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#WorkTrends Recap: Quicker & Better: The Importance of Speed & Productivity in Recruitment

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Today’s #WorkTrends show addressed the importance of speed and productivity in the recruiting process – a topic that is constantly relevant.

In a tight labor market with high demand for top talent, speed is critical to landing the best possible talent. We were joined by Kurt Jones, Director of Product Marketing for PeopleFluent.

According to Kurt, recruiting leaders need to focus on all of the areas in their control to make sure their teams are performing at peak productivity and with a constant sense of urgency.

Some of the things we discussed included:

  • How much wasted time costs an organization
  • Why speed and productivity should be top priorities for recruiters
  • How to capitalize on technology to keep talent pools fresh and accessible
  • How speed positively impacts the Candidate Experience

It was an active #WorkTrends podcast and Twitter conversation. Participants had a lot to share about their experiences with recruitment processes – both good and bad. Whether you’re intrigued by the topic of effective recruitment practices, considering revising your current talent acquisition strategies, or trying to figure out how to attract and retain top talent, this show had a little bit of something for everyone.

Want to learn more? Listen to the recording and check out the highlights below:

The TalentCulture #WorkTrends Show is all new on Wednesday, March 16, 2016, from 1-2 pm ET (10-11 am PT). Join TalentCulture #WorkTrends Host Meghan M. Biro, as she talks about Diminishing Unconscious Bias in Hiring with Gail Tolstoi Miller, CEO of Consultnetworx, a staffing firm and Speednetworx, a speed networking company.

Join our social communities and stay up-to-date! The TalentCulture conversation continues daily. See what’s happening right now on the #WorkTrends Twitter stream, in our LinkedIn group and on our Google+ community. Engage with us anytime on our social networks or stay current with trending World of Work topics on our website or through our weekly email newsletter.

Photo Credit: jim.gardiner.papabear via Compfight cc

How to Succeed at Talent Acquisition in 2016: The Empowered Recruiter [Webinar]

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To stay competitive in 2016, your talent acquisition success will depend on a combination of effective recruitment marketing strategies, increased speed, and quality hiring processes.

All of which looks good on paper but can feel overwhelming.

Finding the right candidate is often like searching for a needle in a haystack. Your recruitment marketing strategies deliver new volumes of candidates for open roles, using various channels to attract that sought-after talent. And your optimized career page, social sources and job board listings engage candidates better than ever before.

Now what? Are you essentially creating a bigger “haystack” that those elusive “needles” are buried in? You don’t have time for that.

As recruiters, your fundamental responsibility is to find the best people for any given job as fast as possible—regardless of the complexities you face with sourcing, hiring processes or volume of candidates. You need faster and easier candidate identification. You need tools that make you more productive as a recruiter.

What if you could actually create smaller “haystacks” for each open requisition you have, and be automatically presented with a handful of potential “needles”?

You can. With a next-generation ATS (Applicant Tracking System) – a platform that brings candidate intelligence, analytics, integration, and automation right to your fingertips, strengthening your ability to derive actionable insights from the database.

Become an empowered recruiter and succeed at talent acquisition in 2016! Join PeopleFluent and Meghan M. Biro, on December 10, 2015, at  2PM EST for our webinar: “Talent Acquisition Success in 2016 Part 1: The Empowered Recruiter.”

Here’s what you can expect to learn:

  • The imperatives of robust, dynamic talent pipelines
  • Specific opportunities to simplify complex sourcing requirements
  • How to build and manage recruiting analytics that empower you
  • How mobile capabilities accelerate and amplify some of the most core functions of modern applicant tracking databases

You’ll also learn more about next-generation Applicant Tracking Systems, like PeopleFluent Recruiting, which are purpose-built for enterprise recruiting by simplifying complex recruiting processes, accelerating candidate identification, and engaging candidates, recruiters and hiring managers.

This valuable information will help you find, attract, hire, and align the best candidates in 2016 and will give you a critical edge over your competition. Click here to register today!

photo credit: Cross Processing Experiments via photopin (license)

 

PeopleFluent is a client of TalentCulture and sponsored this post. 

The Evidence Of The Whole Makes The Employer Brand

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“You can twist perceptions
Reality won’t budge
You can raise objections
I will be the judge
And the jury…”

—Neil Peart (Rush, “Show Don’t Tell”)

 

He held his right hand out toward prosecutor, defense attorney and the defendant first.

“They are evidence.”

Then he put his hand on his chest.

“I represent the law.”

And then he held his hand out toward the jury box where 18 prospective jurors sat.

“And you ultimately will be the verdict.”

The judge articulated the jury selection process clearly and methodically. For me, it was the first time I had gone through one where I actually had to report to the courtroom and witness the jury questioning, waiting in the wings in case my name was called to the jury box.

In the end I was released, the jury selected before the court assistant called my name. As jurors were dismissed and new jurors called up for questioning, the judge emphasized over and over again how the jury must only evaluate the evidence presented and decide on a verdict in accordance with the law. Period. Everything else including beliefs, biases and backgrounds needed to be left at the door if at all possible.

Easier said than done of course, but this is how the U.S. criminal justice system works and it moved me to hear how objectively passionate the judge felt about the jury process and the trial itself. He also had a sense of humor about the selection process.

“I understand you good people sitting out there are really pulling for thirteen of these eighteen up here to get selected for this trial so you can be released. That’s very supportive of you. Thank you for your service.”

It struck me that this is how we deal with the world of work and our brands, but in a much more skewed way. We being leadership – the law as judge and jury – and we want business decisions made via a very filtered data set, one that includes our personal beliefs, biases and backgrounds but not the entire workforce’s, not the whole workforce.

And we keep holding court through those filters, especially when we’re an established company trying desperately, or not so, to rethink culture and rebrand the business. In doing so, are we bleeding out the good folk that work and make cultures that rock?

It’s tough to resolve the brand debt, those rehashed value propositions that haven’t meant much to the greater workforce since the company was an entrepreneurial gleam in the founder’s eye. We aren’t willing or unaware how to look at more data than how others perceive the business and the brand. All too often within our workplace we’re making important people decisions based on assumptions of the leaders, instead of the employees, which includes:

  • What we think the culture is
  • What was valuable to us at a previous age or stage in our careers
  • What matters to us in a workplace

This according to TalentCulture #TChat Show guest Susan LaMotte, SPHR, founder of exaqueo, a workforce consultancy. Susan emphasizes how important it is not to assume, and not just because of the colloquial reason and of what it makes us all when we do ass-u-me.

