Preserving the secret sauce of a tech startup through integration


Posted by Eileen Fernandes, Kevin Knowles, and Britney Sussman on January 31, 2019.

The “arms race” for more capable talent has led many companies to acquire startups in order to fill emerging needs. This trend of “acqui-hiring” is becoming more popular than ever, and it’s not just larger tech companies buying smaller ones. Increasingly, companies across all industries and sectors are buying tech startups to close the talent and innovation gap. But while an acqui-hire can offer a more expedient path to the right talent mix, the workforce integration is far from simple.

Continue reading “Preserving the secret sauce of a tech startup through integration”

The rise of the social enterprise: Now it’s personal


Posted by Jeff Schwartz and David Mallon on January 29, 2019.

It’s impossible to be a social enterprise—a company that serves both a social and business purpose—without respecting the newfound power of the individual. Individuals are one of the three key macro forces driving the rise of the social enterprise, alongside expectations that businesses will step in to lead on society’s biggest issues and the impact of rapid technological change. From social media likes to in-person protests and everything in between, the individuals that make up today’s workforce wield more power and influence than ever before. Stopping this movement is not an option, so organizations should consider joining it.

Continue reading “The rise of the social enterprise: Now it’s personal”

The digital revolution and your candidate as customer

HR for humans: How data, digital, and human-centered design can transform HR


Posted by Mike Grennier on January 28, 2019.

While the customer has long been king in business—and rightly so—the digital age has enabled companies to treat customers like royalty by catering to their needs and preferences in unprecedented ways. Now, a competitive job market and underlying social and workforce trends have given employers another royal to consider: candidates. How is your Talent Acquisition organization taking advantage of digital capabilities to treat candidates like customers?

Continue reading “The digital revolution and your candidate as customer”

What gets measured gets done…unless you’re HR?


Posted by Arthur Mazor and Michael Stephan on January 24, 2019.

Raise your hand if you’ve received a survey in the last week asking for your feedback on a purchase or transaction, posted feedback online, or read others’ reviews to help you make a decision. There’s no disputing the prevalence and importance of measuring customer satisfaction and the widespread use of metrics in just about every facet of business as a tool to evaluate and improve performance. So, if workers are HR’s customers, with the power to make or break business success, how well are you tracking and measuring their experience and satisfaction? And, more importantly, what are you doing to improve it?

Continue reading “What gets measured gets done…unless you’re HR?”

Navigating the complex world of Talent Acquisition technology


Posted by Bill Cleary and Bhawna Bist on January 18, 2019.

With more than 2000 vendors in the space, the Talent Acquisition (TA) technology landscape is large and complex. No single end-to-end solution exists, so organizations must evaluate a variety of solutions from various vendors to address different stages within the TA life cycle (i.e., sourcing to onboarding). To make matters even more complex, the TA technologies are evolving rapidly. In light of these challenges, how should TA organizations approach this crucial decision?

Continue reading “Navigating the complex world of Talent Acquisition technology”

The conundrum at the core of ratingless performance management


Posted by Kathi Enderes and Peter DeBellis on January 17, 2019.

No one likes traditional performance ratings very much. Most people find the rating process opaque and question its objectivity and fairness. Managers don’t want to spend their time shoehorning people into fixed categories, defending their choices, and communicating ratings that disappoint more often than they thrill. Even HR doesn’t like ratings very much, as the process often involves chasing down managers to complete ratings and enforce guidelines. To respond to this, 14 percent of organizations we surveyed have gone “ratingless,” abandoning performance ratings altogether.1

Continue reading “The conundrum at the core of ratingless performance management”

Learning as a reward?


Posted by Julie Hiipakka and Peter DeBellis on January 15, 2019.

If you believe that access to learning and development (L&D) opportunities in your organization is democratic, this next statement might feel like a splash of cold water: it never has been. Aside from the most basic of offerings—like choosing your own adventure from a learning management system catalog or required compliance training—formal learning opportunities have historically been a de facto performance-based reward in most organizations.

Continue reading “Learning as a reward?”

Talent sourcing solutions: Offering improvements beyond efficiency


Posted by Matthew Shannon on January 11, 2019.

Healthy economic growth in recent years has spurred talent markets in which job openings currently outnumber job seekers.1 Yet, recruiters still spend an average of more than 12 hours per week seeking new candidates.2 The challenge many talent acquisition (TA) organizations face is finding additional resources that can help them identify and engage top candidates before their competitors. Fast-changing technological advances position the TA function to benefit from new tools to augment the time-consuming task of sourcing talent. Our new research assessing different talent sourcing solutions provides insights into which next-generation capabilities can streamline the recruitment process, improve recruiter productivity, and enhance candidate experience.3

Continue reading “Talent sourcing solutions: Offering improvements beyond efficiency”