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How to Build a Strong Employee Value Proposition

Numerous managers, HR specialists and entrepreneurs struggle with the meaning of Employee Value Proposition (EVP). Most of them even confuse it with Employer Brand. Just to set the record straight EVP represents the salary, benefits and compensation that an employer gives to his employees in order to get the best out of their skills, productivity and experience, thus encouraging the continuous development of the company’s values, mission, purpose and business goals. An organisation’s Employee Value Proposition works alongside the Employer Brand and is a crucial factor when talking about attracting, retaining or losing talent within a company.

Whether they are aware of it or not, every existing organisation has an EVP and it may or may not thoroughly defined.

Traditionally, the Employer Value Proposition can be divided in 3 parts: salary, compensation and benefits. Things get even more interesting when talking about benefits. They can come in 3 forms as well:

  • Supplementary compensation – These benefits can consist of: health insurance, dental plan, company car, gym membership, flexible working hours, etc.
  • Values, mission and purpose – They definitely represent benefits for employees. If they can relate to them on a personal level, performance levels may go through the roof.
  • People and culture – Usually, it is an overlooked benefit. Great people want to work with great people. No one wants to be surrounded by incompetent colleagues. If the HR department is doing its job well, great people will definitely attract great people. Although the brand starts the culture, it can only be brought to life by its employees.

Due to a more and more tightening labour market, it has become extremely difficult to attract and retain top talent, thus the re-emergence of the Employee Value Proposition.

EVP puts pressure on the organisation, not the employee

 Due to its unique concept, EVP puts the company in the position of developing a ‘proposition of value’ to the people they want. Hence, the Employee Value Proposition may very well be the solution of fixing the problems revolving around employee engagement. The existing research done on engagement has revealed that most employees are “engageable” and very willing to cooperate.

People who have helpful managers, are well paid and their merits are being properly recognised, do not experience burnout due to exaggerated to-do lists, have the opportunity to advance professionally, they become devoted employees. If they are being deprived of these experiences, frustration instils and they leave at a moment’s notice.

Up until now, the term ‘employee engagement’ was used to criticise disgruntled employees, thus enabling the organisation to put the burden on their workers. They were expected to be ‘engaged’ and if that did not happen, instead of the company questioning itself, employees were deemed flawed.

EVP analyses the company through the eyes of possible and former employees

Current engagement programmes are tailored around surveys designed for current employees. Unfortunately, the results of these surveys do not help much because there is no outside perception from the people that might be hired or have left.

In the case of compensation, this topic tends to be terribly underestimated in the survey analysis. This happens due to the fact that the people who have chosen to remain within the organisation are being properly remunerated, whilst the top talent has left the company in search for higher wages and they do not partake in the surveys because they are former employees.

Interestingly enough, people working in marketing do not have this type of mentality. They are continuously preoccupied with what consumers think and feel about a brand, why they shop at their competitors, etc. Due to the fact that EVP has its roots from the marketing concept of customer value proposition, the Employee Value Proposition pays special attention to the ‘employer brand’ in a way general employee engagement programmes never had. This idea is especially essential now that websites like LinkedIn and Glassdoor offer people the possibility of getting information from former and current employees.

If done properly, EVP leads to a focused approach on employee happiness

According to the research conducted by BI Worldwide, what employees cherish the most is happiness. This is hardly a new concept in employee performance analysis, because if organisations take a closer look, they do not want to engage employees but to make them happy. EVP stands for a strategic framework in which the organisation creates experiences that will trigger happiness into their employees. In layman’s terms, happiness represents the ultimate EVP.

EVP ensures success due to its roots and the responsibility it places on companies. Furthermore, in many industries, the demand for workers is so high nowadays that businesses tend to ignore this concept. In light of the fact of people spend most of their time at their job and their egos get so tangled in their work, companies should take the necessary steps in adopting EVP. The target should be that when employees think fondly of their work, their contributions and breakthroughs, their wonderful colleagues, their reliable manager, their great leaders and all the other small perks that are being offered it should result in the perfect workplace. People do not like settling for second best and organisations need to become aware of this, otherwise their demise will be swift.

Great People Inside provides easy-to-use tools and processes to attract, assess, match, select, onboard, manage, develop, benchmark and maintain workforces anywhere in the world.