We should gather new data regularly from our employees through surveys, interviews, focus groups and ethnographic studies and not base business brand and culture decisions based on data from years ago or what we think it should be. Not only that we should let someone else gather the data, an objective third party if possible, so we can set our beliefs, biases and backgrounds aside while gleaning the whole of everyone else.

Because whether our business was a terrible place to work for or not, how do we tell the story now? How do we get rid of our brand debt and tell the realistic story now? Because you can bet the majority of your employees and candidates are already telling it, good or bad, and the Talent Board Candidate Experience Awards data verifies this.

A recent PeopleFluent Millennial Survey shows revealed that over one-third of the respondents value culture as the biggest factor when recommending their place of work to a friend. And over 40 percent value culture as the most important factor when choosing a job.

Asking our current employees about what our company does and doesn’t do well as an employer helps us to tell that realistic story now, and HR can and should drive this initiative. Then we can build a real employer brand foundation to better extend that brand in the market.

The jury has spoken and the verdict is in. It’s the evidence of the whole that makes the employer brand.

With the Effectual Stretch in Recruiting, You Can’t Lose

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“The end cannot justify the means, for the simple and obvious reason that the means employed determine the nature of the ends produced.” –Aldous Huxley

Indeed. This quote was shared with me in a comment on my Who Cares As Long As We’re Still Hiring article. The commenter conveyed that it does matter what we call something, as it helps to power the means.

This is true, and I responded that words do matter and the means employed are critical. But I argued that the spirit of technological innovation today isn’t helping to alleviate the human problem of not adapting fast enough to remain employable, and/or creating new opportunities where none existed before. We can and do occupy the same space with technology and displacement isn’t new, although now in this digital age, it’s unprecedented. Worrying about what we call talent acquisition isn’t creating solutions to retrain the workforce and keep our growing population productive – that’s the means I’m worried about.

His thoughtful response summed it all up:

The mistake all of us are doing… is trying to solve our problems with the same thinking we used when we created them – that only creates more problems.

Solid solutions in the past have come from trying to solve our problem outside the thinking we used to create them. This requires testing every belief we have – something most are not willing to do….

Amen. And change and solve we do, from every technological disruption to workforce displacement, whether it comes from early learning and not knowing any other way, or forced adoption.

For example, a PeopleFluent colleague of mine, who is a Millennial, developed a research survey for Millennials that will generate valuable insight for employers as they consider how to hire and develop their next generation of employees. Millennials can take the survey here. Instead of initially send out email campaigns to lists of the younger workforce, which we will still do, we instead chose to share via social media channels first. Within a week we had nearly 300 responses.

That’s telling, don’t you think? Give the young folk what they want, where they want it and how they want it, and you’re in.

Then there was the Wall Street Journal article about the New York Times temporarily blocking access to their nytimes.com homepage on all desktop computers at its headquarters. Those employees who try to get on their own site via desktops will receive a message prompting them to switch over to phones or tablets.

And that is that – forced adoption. Not a bad idea actually when you think about the fact that there are now well over 5 billion mobile devices in use across the world, compared to only 789 million laptops and 743 million desktop PCs. That’s where more and more of their readers are accessing newspapers, magazines and books.

And applying for jobs. In fact, the failure to recognize and account for the now ubiquitous use of mobile Internet access will most likely hobble a company’s efforts to find new people. As more candidates leverage their devices to learn about jobs and apply to them, they will simply move on from companies that don’t have mobile-optimized career sites. Responsive web design ensures the candidate experience is consistent regardless of device and will help reduce drop-off rates and increase qualified applicant conversation rates. Not to mention the fact that Google’s search algorithm now penalizes a company’s mojo if they have both a mobile and desktop website, as opposed to one mobile-optimized site.

Talent acquisition professionals today have the benefit of a bevy of technological innovations including mobile to empower attracting, sourcing, screening, interviewing, hiring and onboarding, but the mainstream is still focused on targeting the entire stream that dumps into the big blue of everyone looking or not looking for a job. The proverbial post-and-pray approach of posting a job everywhere possible and praying that some qualified folks will appear in the net along with the hundreds of unqualified people per each requisition posted. And doing it every single time the job is open.

When we discussed this on the TalentCulture #TChat Show with three progressive recruiting pros – Johnny Campbell, Founder and CEO at Social Talent; Sara Fleischmann, Purple Squirrel Hunter at Hewlett-Packard; and Stacy Zapar, Founder of Tenfold, and recruiting strategist, trainer & advisor – the consensus was that it’s the way recruiters have always done things.

There’s safety in numbers, and if everyone else is doing it, surely it must work! Unfortunately it’s still prevalent in many circles because there’s a lack of education and motivation in the recruiting industry.

But there those organizations making a difference, adopting new recruiting practices and empowering job seekers to do the same. For example, in a recent webinar with Gerry Crispin, Talent Board co-founder and one of the great minds behind the Candidate Experience Awards, some innovative examples of the “means employed determine the nature of the ends produced” include:

  • RMS – Run virtual chat rooms where job seekers bring honest questions and recruiters bring honest answers.
  • Spectrum Health System – Bring together qualified candidates and managers together in person for one-stop interview shop with a promised decision and offer, or not, the same day.
  • jetBlue – Built pilot people pools that start attracting talent in universities and then assign mentors that continue 3-4 years after graduation (bootcamps, assessments, etc. They sources 20% of their pilot hires this way.
  • CH2M – Continuously improve the recruiting experience and generate a monthly sentiment report. Their net promoter score increases year over year in overall communication, ATS efficiency, mobile apply, etc.

Change can be painfully productive, and the adage “adapt or perish” is one more and more employers and prospective employees hang from their hearts like motivational posters. That’s why with the effectual stretch in recruiting, of pushing oneself to learn and expand beyond what’s known and comfortable in a way that’s produces desired yet diverse effective results, it’s a win. Or what Mr. Huxley said. Either way you can’t lose.

When the Social Collaboration Magic Happens

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Mercy me, my MySpace experience is one I’ll never forget. It was my first foray into social media beyond simply blogging, online groups and forums like AOL, and sharing collaboratively via email.

There I was early in 2007, in front of my computer setting up my MySpace profile. I filled it out, not sure of where exactly this online adventure would take me. I hit “publish” and waited.

Ten minutes later I received a connection request. Eagerly I read, in graphic detail, a business proposition of sorts from another woman. Yes, that. A minute later I deleted my profile not sure what the heck I had gotten myself into. So much for the magic at that point. (I’m sure it’s a different experience today.)

