lessons to be learned on both sides of the game.聽 Job hunting and career progression are both endeavours that share a lot with the world of online dating and could provide valuable insights for both.聽 Thinking professionally about your personal life and how potential dates will see you is just as beneficial as thinking about perception when advertising your skills and qualifications to a potential date 鈥� err, employer.聽 Good luck out there!

The post Why HRIS Solutions are like Dating Apps appeared first on 麻豆原创 Australia & New Zealand News Center.

We live in an age awash with聽, mental health days, and modern benefits like聽聽which all revolve around the idea that it is important to recognise employee well-being for a variety of reasons.聽But what does Robotics Automation have to do with employee well-being?聽In some ways it seems like organisations are interested in the well-being of robots more than people. 聽And aren鈥檛 these BOTS just here to take away our jobs?

鈥渋ts is about enhancing the experience and putting people where it matters, so automation is highly used鈥�

In a nutshell RPA, when done correctly, can remove the need for some employees to engage in tasks that are largely repetitive but perhaps high value. 聽By doing this, these employees can instead focus on other, higher value tasks that more fully use their skill set.聽聽I was very privileged recently to meet with Tammy Ryder, General Manager of People and Culture Central for聽聽and discuss this topic with her.

I was interested in her view on this topic as she runs Coles HR Shared Services as well as People and Culture Digital Transformation.聽She was deeply involved in the rollout of聽, integrated with聽聽for Talent Acquisition where much of the RPA solutions implemented were used.聽As part of that project Tammy implemented RPA in the form of several BOTS to close some gaps and bring greater efficiency to the whole process.聽In discussing this topic, she said that one of her team鈥檚 key learnings was 鈥溾�� it is about enhancing the experience and putting people where it matters, so automation is highly used鈥�.

Tammy mentioned that early on there was a misconception at Coles that RPA automation would take away jobs or replace people.聽Tammy and her team were careful to select automated tasks that were important to the business because they are related to critical processes like pay or hiring but were also highly repetitive.

These choices meant that these workers could use the time that automation frees up to instead train team members, interact with customers and other higher value tasks for example, however the BOTs were also providing a valuable service.聽She said 鈥淸Coles employees] want to do worthwhile work, they want to do work that makes them feel that it has real purpose and meaning behind it.鈥�

鈥�83% [of Australian consumers] are prepared to pay more money for products or services that enhance their feelings of well-being鈥�

While well-being itself as a concept is a hot topic in HR circles these days, trying to quantify the business benefits of well-being can be challenging for HR professionals.聽Tammy mentioned that when meeting with the executive board, they were, not surprisingly, interested in facts and figures more than feelings.

So how does an HR executive get funding or support for programs like this that support well-being?

We discussed what metric could be used when proposing one of the benefits of RPA as being related to employee well-being.聽At present there isn鈥檛 any such industry metric and it is challenging to articulate the benefits in numbers, but she was optimistic that over time this kind of metric could be developed and socialised, especially given the strong support for well-being and well-being programs at Coles like聽.聽A recent Australian聽聽showed that 鈥�83% are prepared to pay more money for products or services that enhance their feelings of well-being鈥�, so the desire for support of well-being programs is real.

I asked Tammy what were some of the challenges in implementing effective RPA?聽She said there were challenges around understanding how the technology works of course, but an unexpected challenge was the misperception and stigmatism among employees that 鈥淏OTS are going to take over the world鈥� and people would lose their jobs.

Therefore, being clear that, in reality, the aim was to have 鈥減eople where it matters鈥� so that employees could instead focus on high value work was key for success.聽Tammy鈥檚 advice was to carefully examine if the proposed RPA solution had any measurable benefit, not just automation for the sake of automation. She said that in the end her team got very proficient at looking for tasks that had a clear decision tree, and minimal human centric intervention.

In conclusion, RPA can be a strong contributor to employee well-being by聽, allowing employees to focus on high value work and potentially reducing employee turnover, which is a useful metric to justify such a program.聽The key, as always, is not to assume that any given automation is a benefit just because it automates something.聽Additionally, leaders need to be sensitive to employee鈥檚 perception that BOTS are here to take away their jobs.

With the right discussions, and communication, RPA can be a benefit to the organisation, to employees and even to customer鈥檚 well-being.聽I, for one, embrace the arrival of our robot friends and look forward to less drudgery.