Finding the right talent, the best fit for the job and your organisation, can be a very challenging task. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

https://www.forbes.com/sites/roddwagner/2017/01/23/an-employee-value-proposition-mindset-just-might-fix-employee-engagement/#4854e36f4c3d

https://www.willistowerswatson.com/en/insights/2016/09/employers-look-to-modernize-the-employee-value-proposition

https://www.socialtalent.co/blog/employee-value-proposition-what-does-it-all-means

Does Philosophy have a place in today’s Business World?

Nowadays, it has become a common joke that a philosophy graduate’s most frequently used phrase is “Would you like some fries and a Coke with that?”, but is this an actual representation of the real world? Surprisingly, a study made by CNN has shown that only 5% of the people who recently got their philosophy diploma are facing problems in finding a job. On top of that, many renowned entrepreneurs like Reid Hoffman, Peter Thiel and Carly Fiorina are attributing their overall success to their education in philosophy.

All of this happens due to a huge shift in the business world: the abilities optimised for the globalist consumption and safe approaches of the past decade have been almost completely replaced by those required to thrive in this new uncertain and individualised business world. Therefore, abilities such as truly understanding the world, identifying the causal factors of day-to-day events, while also being able to make optimal decisions in new and unfamiliar situations have become the new  standards of performance.

How does studying philosophy develop those abilities? Well, the better question would be how could it not? Anyone who takes a peek into the area of modern philosophy would observe one common misconception: the falsehood of the fact that it’s all about wild speculation and realise that, actually, it focuses on well-structured arguments and counter-arguments. Apart from knowing and understanding what X philosopher said about Z problem – which, to some, might not seem particularly useful from a pragmatic point of view – you will also learn to identify, all by yourself, the weak spots of each and every argument. This process will conspicuously lead, in the end, to fully developed critical thinking skills. Whoever is lucky enough to have acquired this particular skillset will have no problems whatsoever in identifying and solving even the most complex organisational challenges.

Furthermore, during the process of studying philosophy, one will inevitably change their own fundamental system of beliefs about all the aspects of reality. This leads to the general mental state of constantly rechecking and analysing the truth and validity of every case in which your deductive line of reasoning could lead you to the wrong conclusions. That little amount of skepticism generates another essential byproduct: the ability to safely avoid the tendency towards rigidness of thought – a common feature of most managers in today’s world of business.

What more could this new business environment require of a potential entrepreneur or employee?

So, next time someone mentions the joke about philosophy majors, rather than getting angry, you could raise some doubts about the causal relationship between studying philosophy and earning minimum wage; maybe there are some underlying (psychological?!) causes that led them to this fallacious deductive reasoning.

 

Sources:

https://www.entrepreneur.com/article/295699

https://www1.villanova.edu/villanova/artsci/philosophy/academic-programs/undergrad/ourgraduates1.html

http://bigthink.com/experts-corner/why-future-business-leaders-need-philosophy

http://money.cnn.com/2016/01/29/news/economy/recent-college-graduates-job-new-york-federal-reserve/

The Role of HR in Cyber Security

In a 2012 article in The Washington Post, it was reported that both the public and private sector will require 50,000 cyber security jobs in the immediate future. For example, the Pentagon has plans to expand their cyber security workforce from 900 to 4,900 military and civilian personnel in the next few years. In recent times, there have been countless efforts in order to increase students’ desire and interest in the field, due to the simple fact that cyber threats won’t wait until companies, agencies and countries are ready. From a HR perspective, the recruitment process of a cyber-professional is of the utmost importance.

Reconsider the status quo

Organisations as a whole have to rethink their hiring and development strategies. Based on the 2013 IT salary survey report done by Information Week, HR specialists will have to continuously educate themselves on how to identify, attract and retain cyber security professionals. Unfortunately, at the moment, degrees and certifications still hinder highly qualified people from even being considered for an interview, let alone the actual position.

Given the fact that most cyber-attacks are done by people who do not have the diplomas to actually confirm their expertise, maybe it is time to re-evaluate the recruitment process. More and more sophisticated attacks are being launched week after week and it is highly unlikely they are all done by university graduates. HR managers and their teams may have been looking at this issue all wrong; perhaps a more liberal and progressive approach to selection and recruitment will allow companies to hire the most competent candidates for the required positions.