Before that email was my social tool of choice. I know, based on what I know and practice now, that’s practically blasphemy. I used it when journaling to family and friends during travel with my wife, collaboratively communicating with colleagues and peers on projects, and communicating real-time with whomever included all of the above.

Many of you may have had similar experiences. If so, you remember that what may have seemed foreign at first – take email for example – a tool I started using way back in the late 1980’s when I attended and worked at San Jose State University. Not only did we have email to communicate with one another campus-wide via email and intranet, we could communicate with any other campus in the state and UC system as well as many other educational institutions.

Of course, email had been used even before my experience at the university. It was also supposed to be the demise of businesses everywhere, public or private, because employees were (are) loose cannons who will share critical business information with complete strangers and competitors alike.

It didn’t thankfully. Now, many of us did (and still do) share too much erroneous and volatile information, inappropriate messages that should’ve been deleted before the send button was ever close to being hit. No, I won’t share a story here, but just know I’ve been one of the many.

What it did do – including the email, the Internet, online forums and more – was increase productivity, innovation and the speed of positive business outcomes. There are smarter academics, entrepreneurs and captains of industry than me who can attest to that. All of these tools and activities had to be adopted and sustained over time in order to bring so much good to fruition, not only by leadership, but also by nearly every single individual contributor inside the organization.

Blogging was my second social activity of choice at the time. I also joined LinkedIn, but after setting up my initial profile and connecting for a handful of others I knew, I didn’t do anything with it (which has changed dramatically for me since). And then I joined Twitter and tweeted out: I’m setting up my Twitter account and have no idea what to do next. After that I joined Facebook where my early social sharing adoption took hold with immediate family and friends.

In 2010 is when Meghan M. Biro and I co-founded the TalentCulture #TChat Show on Twitter (and now have expanded beyond that into multiple online social channels and now includes audio and video), and look where that’s gotten us – a growing highly collaborative community of thousands of HR, recruiting and business professionals who network, learn, share, innovate and engage online with one another every single day around the greater theme of empowering a better workforce and workplace one day at a time.

However, all this adoption has been primarily on external social networks. Plus, the way in which people access the Internet has been transformed in recent years as more people use mobile devices to go online practically anywhere today. There are now 5.2 billion mobile devices in use across the world, compared to only 789 million laptops and 743 million desktop PCs. And according to Aragon Research, by the end of 2015, 85% of businesses will have defined some form of bring your own technology to work.

What about social media and networking inside organizations? With rare exception, it’s been tough enough to get traction with any new social network today, but it’s been even harder to get it internally. Or at least, what’s been difficult has started to finally be embraced with limited open arms.

Many HR technology software providers have embedded the power of social collaboration into their talent acquisition and talent management software (including my own PeopleFluent), so that from the point of being courted by a company, to then being hired, onboarded and beyond, companies can better enable workforce collaboration and communication and amplify their people and the value each brings.

The McKinsey Global Institute has estimated productivity improves by 20-25% in organizations with connected employees, and the potential for revenue amounts to $1.3 trillion per year. Also according to McKinsey, a remarkable 83 percent of respondents say their companies are using at least one social technology, and 65 percent say employees at their companies access at least one tool on a mobile device.

Given the focus on engagement and some other key internal communications trends, communicators will take a more active role in promoting the adoption of internal social media, which will require a strategic change management initiative to move away from email that still dominates the enterprise today (thank goodness). It must be a cultural adoption throughout an organization, practiced by business leadership but fully embraced by everyone else.

According to Social Media Sites within the Workplace by Prof. Hope Koch, PhD of Baylor University, employees had a greater sense of well-being and organizational commitment and better employee engagement when participating on internal social sites.

But this kind of organizational change means understanding how your current level of employee engagement impacts the ultimate adoption and continued usage of any social software, something that the principal of Holtz Communication + Technology Shel Holtz emphasized on the TalentCulture #TChat Show.

Ultimately what business leaders should invest in is social collaboration software. Besides the improvements and possible return outlined above, it might also be used as an “early warning” system to improve overall risk management. Remember, social networks can be a giant public sieve for inadvertently sharing proprietary corporate secrets and inappropriate employee behavior. Most of us do a pretty good job of not sharing that much, but when emotions flare for whatever reason, transparency isn’t usually one for restraint.

Lastly, according to The Social Workplace Trust Study, when employees are empowered to communication openly internally as well as externally with others, and to engage regularly across social networks, employees evidence greater loyalty to and trust of their employers, have more pride in their work, and feel that they can make a difference at work.

Here’s my proposition (and I promise it won’t make you squirm): when we can network, learn, share, innovate, engage, even play with one another every single day, both inside and out of our “motherships,” that’s when the social collaboration magic happens and we can all empower a better workforce and workplace one day at a time.

About the Author: Kevin W. Grossman co-founded and co-hosts the highly popular weekly TalentCulture #TChat Show with Meghan M. Biro. He’s also currently the Product Marketing Director for Total Talent Acquisition products at PeopleFluent.

photo credit: The magic wand via photopin (license)

These Are The Moving Recruiting Money Shots

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I played Patrick the recruiter in our customer conference general session skit. It was less than 15 lines and shouldn’t have been a problem.

But it was, mostly because I’m a ham at heart and like to improvise whenever possible. Forget the fact that there would be a floor monitor and a laptop showing the players the script.

So there I was on stage with some of my esteemed colleagues in front of hundreds of customers – heads of HR and talent acquisition – plus partners and peers – delivering my lines like a seasoned actor.

And then Megan, our VP of strategic accounts, queued me up for my big finale:

“What if you could pin your most frequent searches on your dashboard, and have the results refresh automatically as new candidates show interest, eliminating barriers between you and the next great member of your team?”

“That would be fantastic!” I exclaimed.

Wait for it…then nothing. Odd, I thought, what’s she waiting for? 

Seconds go by. “Um…Patrick…um…would you like me to set up a job search for you?”

Wow. I missed the money shot line. How did I do that?

“Um…yes! Can you set up one for our Store Manager position we’re always looking to fill?”

“Absolutely. We’ve set the Store Manager search to include the important parameters you define and that are unique to the job, including keywords, tags and location…”

Megan wrapped up the Patrick segment, and that’s when I added:

“Megan, sorry, but I’m managing over 60 reqs right now and it’s hard for me to remember which one is which.”

Smiles. Laughter. Some claps. I had my money shot after all.

Okay, maybe not 60 reqs, but I know many talent acquisition teams are carrying heavy job loads because finding and hiring the best people. Tech talent is especially tough today, to find those with the necessary skill sets that are critical for today’s companies – primarily, software programmers and developers, as well as science, technology, engineering and mathematics (STEM) positions.

