HR Times Redux: Have you seen these top posts?

labor Cost Optimization

Over the past three years, HR Times has been discussing the talent-workforce-leadership-learning-organizational sphere with a broad audience of HR leaders and practitioners from business, industry, and government. We’ve looked at the trends and technologies, the challenges and risks, and the opportunities and imperatives for the future. Now we’re taking a brief look back. Here are a few of the top posts that have garnered the most attention. Did you miss any? Take a look and take away some food for thought.

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Everyone into the pool?

The Burgeoning Role of Candidate Relationship Management in Talent Acquisition

Candidate Relationship Management

Posted by Robin Erickson, Ph.D. on November 19, 2013

Six months ago, I transitioned from Deloitte Consulting’s Talent, Performance & Rewards practice to Bersin by Deloitte to lead its Talent Acquisition practice. For a brief description of how I got here from there, check out my recent Hire Innovation blog.

The first report I chose to write for Bersin by Deloitte’s Talent Acquisition members was The Talent Acquisition Primer.1 Just as it sounds, this report introduces talent acquisition concepts and tracks its evolution from the basic recruiting practices of the 1940s to today’s complex mix of processes and stakeholders. One of the more recent talent acquisition innovations, driven by a shrinking talent pool overall and shortages in critical talent segments, is the idea of candidate relationship management or “CRM.” What its same-acronym counterpart (customer relationship management) aims to accomplish with customers, candidate relationship management aims to accomplish with candidates. CRM is about establishing a “never-ending” connection with individuals who are potential employees — in essence, creating a pool of talent that can be dipped into to fill job openings when needed.

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Social Business: What’s On Your Mind?

MIT SMR

Posted on November 6, 2013

Maybe you’ll find that social business has a role to play in resolving your issues and meeting important business objectives, or maybe you won’t. But if you’re like 75 percent of your HR colleagues who responded to our survey and believe social business can fundamentally change the way we work, it’s worth exploring the possibilities. Social networking can provide instant access to people and information throughout the world, giving business the opportunity to engage with customers and connect employees in ways never before imaginable. So why are some businesses benefitting more than others? And how are they benefitting? What kinds of enterprises are benefitting the most?

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Social Business: What It Can Mean for HR

Social Business: What It Can Mean for HR

Posted by Doug Palmer on September 19, 2013

The second annual Deloitte and MIT Sloan Management Review (MIT SMR) research study continues our exploration of the social business landscape and how organizations are changing how work gets done by embedding social capabilities into processes and workflows. Three-quarters of the HR professionals who participated in the research (vs. 70% for all respondents) believe social business is an opportunity to “fundamentally change the way we work.” Tellingly, however, HR’s usage of social business still trails other functions. Only 14% of respondents from HR reported their organization’s use of social business in HR to a great extent vs. 46% of marketing respondents and 31% of customer service respondents. We think this points to a real opportunity for HR, as we see many ways social business can be used to enhance primary HR functions.

The uses of social business in HR span internal areas such as learning and development and external areas such as recruiting and staffing. Over the past year, survey respondents overall reported increasing use of social business in two specific areas of HR: identifying expertise (17% reporting an increase) and managing talent (14% reporting an increase). HR respondents themselves reported that their department uses social business most often in recruiting/managing talent (39%).

Which uses of SB have increased within your organization within the last 12 months? (Respondents selected up to 3)

The somewhat broad uses of social business in HR can be broken down as follows:

  • Recruiting — A variety of social tools like LinkedIn and Twitter help companies find and attract top talent. Some companies, including Covance, which was interviewed for our study, leverage these tools to establish relationships with potential candidates throughout the hiring cycle, even during the earliest stages when candidates simply want to understand what it would be like to work for that company.
  • Hiring/Staffing — Not everyone has to be inside the organization. In the Open Talent Economy, the 2013 Human Capital Trends report authored by my Deloitte colleagues Andy Liakopoulos, Jeff Schwartz, and Lisa Barry, talent resides on a continuum ranging from full-time employees to open source communities that support a company’s business objectives.
  • Onboarding — Collaboration tools like Chatter and Yammer help get people acclimated and connected to others in the organization much faster, driving increased productivity for the organization. Gamification can also be used to educate new employees about the organization and engage them more fully.
  • Learning/Development — Some of these same social collaboration and gamification tools not only have implications for how a company structures and delivers learning, but also how employees access colleagues to get help and learn in a just-in-time way.
  • Performance Management — Companies are building tools that provide more real-time capability to capture employees’ contributions, connections, and reputations — and their impact — vs. only on a six-month or annual cycle.

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The Postdigital Divide: Why Businesses Should Support the Empowered Employee in the Network Economy

The Postdigital Divide: Why Businesses Should Support the Empowered Employee in the Network EconomyPosted by John Hagel, Suketu Gandhi and Giovanni Rodriguez on February 17, 2012

Deloitte article in Forbes instigates debate in the Human Capital community

At a time when most of the world is struggling to keep people employed, a small but growing number of leaders in the private and public sector are providing employees with new rules and tools for getting ahead. The reason: Savvy leaders are beginning to see that these new rules and tools — the “postdigital” technologies and best practices that are equipping employees to outperform their peers — allow businesses to see employees not as costs to be managed, but as assets that help grow the top and bottom line.

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BYOD: Another Sign of the Postdigital Times

BYOD: Another Sign of the Postdigital Times Posted by Rob Underwood on September 5, 2012

We’ve talked about the postdigital enterprise here on the blog before—how people and their technology tools are becoming increasingly interconnected and how five disruptive forces (social, mobility, analytics, cloud and cyber intelligence) are converging to reshape the marketplace and the expectations of customers and employees. It’s relevant here because so much of what we’re seeing can have an impact on HR. For example, our recent Deloitte study, Devices, Consumption and the Digital Landscape, looks at trends in technology, telecommunications and media. Though not a strictly “HR study,” what it reveals has some decidedly HR-related implications.

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