Even though education plays a crucial part in forming fantastic generations of IT-savvy individuals, it should be noted that there are gamers and hackers out there who are majoring in totally unrelated subjects. There is definitely talent, interest and ability in many of these people and perhaps all they require is the right incentive to switch fields. Companies should be encouraged by this thought and take advantage of these circumstances and try and engage these students for a future collaboration and mutual benefits. For example, there are various cyber competitions which are held every year in high schools and universities. These gatherings are a fantastic opportunity to identify possible future employees. Ordinary prizes could fall behind the opportunity of dealing with intricate security problems or learning and developing new skills and techniques.

The role of human resources

A considerate number of cyber security problems occur because of the actions performed by a company’s own workforce. The number of cyber-attacks could be reduced with the joint help and collaboration of HR and IT professionals within an organisation. Specifically, HR departments hold some of the most private, important and sensitive information of them all. An HR database holds information such as: bank details, dates of birth, social security numbers, home addresses and many more. It is crucial that in this day and age HR departments not only understand how to protect their own data, but the organisation’s as well.
HR managers could play a centre role in preserving the security of the company in cyberspace. This can be done through a couple of easy steps.

  1. Ethical and practical security measures

Regular check-ups may stop employees from putting the company in harm’s way, but it has to be morally consistent with the way in which employees think and behave. Randomly generated passwords have been tried and tested but, unfortunately, given the multitude of technology surrounding us nowadays, it is hard to keep up with all of them. Some organisations have tried monitoring their employees’ activity, which almost immediately led to questions revolving around trust and how this practice is crossing the boundaries between personal and professional life. This is where the HR team needs to analyse and advise which course of action is best.

  1. Risk management and employees

Inside an organisation with a strong risk management strategy, HR departments have the opportunity to mediate the impact of employee turnover through monitoring and prevention. When an employee is bound to leave the company, the HR team can manage that exit keeping in mind the security aspect as well, thus greatly contributing at stopping any leaks. For example, in the United Kingdom there already is a guideline on how organisations should manage people, physical and cyber risks.

Due to the nature of cyber-security, the IT department cannot be held solely responsible. Technology has become ever present and is instilled in almost every aspect of the office life, thus making organisations vulnerable to all sorts of attacks.

When companies make sure they have one of the best security programmes in place, they can be sure that both internal and external information is safely secured, which of course it is in the best interest of both HR and the company.

According to data gathered by Heimdal Security, cyber-crime is costing the global economy an astounding $100 billion each year and that nearly 60% of fired employees steal valuable organisational data when they leave a company.

Although this issue may seem highly complex and problematic, HR specialists must deal with this situation through innovative workforce and development strategies. There are solutions, but they require immense thinking and planning ahead. Bold people and ideas could very well arise with the necessary means of fighting back these attacks.

Great People Inside provides easy-to-use tools and processes to attract, assess, match, select, onboard, manage, develop, benchmark and maintain workforces anywhere in the world.

Finding the right talent, the best fit for the job and your organisation, can be a very challenging task. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

http://www.paconsulting.com/insights/putting-human-resources-at-the-heart-of-cyber-security/

http://www.hcamag.com/hr-news/why-hr-is-critical-in-cybersecurity-228188.aspx

https://hr.blr.com/whitepapers/HR-Administration/Employee-Privacy/Cybersecurity-threats-A-people-problem-HR-can-solv

http://www.ghrr.com/blog/2016/02/24/the-role-of-hr-in-mitigating-cyber-security-threatss/

The 5 Future Roles of HR

It is clearly time for a massive change in the HR field, and industrial-organisational psychologists (I/O) working with HR professionals can help with the transition by tackling organisational problems and identifying ways through which to measure the value delivered by HR, whilst also running research related to human performance in the organisations of tomorrow. Nowadays, companies are focusing on being employee-centric in order to keep up with the changing times. As we all know, great people make a great company.

Because of these continuous changes, the HR department is under immense pressure and HR managers have probably already experienced it through budget cuts and internal processes being heavily criticised. Here are some harsh facts about the workforce. According to a Gallup Survey, a meagre 13% of worldwide employees happen to be engaged. In Europe, a study conducted by the European Working Conditions has discovered that 20% of employees claim to be experiencing poo mental wellbeing.