According to Computerworld’s 2015 Forecast survey, job growth in IT remains very healthy – nearly one-quarter of respondents said that they plan to add more IT employees this year.  At the same time, unemployment for IT professionals is extremely low – just 2.5% according to figures from one of the latest Dice Tech Trends report – making it even harder to find top people with technology skills in high demand.

Conversely, the non-technical positions companies need to fill continuously takes a candidate pooling and constant “warming” approach, as well as engaging candidates with relevant content in various mediums, especially video.

Competing for the best people, regardless of role or classification, has again become priority number one with an emphasis on the speed and quality of the hiring process. But it’s really much more complicated out there: the hiring economy today is like an original screenplay we keep rewriting and reordering, with a lot of sweat and tears, through every economic boom and bust story.

Yes, it’s complicated. According to the U.S. Department of Labor:

  • Job Openings have increased 28% in 2014, more than any other year since 1999.
  • For the last 12 months we’ve added on the average 200K per month.
  • At the same time, wages aren’t keeping pace, which is causing increased turnover.

And yet, a study last year from Carl Frey and Michael Osborne at Oxford University found that 47% of jobs are at risk of computerization over the next two decades.

And for the past few years, companies on the average receive an excessive number of resumes per every open full-time permanent position. This according to the Candidate Experience Award (CandE) data (you can now download the 2014 report here and then participate in the 2015 CandEs here) from the past two years alone that shows open requisitions for all levels of positions are tracking over 200 resumes each. At the same time, more than half of job applicants are applying for up to four jobs per week, while nearly a third applying to up to nine jobs per week.

Although the competition for top talent is fierce, employers must still find creative ways to entice people with in-demand STEM skills to join their company – getting to know whom they’re targeting is critical prior to and especially during outreach. Thankfully, research and relationship building are alive and well in recruiting today for whatever the roles being hired. We’ve covered this topic detail on the TalentCulture #TChat Show more than once recently.

But what are some specific examples of delivering better talent acquisition regardless of the complicated backstories and plot twists? We keep pitching the “better experiences” for candidates, recruiters and hiring managers, but what productions have made it to the big screen?

The CandEs have them in the spotlight and since founding them in 2010, the Talent Board has created a global benchmark process for companies to gain needed insight into their recruiting processes and more specifically, how their candidates feel about the process and how they were treated.

The CandE benchmark is the foundation for how companies are recognized for the awards, by their candidates. This award process is truly the first and largest “People’s Choice” award in the recruiting industry, and remains the largest single source of candidate experience and recruiting performance benchmark data in the world. (For those keeping score at home, about one-third of the 2014 winners are PeopleFluent customers.)

Here are give great examples of from the CandE winners with distinction, those companies who by far have exceeded the first-tier winning benchmark:

  1. MetLife has built a validated simulation that not only helps assess a candidate’s qualifications, but that candidates also find informative and educational about job requirements. They also distribute surveys to get detailed input from new hires at from day one, after three months and again at one year.
  2. Capital One launched their CandE effort two years ago to build “consistency” of treatment from call center employees to executives. Every person who applies is asked a series of CandE-related questions and their response rates are north of 50 percent (10,000 asks per month) and their Net Promoter Scores are then segmented by location, level, function and recruiter.
  3. NBCUniversal holds Tech Talk Tuesdays and Ask the Experts every Wednesday, every single week. By measuring and acting on their source of hire and other hiring data, their speed to hire has improved from 75 days to 29 days.
  4. Hyatt has begun aligning their well known and well developed “guest experience” to the CandEs. One thing they’ve done as a result is to introduce applicants to employees during the interview process, and much earlier in the process than most companies usually do.
  5. RMS, a three-time CandE winner with distinction conducts weekly and sometimes daily online chats that focus on providing “honest answers” to “honest questions.” They measure hiring like dating and equate the recruiting process to first-date impressions and beyond.

These are the moving recruiting money shots if there ever were. Thankfully there are more killer premiers and sequels like this every year.

Step right on up for your screen test. My people will call your people and we’ll do lunch.

About the Author: Kevin W. Grossman co-founded and co-hosts the highly popular weekly TalentCulture #TChat Show with Meghan M. Biro. He’s also currently the Product Marketing Director for Total Talent Acquisition products at PeopleFluent.

photo credit: DSCN3961 via photopin (license)

That Magical Mindful Presence of Candidate Service

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“And with all your magic
I disappear from view…”

—Coldplay

She stopped in the middle of the hall and met my gaze. We shook hands. Other customers, partners and peers streamed around us on either side like a river around rocks.

“It was a pleasure meeting you,” I said.

She smiled. “Likewise.  This was a great week. Very informative. You really know how to listen to your customers.”

I’d thought she’d wink on that last comment, but she didn’t. Instead, the gleam in her eyes told me all I needed to know. After earlier conversations about how they’d been waiting for our latest talent acquisition product innovations that would eventually improve their speed and quality of hire over time, her and her colleagues were excited about the possibilities. The streams around us rushed continuously by, color and conversation blurred while we engaged in the magical mindful presence of one single interaction.

“Safe travels,” I said.

“You as well.”

Then we both merged into the nearest streams and were gone. And so it was at our PeopleFluent WISDOM 2015 customer conference, where engaging customer, partner and peer communication streams flowed in and out of the general session hall, through breakout sessions, down hallways, across tables during breaks and mealtimes.

Business thrives when customer communication and education are constant and engagement and retention are high. They are, of course, a very special group of investors who count on some kind of return in short order – streamline our processes, save us time, money and more. In the HR technology marketplace, they want all of the above plus better hires, a smarter workforce, strong leadership, diversity of thought, agile innovation and more.

This is why according to Yvette Cameron, HCM research director at global research firm Gartner who spoke at our WISDOM conference, companies spend over $41 billion on customer relationship management (CRM) technologies. We leverage technology, invest in our products and services, improve our customer service, wheel and deal, bend over backwards and do whatever it takes to hold onto our customers.

Conversely, companies only spend about $11 billion on HR technology, which is just a little more than a fourth of the CRM spend. Yvette then asked us all: What if we treated employees like we treat our best customers?

What if. Ironic, right? But hey, engagement is up according to the latest Gallup research: The percentage of U.S. workers engaged in their jobs rose from an average 31.7% in January to an average 32.9% in February. The latest monthly rate of employee engagement is the highest Gallup has recorded in three years and is a full 1 1/2 percentage points above where it stood in February 2014.

One and a half percentage points. Whooptee do-da-day. Break out the bubbly, kids. As soon as we’re hired we disappear into a faded and muted blur. As soon as we don’t get the job, we disappear.