The post What Does Robotics Have to Do with Employee Well-Being? appeared first on 麻豆原创 Australia & New Zealand News Center.

We live in an age awash with , mental health days, and modern benefits like which all revolve around the idea that it is important to recognise employee well-being for a variety of reasons. But what does Robotics Automation have to do with employee well-being? In some ways it seems like organisations are interested in the well-being of robots more than people. And aren鈥檛 these BOTS just here to take away our jobs?

鈥渋ts is about enhancing the experience and putting people where it matters, so automation is highly used鈥�

In a nutshell RPA, when done correctly, can remove the need for some employees to engage in tasks that are largely repetitive but perhaps high value. By doing this, these employees can instead focus on other, higher value tasks that more fully use their skill set. I was very privileged recently to meet with Tammy Ryder, General Manager of People and Culture Central for Coles and discuss this topic with her.

I was interested in her view on this topic as she runs Coles HR Shared Services as well as People and Culture Digital Transformation. She was deeply involved in the rollout of , integrated with for Talent Acquisition where much of the RPA solutions implemented were used. As part of that project Tammy implemented RPA in the form of several BOTS to close some gaps and bring greater efficiency to the whole process. In discussing this topic, she said that one of her team鈥檚 key learnings was 鈥溾�� it is about enhancing the experience and putting people where it matters, so automation is highly used鈥�.

Tammy mentioned that early on there was a misconception at Coles that RPA automation would take away jobs or replace people. Tammy and her team were careful to select automated tasks that were important to the business because they are related to critical processes like pay or hiring but were also highly repetitive.

These choices meant that these workers could use the time that automation frees up to instead train team members, interact with customers and other higher value tasks for example, however the BOTs were also providing a valuable service. She said 鈥淸Coles employees] want to do worthwhile work, they want to do work that makes them feel that it has real purpose and meaning behind it.鈥�

鈥�83% [of Australian consumers] are prepared to pay more money for products or services that enhance their feelings of well-being鈥�

While well-being itself as a concept is a hot topic in HR circles these days, trying to quantify the business benefits of well-being can be challenging for HR professionals. Tammy mentioned that when meeting with the executive board, they were, not surprisingly, interested in facts and figures more than feelings.

So how does an HR executive get funding or support for programs like this that support well-being?

We discussed what metric could be used when proposing one of the benefits of RPA as being related to employee well-being. At present there isn鈥檛 any such industry metric and it is challenging to articulate the benefits in numbers, but she was optimistic that over time this kind of metric could be developed and socialised, especially given the strong support for well-being and well-being programs at Coles like . A recent Australian showed that 鈥�83% are prepared to pay more money for products or services that enhance their feelings of well-being鈥�, so the desire for support of well-being programs is real.

I asked Tammy what were some of the challenges in implementing effective RPA? She said there were challenges around understanding how the technology works of course, but an unexpected challenge was the misperception and stigmatism among employees that 鈥淏OTS are going to take over the world鈥� and people would lose their jobs.

Therefore, being clear that, in reality, the aim was to have 鈥減eople where it matters鈥� so that employees could instead focus on high value work was key for success. Tammy鈥檚 advice was to carefully examine if the proposed RPA solution had any measurable benefit, not just automation for the sake of automation. She said that in the end her team got very proficient at looking for tasks that had a clear decision tree, and minimal human centric intervention.

In conclusion, RPA can be a strong contributor to employee well-being by , allowing employees to focus on high value work and potentially reducing employee turnover, which is a useful metric to justify such a program. The key, as always, is not to assume that any given automation is a benefit just because it automates something. Additionally, leaders need to be sensitive to employee鈥檚 perception that BOTS are here to take away their jobs.

With the right discussions, and communication, RPA can be a benefit to the organisation, to employees and even to customer鈥檚 well-being. I, for one, embrace the arrival of our robot friends and look forward to less drudgery.

The post What does Robotics have to do with Employee Well-Being? appeared first on 麻豆原创 Australia & New Zealand News Center.

I think the much more interesting, and perhaps impactful change is the organisational shift towards 鈥榙ynamic teams.鈥�

The introduction of employment marketplaces, essentially internal job boards where employees sign up to be a part of temporary opportunities or 鈥榞igs鈥�, is the next great evolution of the workplace. The standard 鈥渢op-down鈥�, work in hierarchical teams approach is being sidelined by a much more efficient, and flexible model. This seismic shift in global work culture should not be overlooked.