Moreover, talent has become increasingly difficult to attract and retain and have the power to actively change and influence the culture within a company. All these problems and changes can be solved only by a brand new and transformed HR team. This department is actively engaging with new technologies whilst also dealing with employee expectations and guaranteeing the company is productive. All in all there are five new roles that will help the HR department become as powerful as ever:

Employee Engagement Manager

Companies have already started shifting away from the outdated review processes that were used to measure and assess employee performance, happiness, and engagement. Organisations have also discovered that a proper conversation between leadership and teams is far more engaging and productive. As a result of proper existing employee engagement software, managers and teams can now benefit from a dynamic dialogue revolving around performance. Companies no longer have to wait for the 3, 6, or 12 month review sessions in order to assess performance and happiness around the workforce.

Just like in the case of social media which requires a manager, the HR team will depend upon a dedicated Employee Engagement Manager who will be responsible with creating a link between employees and their managers. His responsibilities will entail coming up with frequent surveys to gather feedback and analyse the health and happiness of the company’s workforce.
An Employee Engagement Manager will be responsible of both managing the technology needed to communicate across the company and designing the appropriate approach to internal engagement.

Learning Director

Competitive companies constantly train their workforce through various development programmes. We can all agree with the fact that technology will change, processes will change; and especially customers will change.
The Learning Director will be a crucial in organising and implementing constant education programmes for the workforce. The usual training programmes are infamously known for being disengaging, uninspiring, and a total waste of time for busy employees. The person who occupies this role will have to be knowledgeable in terms of the adult learning process, and will be essential for coming up with voluntary or mandatory training programmes.

Diversity Officer

Numerous studies have proved time and time again that a diverse workforce results in a prosperous company. Organisational success revolves around the cultivation of men and women of all backgrounds – whether we’re talking about gender, race and skillset.
The Diversity Officer will have to ensure that the staff contains talented people with various backgrounds. Just hiring candidates in order to ensure a diverse workforce won’t do because of the work that needs to be within the organisation post-hire. The Diversity Officer will have to work closely with both the Learning Director and Employee Engagement Manager to design the necessary inclusion training programmes that will promote a better understanding between different types of people and teams.
The role is aimed to encourage the benefits (both economic and psychological) of a workforce that’s made of diverse employees.

Talent Manager

Although talent recruitment is done by a hiring manager, a full-time dedicated Talent Manager will be the eyes and ears for specific industries. This particular manager will have to build great relationships with recruitment agencies and should also keep an eye on highly-rated business incubators and industry communities. The Talent Manager’s responsabilities also include following and analysing the latest trends that exist in the marketplace such as: new and fresh skillsets and salary expectations in order to offer the organisation they are working for the best possible competitive advantage through which top talents are attracted and retained.

Mindset Coach

An overworked workforce is definitely an unhappy one. Internal wellness programmes and policies within companies are powerful tools to keep employees healthy, focused and happy. The Mindset Coach will have to implement important programmes which will help individuals in creating good habits in their day-to-day activities. These habits go far beyond the sphere of everyday exercising and healthy eating.
Proper wellness programmes will entail work-life balance processes, stress management and therapy programmes, whilst also promoting an open dialogue policy around mental health in order to remove the stigma that usually appears in conversation and thought. Furthermore, the Mindset Coach will have to collaborate with the Employee Engagement Manager on how to craft the best programmes so that employees are encouraged to participate and create a general openness across members of staff.

Great People Inside provides easy-to-use tools and processes to attract, assess, match, select, onboard, manage, develop, benchmark and maintain workforces anywhere in the world.

Finding the right talent, the best fit for the job and your organisation, can be a very challenging task. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

https://www.forbes.com/sites/kaviguppta/2016/06/30/5-roles-that-will-power-21st-century-human-resources-departments/#1dec737c51c2

http://www.siop.org/tip/backissues/tipjan98/may.aspx

https://www.linkedin.com/pulse/5-future-roles-hr-david-ducheyne

Recruitment based on Organisational Culture

Appointing leaders may seem to be easier said than done, but this is not the case at all. According to an academic research paper done by the American Psychological Association, the rate of successful hired leaders is around 30%. In the United States alone, 75% of employees have reported that their direct manager has been poorly chosen and it obstructs them from doing their work. Furthermore, 65% of them would accept lower salaries in order to change their manager with someone better equipped for the job.

There are numerous reasons why this situation occurs over and over again. Mostly, this is due to the over-reliance on intuition in the early stages of recruitment instead of using proper scientific validated selection tools. The problem that almost always arises when hiring new leaders is their incongruity with the organisation’s culture. Even though on paper the candidates may seem perfect and they tick all the boxes in terms of skills, leadership capabilities and expertise, organisations tend to overlook the congruence between their values and the candidate’s values. Consequently, leaders hired for their excellent skills and talents are often fired on the premise of poor cultural fit.