Progress, however incremental, is progress, and there are those who are making the move on the front end to treat candidates like customers and using the right technologies to enable the much-needed preferential treatment. That’s why research and relationship building are alive and well in recruiting today, something we’re going to cover on the TalentCulture #TChat Show this week.

These same candidates, who like your customers, are doing their homework in advance on whether or not they want to do business with you, regardless of the technology investments you’ve made. This means the HR and talent acquisition teams need to take the time and do their due diligence when sourcing the best talent and invest in “whatever it takes” engagement to hold on to these customers – the current and future workforce.

Finding and hiring top tech talent is really tough today, especially those with the necessary skill sets that are critical for today’s companies – primarily, software programmers and developers, as well as science, technology, engineering and mathematics (STEM) positions.

According to Dice’s 2015 Tech Candidate Sentiment Survey, tech candidates understand that recruiters use publicly available data to research candidates and get a “total person” view before making that first call to provide a better candidate experience. At least 50% of survey respondents said that they wish recruiters would do more research on them and their background before calling.

The candidates are in the driver seat now, so let us not forget that. But, according to the 2014 Candidate Experience Awards Report (the CandEs), employers overall are doing a better job meeting the needs of candidates in the pre-applicant stage of the candidate experience, providing transparency into Values (86.5 percent), Product (81.3 percent), Answers to ‘Why” People Want to Work Here (87.1 percent) and Answers to ‘Why’ People Stay Here (70.3 percent). They also focused on providing information on key culture initiatives around Diversity (83.2 percent).

This all helps of course, but whether hired or not (we’re all perpetual candidates), business thrives when customer communication and education are constant and engagement is high. Over the past two years, many CandE winners have invested in developing qualitative feedback channels for those candidates not advancing while immediately career pathing those who are.

And although not all their efforts focus on one-to-one communication, many are focusing on interactive communication channels that inform, educate, provide feedback and ask for feedback from smaller groups, leveraging that magical mindful presence of candidate service.

We really should listening more. And answering back. That’s worth at least 10 percentage-point return on engagement, don’t you think?

“And if you were to ask me
After all that we’ve been through
Still believe in magic
Oh yes I do
Oh yes I do…”

About the Author: Kevin W. Grossman co-founded and co-hosts the highly popular weekly TalentCulture #TChat Show with Meghan M. Biro. He’s also currently the Product Marketing Director for Total Talent Acquisition products at PeopleFluent.

(license)

 

Diversity and Inclusion Drive the Road to Remarkable

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“Half the world is
Half the world was
Half the world thinks
While the other half does…”

–Neil Peart (writer and musician, “Half the World”)

The nightlight burned brighter. It didn’t make any sense at the time because it was the same nightlight we always used in the hallway for our girls, and it was never usually that bright.

As usual I tossed and turned earlier in the night, with the weight of my world raining down like meteors in the night sky, cratering my sleep with burning questions.

I woke at 3:45 am, 45 minutes before I really had to, the nightlight lighting up our white bedroom door. It seemed to pulse slowly like a sleeping heart rate, calming and warm. I knew it was really 4:45, because of daylight savings time – Spring forward and all. What a day to be heading East when time heads West, I thought.

When I deleted the alarm time I had set the night before, I noticed the text. I rubbed my eyes to ensure I read it correctly.

Kevin, it’s Kevin – call me.

I went downstairs and texted back: Who is this?

I’m you. In the future. Please call me. It’s important.

I set the phone down on my desk. Then, another text.

Please, call me at…

The number texted to me, from whoever it was on the other end, was my cell phone number.

What the hell?

I didn’t have to leave for the airport for another hour, so I called it. This is crazy; it’s just going to give me a busy signal.

But it didn’t. The ring sounded warped, slowing down, then speeding up. A somewhat familiar voice answered.

“Hello?” the man said, again slightly distorted. I also heard what sounded like the ocean, the ebb and flow of surf crashing on the beach.

“Hello,” I answered. “Who’s this?”

“Listen, Kevin, I don’t know how much time I have, but I have a gift for you.”

I didn’t answer.

“Really, it’s not a joke. You’re calling the future and I have great news.”

“Who is this?” I asked.

More ocean sounds, moving in and out of tinny monotone and digital clarity.

“I’m you. Trust me. I can’t give you many details, but know that your girls are happy and have grown into strong and empathic women who are leaders in their fields. In fact, there are more women from various cultural backgrounds in leadership roles worldwide than ever before. And men are more supportive peers and colleagues who shoot themselves in the feet much less often.”

“How did you know I worry about that for them?” I asked.

“Because I’m you,” came the answer. “Your world today is still very male dominated, but that will change. Trust me.”

“Right on,” I instinctively replied. “Wait, I can’t believe I’m listening to this, I’m hanging up now.” Time inched closer to my airport departure. I readied myself to disconnect the call.

“You and your wife did a remarkable job, Kevin. You’re…I mean…we’re the better halves of doing and making things whole,” the familiar voice on the other end added, as clear as if it were in my own head. “Be grateful for girl power.”

I found myself compelled to respond. “Nothing’s that easy. There’s still too much to do and we can’t do it alone.”

“You’re right, it wasn’t easy, but the world figured it out and we finally evolved socially and economically. A little here, a little there. Spring forward and all that, you know.”

I shook my head and closed my eyes. I must be dreaming.

“Oh, and also in the future there’s free Wi-Fi and power everywhere in the air, letting us work from anywhere at anytime, all from sustainable clean energy and pretty sweet wireless quantum physics technology.”

“That’s great. The future’s so bright we gotta wear shades, right?”

No response to my Timbuk 3 1980’s song forever lost in time, but it was time for me to head out. Or wake up.

“Are you still there?”

Nothing. He was no longer there, whoever he was, or wasn’t. Nothing left but ocean sounds. I left for the airport.

Of course this was all a self-fulfilling prophecy; a forward-thinking daydream fantasy of what I hope the world and the workplace become someday for my children, and how they might help transform it.

Something much more remarkable than today. Yes, it has been something that weighs on me, but the good news is that diversity and inclusion are hot topics today and rightly so. Hopefully this all becomes the road to remarkable.

Bersin by Deloitte research shows that 71% of companies “aspire to be fully inclusive.” However, when you look at what actually is practiced, only 11% truly demonstrate an inclusive culture, of embracing being yourself and really bring your “authentic self” to work every single day, wherever and whatever that work is.