Perhaps the and its elements have also been around for a long time too. However, technology in the HRIS space has only recently started to support the idea of providing employees access to work experience outside their standard job hierarchy. It is perhaps not surprising that only technology could facilitate such an arrangement.

Cataloguing thousands of opportunities varying in type, then matching them to the thousands of skills associated to hundreds of potential employees requires technology to realistically manage. Once employees are matched to an opportunity, the organisation now has a dynamic team. But how to manage this new, dynamic beast?

There is a valid concern that these opportunities offered to non-hierarchical teams distract employees from formal KPI鈥檚, or the goals established by a direct supervisor. However, has been around for a long time. Companies and leaders can do two things at once and track the success and relative value of both activities using software.

Another . However, if the COVID restrictions, including restrictions on travel and 鈥榠n person鈥� meetings, have taught us anything, it is that software can overcome these limitations also. Microsoft Teams, Zoom or whatever flavour of collaboration software is the prevailing favourite has proven very effective in connecting teams across the globe and allowing for remote work to keep productivity going, even soaring.

Achieving business outcomes vs. championing job roles
Organisations benefit from this evolution in several ways. For one thing dynamic teams by their very nature emphasize achieving business outcomes rather championing job roles. Rather than having leaders assigning work based on group hierarches, employees can be part of cross-functional teams based on what needs to get done and who is able to do it. The outcome is served by assigning people with the right skills and motivation to the task, rather than to a team who might be 鈥榯raditionally鈥� responsible for a similar task.

Workers can participate in activities based on the skills and aspirations they have. This leads to and in increased desire to stay with the organisation providing these opportunities. Because skills and experience are targeted at the opportunity specifically, rather than merely pulling people from a pool designated as the 鈥榦fficial鈥� source, the outcome of the project or gig will likely be of higher quality and more successful. Employees participating in dynamic teams not only get the opportunity to flex skills not found in their formal jobs, but they also gain exposure to other leaders, teams and projects that could also be career enhancing.

Many organisations have the tools necessary to facilitate the next great industrial revolution and dynamic teams will be a core part of the change. COVID and its related impact on how we work, on the economy and on our psychology has ushered in a change that has long been needed in the modern workplace 鈥� flexibility. Employees and employers can and will benefit from this change facilitated in part with modern technology and fortunately for me, good use of sophisticated software.

This article was originally featured on .

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But are hesitant to make the shift to more flexible working conditions, and their workers are thinking about looking elsewhere. This isn鈥檛 just anecdotal. A recent global survey conducted by EY found that over half of surveyed employees worldwide would consider leaving their job post-COVID-19 pandemic if they were not afforded some form of flexibility in where and when they work.

Several organisations have posted similar stories with equally disturbing numbers, predicting about half of workers across all sectors will exit their current employment in search of more flexible, accommodating positions over the next year. , , and many other large and reputable organisations are publishing articles saying the same thing.

How to weather employee resignations

Voluntary turnover can be an expensive and productivity sapping process, even under the best of conditions. If a tsunami of resignations hits the global marketplace, the impact could have devastating consequences for even large established organisations. Clearly, new thinking and strategies are in order. The way I see it, either HR teams can try and stem the tide by offering flexible working conditions, or they can take a different angle, perhaps concentrating on offering employees new career directions, or mentoring and training programs to enhance their skills beyond what they would get doing their day job. By offering a clear career direction or opportunities people wouldn鈥檛 normally have, employers might entice employees to stay, even if flexible working conditions are not on the table.

What flexible working conditions actually mean

The defines flexible work as the ability to decide, within certain conditions, where and when work will be done. In Australia, workers employed at the same company for at least 12 months can apply to adjust their hours, patterns, and most important, their location if their employer is amenable to the changes.

During the COVID lockdowns, workers appreciated from working from home or other non-office locations. These included better work/life balance, less commuting stress, money savings, and location independence, especially for people who lived in rural or very remote locations. What鈥檚 more, employer diversity got an uplift where people with socioeconomic challenges like affordable transportation or food were equalised with other workers because they could work from home.