And that means for men and women alike. Unfortunately gender equality for women has a ways to go, and implementing a diversity and inclusion strategy to improve the landscape is still in the early days. Having two girls has given my wife and I front row seats to this disparity show and how pervasive bias is, but change is in play, however painful and slow.

According to “What Is the Impact of Gender Diversity on Technology Business Performance?” report from the National Center for Women & Information Technology, a teams’ collective intelligence rose with the number of women in the group, possibly because of the women’s higher performance on tasks that required social sensitivity. Plus, Gallup research shows that women leaders tend to have significantly happier, more highly engaged teams.

PwC’s 2015 CEO Survey revealed that overall talent diversity and inclusiveness are not just the softer issues only given lip service, but instead are now considered crucial to being competitive. Of the CEOs whose companies have a formal diversity and inclusiveness strategy, 85% think it’s improved their bottom line. They also see such strategies as benefiting innovation, collaboration, customer satisfaction, emerging customer needs and the ability to benefit technology.

I’ll be at our PeopleFluent WISDOM 2015 customer conference this week and am proud of the fact that helping customers leverage diversity and inclusion programs is a top priority of ours. This and facilitating equal employment practices and compliance at every stage of the talent management lifecycle that create and sustain high-performing workforces.

Among many other powerful speakers and sessions, Dr. David Rock, the director of the NeuroLeadership Institute, will keynote our conference and speak about “Breaking Bias: Why Diversity and Inclusion Initiatives Are Good Business.” Companies everywhere are struggling to significantly move the needle on the diversity and inclusion challenge, and Dr. Rock’s research suggests how exploring the biology of bias will help us ultimately and authentically mitigate it at a whole new level.

Lastly, I did actually talk with the future recently on the TalentCulture #TChat Show, about 18 hours into the future to be exact (from one time zone to another across the Pacific). It was with Mandy Johnson, best-selling business author of Family Village Tribe and Winning the War For Talent, and an active speaker, advisor and executive educator. Mandy lives in Australia and discussed with us her “Six Steps To Building A Remarkable Workplace,” the first of which includes having CEO buy-in and HR champions prioritizing and supporting people-centric initiatives.

These initiatives, which include diversity and inclusion programs, not only drive our better halves when it comes to organizational change and positive business outcomes through intelligent and transparent HR practices, they also drive the road to remarkable for both genders and generations to come.

About the Author: Kevin W. Grossman co-founded and co-hosts the highly popular weekly TalentCulture #TChat Show with Meghan M. Biro. He’s also currently the Product Marketing Director for Total Talent Acquisition products at PeopleFluent.

Photo courtesy of Kevin W. Grossman

#TChat Recap: The Extraordinary Potential Of Values Based Leadership

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The Extraordinary Potential Of Values Based Leadership

What does it mean to be a leader? It is about being the one who gives the orders? Is it about building relationships with people through values? This week’s #TChat topic: The Extraordinary Potential Of Values Based Leadership, shares a very unique perspective on what leadership should be all about. Fortunately for us this week, our guest: Mark Fernandes, Chief Leadership Officer of Luck Companies, a global Values Based Leadership (VBL) organization, is an expert on this highly buzzworthy topic. And why it shouldn’t it be buzzworthy? Leadership is responsible for managing people and their level of engagement with their organizations.

Mark kickoffs #TChat with explaining what Values Based Leadership means to him, but what it should mean to others:

Mark brings up two intuitive points about leadership: give your people something to believe in, and help them grow. Value Based Leadership brings leaders and employees together to share a common goal and purpose. Leadership plays a pivotal role in how employees develop, and how the tone for workplace culture is set. Mark believes that:

Leaders that truly lead, inspire their employees to do great things. They understand that attitude, motivation, and productivity around the office is reflected on how well they lead. Creating a stimulating culture and climate for employees to thrive in has to come from personal self-realization of what it takes to lead. To be a leader, you must:

Yes, self-realization of who you are and taking the time to learn about those around you is why leaders are who they are. How can you expect people to follow you if you don’t know anything about them? How can you expect to inspire greatness? As a leader, you must remember:

Values Based Leadership takes the time to value people, to hear their needs, and build a culture shared around a common goal. Making a difference starts with these steps. Few put in the effort and those that do see the huge benefits. If you want value, then you need to create it, and then share it with the rest. Because today’s workforce want to work for a common purpose. They want to build a better tomorrow. So give them the opportunity to do so. 

Want To See The #TChat Replay?


 

Closing Notes & What’s Ahead

Thanks again to our guest: Mark Fernandes, Chief Leadership Officer of Luck Companies, a global Values Based Leadership (VBL) organization. Click here to see the preview and related reading.

#TChat Events: The Extraordinary Potential Of Values Based Leadership

TChatRadio_logo_020813

 

#TChat Radio — Are you plugged in to #TChat radio? Did you know you can listen live to ANY of our shows ANY time?

Now you know. Click the box to head on over to our channel or listen to The Extraordinary Potential Of Values Based Leadership.

Note To Bloggers: Did this week’s events prompt you to write about trends on the engagement experience?

We welcome your thoughts. Post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we may feature it!

If you recap #TChat make sure to let us know so we can find you!

We Want To See You On TalentCulture. Become A Contributor Now!

Sign up for the newsletter to get the scoop on next week’s guest, topic and questions!

Save The Date: Wednesday, July 23!

Join us for next week’s #TChat!

The TalentCulture conversation continues daily on #TChat Twitter, in our LinkedIn group, and on our new Google+ community. So join us anytime on your favorite social channels!

photo credit:

#TChat Recap: It’s All About The Talent Engagement Experience

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It’s All About The Talent Engagement Experience

Too many times we find ourselves asking such questions as, “How do we get the most out of ourselves?” or “How can we be more engaged in what we’re doing?” These are questions that that leaders have to always ask themselves. As always, #TChat participants showed up to voice their opinions on this week’s topic: The Talent Engagement Experience. And what we heard, and what we learned, is talent engagement can no longer afford to live in the past. It needs a shining new coat of armor if it is to face today’s modern day challenges when it comes to managing people. This week, #TChat was joined by Jeff Carr, CEO & President of PeopleFluent, who knows all about what talent engagement means to the livelihood of an organization.

Understanding how to engage today’s talent begins with knowing why management practices of the past no longer work. Because every generation of workers are different. It requires constant fine-tuning to keep up with managing talent needs and wants. According to Jeff Carr:

Jeff brings up an excellent point about “…how and where people work is important to them.” And why shouldn’t it? Work takes up a significant portion of our lives. How and where we work should mean something to us. And it has to mean something for organizations as well. Because:

  By eliminating that “What’s in it for me?” mindset, then great things start to happen. People have to feel like they are part of the conversation if you want your organization to mean something to them. Realizing your employees matter is one thing, but allowing them to develop and contribute is another. And if you want people to contribute then you need to:

Because creating value throughout your employees day is what creates talent engagement. And you need your employees engaged. It’s critical to your success. Smart talent can sniff out when your culture stinks. It can happen during interviewing. It can happen whenever. Your candidate experience is part of your talent engagement experience and:

Talent engagement is about knowing how to manage people, because people come with all different types of motivational buttons that you need to press to keep them engaged. Take the time to find out what your talent is made of and give them the opportunity to succeed. The talent engagement experience is about managing character, motivation, and recognition. Give your people a chance to succeed by investing in them. Remember, investment doesn’t just mean financial reward.

Want To See The #TChat Replay?


 

Closing Notes & What’s Ahead

Thanks again to our guests (add guests, and twitter links). Click here to see the preview and related reading.

#TChat Events: It’s All About The Talent Engagement Experience

TChatRadio_logo_020813

 

#TChat Radio — Are you plugged in to #TChat radio? Did you know you can listen live to ANY of our shows ANY time?

Now you know. Click the box to head on over to our channel or listen to It’s All About The Talent Engagement Experience.

Note To Bloggers: Did this week’s events prompt you to write about trends on the engagement experience?

We welcome your thoughts. Post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we may feature it!

If you recap #TChat make sure to let us know so we can find you!

We Want To See You On TalentCulture. Become A Contributor Now!

Sign up for the newsletter to get the scoop on next week’s guest, topic and questions!

Save The Date: Wednesday, July 16!

Next week’s #TChat Topic: The Extraordinary Potential of Values Based Leadership

The TalentCulture conversation continues daily on #TChat Twitter, in our LinkedIn group, and on our new Google+ community. So join us anytime on your favorite social channels!

photo credit: aaronisnotcool via photopin cc

The Death of Traditional Talent Management

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by Jeff Carr, President and CEO, PeopleFluent

As organizations increasingly grasp the true value of their workforce and view employees as important business assets rather than cogs in a wheel, conversations in boardrooms across the globe are focusing on talent acquisition, management and retention. Organizations are starting to ask questions about their workforce, such as: How can I develop an actively engaged workforce that performs above the norm? How can I find the right talent for open positions and predict if they will become disenchanted or unhappy and will begin to think about leaving? How can I connect my talent initiatives and investments to tangible business results?

PeopleFluent-Launch-Logo-trans

What should be obvious to anyone with an HR pedigree is that traditional talent management practices are the solution of a bygone age – they are far too often obsolete and irrelevant. But with an astonishing 70 percent of the typical U.S. workforce disengaged[1], where do businesses go from here?

Our goal? Design a next-generation Talent Management system for the person, not the HR process. We want to transform day-to-day talent management processes into highly configurable and collaborative engagement experiences infused with social, video, and analytic capabilities. This is the future of talent management.The answer is to tailor and configure talent management to each employee, treating them as individuals. This radical idea was validated when we spoke to over 5,000 talent executives, and led us to develop the new PeopleFluent MirrorTM, which we invite you to discover during this week’s launch.

At PeopleFluent, we work with thousands of customers from a range of industries, including 80 percent of the Fortune 100, to hone in on what talent executives really need. We have a unique viewpoint about talent management as we understand that everyone is different – people work differently, are wired and motivated differently and are actively engaged through different means. Today’s priority for talent executives is employee engagement and to find the right talent strategy to fit the modern workforce reality or risk getting left behind by the competition.

PeopleFluent Mirror Launch Events

I invite you to join PeopleFluent this week at a number of engaging events to discuss this approach further.

Throughout the week, we’ll be hosting events that look at the future of talent management and the future of work to discuss the important topics that matter to you most.

Here is what we have planned:

 

 

Monday, April 28, 2014 – 11:00 a.m. ET live from Washington D.C.

  • This session will include a keynote from Carly Fiorina and an Expert Panel moderated by PeopleFluent CEO Jeff Carr on PeopleFluent’s Mirror Suite, benefits of deeper workforce engagement and how this impacts business outcomes. Participants include Michael Fauscette and Lisa Rowan of IDC and Carly Fiorina. Register

Tuesday, April 29, 2014 – 1:00 p.m. ET via online event

  • In this session, Elaine Orler of Talent Function will speak to the value created by PeopleFluent’s Recruiting Mirror, the importance of the candidate experience and the role of social and video in recruiting. Register

Wednesday, April 30, 2014 – 1:00 p.m. ET via online event

Thursday, May 1, 2014 – 1:00 p.m. ET via online event

Friday, May 2, 2014 – 1 p.m. via online event

  • Bryan Pena of SIA will discuss how to manage a growing contingent workforce and the value of PeopleFluent’s VMS Mirror. Register

Feel free to check out our brand new video news site at http://network.peoplefluent.com, our new corporate branding, and an overview of our new Mirror Suite for more details. We look forward to your feedback!

jeff carr
About the Author: Jeff Carr is President and CEO of PeopleFluent, a leading total workforce HCM technology company, that reduces productivity loss and improves financial results by building solutions around people instead of processes and redefining employee engagement through a single Talent Engagement Cloud.

[1] Gallup, 2014

Experts On Engagement: #TChat Goes LIVE in Las Vegas!

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(Editor’s Note: Looking for a recap of this live #TChat event? Read “Engagement as Energy: #TChat Lessons From #HRTechConf“.)

Employee engagement has become HR’s holy grail. Organizations are striving to strengthen engagement through every aspect of the talent lifecycle — from recruiting and onboarding, to continuous development and performance management. Why? HR leaders know that emotionally connected individuals simply perform better, day to day. In turn, this increases productivity, improves performance, reduces attrition and boosts overall business results.

Connecting The Engagement Dots

HR Technology Conference LogoWe’ve all heard Gallup’s bad news about the stagnant state of workforce engagement. But there’s good news on the horizon, too. CEOs and corporate boards are now taking aim and launching initiatives to turn these trends around. In fact, according to Conference Board research, CEOs say “increasing employee engagement” is their number one strategic priority for operational excellence.

So, How Do We Get “There” From “Here”?

In true #TChat style, we believe that better solutions come from the wisdom of the crowd. And what better place to share ideas than the HR Technology Conference?

HRTechMontage (2)That’s why TalentCulture co-founders Meghan M. Biro and Kevin W. Grossman have gathered a panel of today’s smartest HR executives, analysts and industry influencers to look closer at factors that make engagement work. And we’re saving you a front-row seat!