In many cases, workers have received subsidy payments from their local governments to compensate for the economic impact of COVID. For the first time in a long time, people have some savings to 鈥榖ridge the gap鈥� from one employer to another. This freedom allows them to think more holistically about their happiness and wellbeing, in other words 鈥� does their job allow for quality of life, and if not, can they obtain work/life balance elsewhere

Entice with career opportunities

In , I described the emergence of Opportunity Marketplaces. These software solutions match skills, competencies, and employee desires with existing opportunities including jobs, learning and mentoring options, external training, skill-building seminars and workshops, and more. With a service like this, employers are telling employees 鈥檞e value your skills and want to leverage them in the best way possible.鈥�

Diversity can head off mass worker exodus

Diversity programs are another way to keep top talent. Diversity programs help organisations find rare skills more easily by widening the pool of candidates. Once onboard, a strong diversity commitment encourages workers to stay.

Richard Howell, tribal leader for diversity at ANZ Banking Group, recently spoke at 麻豆原创鈥檚 event about his company鈥檚 program for employees that uses skill matching technology. Like , ANZ Banking Group is acting on a variety of workplace diversity commitments for business results. Racially diverse teams perform better by 35 percent. Better performance translates to higher job satisfaction and reduced turnover. Companies that practice diversity produce .

Real or not, employee resignations are a business opportunity

If the wave of resignations does happen, the good news is that there are tools, programs, and philosophies that can help. The flip side to this apocalypse story is that if there are mass resignations, the labour market will be flooded with talent. The strategy for capturing all that talent to perhaps 鈥� fill some recent vacancies鈥ell that is a topic for another blog

This article also featured on

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So how can an organisation support the “no touch” future of interacting with their employees and future employees? Fortunately, we live in a truly amazing digital age and there are several solutions and techniques that can offer not only a no touch solution, but some interesting advantages as well. HR teams need to be as as any other part of an organisation, so its important to consider alternatives to the ‘normal’ way of doing things to support the continuity of business.

I’ll address a few key areas, but keep in mind that these technologies can be used in many diverse circumstances and chances are your organisation may have adopted some of these already, but perhaps only in areas outside of HR.

Let’s start with the process of hiring. Though many organisations do not have hiring new employees anywhere near the top of their priorities, other organisations cannot hire quickly enough. But how do you interact with a candidate or an employee job seeker virtually?

Video interviewing is becoming among many organisations these days because of the ability to interview a person without inviting them into a facility, in close proximity to other employees. Products like HireVue and Sonru are good examples but there are many. The way video interviews generally work is to allow a candidate to record themselves answering questions. So unlike a Zoom, or a Microsoft Teams conference, the interview may not be held live, and instead be completely automated.

The candidate receives an email message with a link to begin the process. After a short testing phase to make sure the candidate’s camera, internet speed and sound are working, the candidate is given the opportunity to practice answering some questions first. Finally they will record their interview. Some solutions will provide a timer both to read and understand the question, and also to answer the question.

One nice aspect of this process for the candidate is that they get to rehearse, and they don’t have the pressure of someone watching them. For the recruiters, there are all kinds of metrics, and that can be derived from the videos not only from how the questions were answered, but also from more subtle cues like facial expressions, where their eyes are looking, and more.

Digital Signatures
At some stage, your employees or prospective employees will be asked to sign a document. Whether it is their employment contract, or company policy – handing them a piece of paper that they – ewww – touch, is not acceptable. So enter the technology of .

There are many technologies available, some able to stand up in court better than others but in every case the person doing the signing is doing so in an entirely digital way. One standout is DocuSign of course who offers the concept of a ‘digital signature’ that incorporates sophisticated technologies to prove that a person really did sign a document. Signatures can be a graphical representation of an employee’s actual signature, or facsimile or just some letters standing for their initials.

The signature itself is not the important part, it’s all the underlying data to support its validity that will hold water with your company’s legal team.

In conclusion, though these are some excellent and widely used techniques, there are still many organisations that have not made the move to a “no touch” or even a “low touch” environment when it comes to interacting with their prospective and existing employees.

Aside from these employer side solutions, HR needs to be a key player in other areas of employee life also, like supporting and techniques that also support social distancing. Hopefully these examples will light the fire of action with you and your HR team so you can be bold and adopt technologies like these to support your employees and job seekers. When it comes to sound “no touch” solutions, you cant touch these.

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