You don’t want to miss this LIVE #TChat roundtable in Las Vegas! We’re even serving-up refreshments to keep the conversation flowing. So save the date, and join some of the best minds in business, HR and technology for a very special event:

Join The Conversation When #TChat Goes Live In Las Vegas!

WHEN: Monday, October 7th, 2:30-3:15pm PT (5:30-6:15pmET)
WHERE: Peoplefluent booth #1201 (And on the #TChat Twitter backchannel)

Meet Our LIVE #TChat Panel Of Experts

•  Steve Melamed, Senior Director, HR Organizational Effectiveness & Operations, Avaya

•  Mark Berry, VP, People Insights, ConAgra Foods

•  Tony Loyd, VP, Organization & Team Effectiveness, Buffalo Wild Wings

•  Jessica Miller-Merrell, SPHR, Author & CEO of Xceptional HR

•  Marcia Conner, Collaborative Learning Thought Leader, Author. Principal, SensifyGroup

This a must-see event for anyone attending the HR Technology Conference and Exposition. So join us in booth #1201 for a lively and insightful conversation with some of the best talent-minded visionaries in business today!

Image Credit: Pixabay

HR Data: What's The Big Deal? #TChat Preview

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(Editor’s Note: Are you looking for a full overview of this week’s events and resources? See “HR Data: What Really Counts? #TChat Recap.”)

(Also Note: Have you heard the news? Now there’s another reason to look forward to Wednesdays!  STARTING THIS WEEK #TChat Radio moves to Wednesday nights at 6:30pmET — just prior to our popular #TChat Twitter event at 7pmET. So tune-in live, and then join us on stream!)

Better Data = Smarter Choices

Past performance can be a good indicator of future performance, right? Well, when it comes to HR decisions, not necessarily — according to a recent New York Times profile of workforce science practices.

Advances in data collection and analysis are shattering preconceived notions about how to find and manage talent. Increasingly, HR practitioners are looking to data for answers to important business questions. The possibilities span a broad spectrum:

  • Talent Pool Viability
  • Skills + Competency Analysis
  • Hire Quality + Cultural Fit
  • Employee + Contingent Engagement
  • Hiring vs. Workforce Development
  • Workforce Growth Rates + Costs
  • Talent Retention + Turnover
  • Overall Business Impact

So how can you effectively apply data to HR practices? That’s a question we’ll discuss at #TChat forums with two HR data experts:

#TChat Sneak Peek Video

To kick-off this week’s conversation, Christene joined me for a quick G+ Hangout, where she helped clarify the meaning of “Big Data” and its relationship to HR management:

#TChat Events: The Big Deal with HR Data

What do you think about workforce data and its role in business management? Whether you’re an organizational leader, an HR practitioner, or a job-seeker who wonders how data analysis will influence your career, data is increasingly relevant to professional life. So bring your point of view, and join us to share your questions, ideas and opinions to the table this week!

TChatRadio_logo_020813

Tune-in to the #TChat Radio show

#TChat Radio — Wed, June 26 at 6:30pmET / 3:30pmPT

Christene and Andrew join our hosts, Meghan M. Biro and Kevin W. Grossman, for a LIVE 30-minute discussion to examine this topic up-close.

#TChat Twitter — Wed, June 26 at 7pmET / 4pmPT

We welcome anyone with a Twitter handle to join our open, online community, as we exchange ideas live on the #TChat stream to explore this week’s questions:

Q1: Why is Big Data a bit of a misnomer when it comes to HR analytics?

Q2: What’s the difference between data, metrics and analytics?

Q3: What metrics and analytics should HR focus on, and why?

Q4: What can HR leaders do to make a business case for predictive analytics?

Q5: Why should we stop using spreadsheets to analyze talent management data?

Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed and on our new LinkedIn Discussion Group. So please join us share your questions, ideas and opinions.

We’ll see you on the stream!

HR Data: What’s The Big Deal? #TChat Preview

/3 Comments/ /by

(Editor’s Note: Are you looking for a full overview of this week’s events and resources? See “HR Data: What Really Counts? #TChat Recap.”)

(Also Note: Have you heard the news? Now there’s another reason to look forward to Wednesdays!  STARTING THIS WEEK #TChat Radio moves to Wednesday nights at 6:30pmET — just prior to our popular #TChat Twitter event at 7pmET. So tune-in live, and then join us on stream!)

Better Data = Smarter Choices

Past performance can be a good indicator of future performance, right? Well, when it comes to HR decisions, not necessarily — according to a recent New York Times profile of workforce science practices.

Advances in data collection and analysis are shattering preconceived notions about how to find and manage talent. Increasingly, HR practitioners are looking to data for answers to important business questions. The possibilities span a broad spectrum:

  • Talent Pool Viability
  • Skills + Competency Analysis
  • Hire Quality + Cultural Fit
  • Employee + Contingent Engagement
  • Hiring vs. Workforce Development
  • Workforce Growth Rates + Costs
  • Talent Retention + Turnover
  • Overall Business Impact

So how can you effectively apply data to HR practices? That’s a question we’ll discuss at #TChat forums with two HR data experts:

#TChat Sneak Peek Video

To kick-off this week’s conversation, Christene joined me for a quick G+ Hangout, where she helped clarify the meaning of “Big Data” and its relationship to HR management:

#TChat Events: The Big Deal with HR Data

What do you think about workforce data and its role in business management? Whether you’re an organizational leader, an HR practitioner, or a job-seeker who wonders how data analysis will influence your career, data is increasingly relevant to professional life. So bring your point of view, and join us to share your questions, ideas and opinions to the table this week!

TChatRadio_logo_020813

Tune-in to the #TChat Radio show

#TChat Radio — Wed, June 26 at 6:30pmET / 3:30pmPT

Christene and Andrew join our hosts, Meghan M. Biro and Kevin W. Grossman, for a LIVE 30-minute discussion to examine this topic up-close.

#TChat Twitter — Wed, June 26 at 7pmET / 4pmPT

We welcome anyone with a Twitter handle to join our open, online community, as we exchange ideas live on the #TChat stream to explore this week’s questions:

Q1: Why is Big Data a bit of a misnomer when it comes to HR analytics?

Q2: What’s the difference between data, metrics and analytics?

Q3: What metrics and analytics should HR focus on, and why?

Q4: What can HR leaders do to make a business case for predictive analytics?

Q5: Why should we stop using spreadsheets to analyze talent management data?

Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed and on our new LinkedIn Discussion Group. So please join us share your questions, ideas and opinions.

We’ll see you on the stream!