What Is Organisational Culture?

In layman’s terms, organisational culture revolves around the collective mindset and norms of employees, as well as palpable aspects revolving around the work environment which directly mirror these beliefs. The effectiveness of organisational culture relies upon the company’s workforce, business market and strategies. Moreover, given the fact that there are countless organisations around the world, organisational cultures are abundant and different altogether.

How Can Culture Be Related to Recruitment?

There is a close relation between the recruitment process and organisational culture due to their association to employee selection and retention. Attractiveness wise, culture represents everything ranging from brand image to company projects. There are organisations that hold culture in high regard and plan their recruiting accordingly. Due to this type of recruitment, only the right people are being targeted and attracted, whilst others are somewhat determined to look elsewhere for employment.

Primarily, experience and expertise are central characteristics to a leaders’ potential, but, unfortunately, they are unsatisfactory in determining leadership performance. To be more precise, personality traits such as: curiosity, self-awareness and integrity won’t help predict a proper leader to fit the role within the company. In order to properly evaluate how fit a leader is with an organisation, their motives and values should be analysed. These characteristics act as an inner compass, revealing how they would conduct activities, in what type of culture they would thrive and what kind of projects they will deem necessary or engaging.

For instance, if a leader truly values tradition he or she will have a strong opinion regarding right and wrong, will have an affinity for hierarchical companies and will exhibit a low tolerance for innovation. Simply put, these types of leaders would struggle in a creative environment. Leaders who value relationships will develop a strong bond with their staff and their focus will be on creating and maintaining collaborative work and social relations. If they are given a role within an individualistic organisational culture, which would isolate them, they will fail. Subsequently, we have altruistic leaders who focus on improving employees’ lives. If the organisations they work at are profit driven, their skills will be wasted.

Understanding the company’s organisational culture

It is absolutely essential for a company to know their own culture; otherwise knowing a leader’s motives and values becomes practically pointless. Regrettably, a vast majority of companies do not understand the importance of pinpointing their culture and generally tend to rely on clichés such as: ‘entrepreneurial’, ‘innovative’, ‘diverse’ and ‘results-oriented’. Of course, there is the off-chance a company hires a leader who can perform in any kind of environment. Unfortunately, these leaders are an exception, a rare breed, because in most cases potential in leadership depends greatly on context.

Although its significance, organisations don’t pay attention to culture, they just let it evolve from within. It is somewhat good news, due to the fact that if companies start recruiting with the idea of developing a proper organisational culture, it can vastly improve employee retention and performance which translates into growth and profits. Another argument for cultural-based recruitment is that while job demands may constantly change, culture will always be a constant within the company. Statistically, people being hired in part to their cultural fit are more likely to become a company asset.

Great People Inside provides easy-to-use tools and processes to attract, assess, match, select, onboard, manage, develop, benchmark and maintain workforces anywhere in the world.

Finding the right talent, the best fit for the job and your organisation, can be a very challenging task. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

https://hbr.org/2017/06/when-leaders-are-hired-for-talent-but-fired-for-not-fitting-in

https://www.forbes.com/sites/propointgraphics/2016/11/13/hiring-for-smart-talent-not-direct-experience/#37b671f42dcf

https://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/strategic-workforce-planning/hire-for-the-organization.aspx

The Basics of Nonverbal Communication (Part Two)

There are many recruiters who decide whether or not a candidate is worthy due to their body language while they waiting in the lobby or walking towards the conference room where the interview takes place.

It is common knowledge that the recruitment process and employee turnover represent challenges in today’s global environment. There are many cases when nonverbal communication is more revealing than what a candidate says their previous experience or their references. It is that vital. Recruiters will pay close attention to a candidate’s nonverbal communication.

As a recruiter, your focus points are the signals regarding the candidate’s attitude, interests, hobbies, outlook and approach. As actions speak louder than words, so do nonverbal signals during an interview, due to the fact that an employer can determine a candidate’s references in regards to: the necessary skills to perform well at the job, cultural fit in the organisation and behavioural characteristics that may determine how successful a candidate is for the job.

Here are a few examples in which recruiters are as observant as possible in terms of nonverbal communication:

First Impressions

The first minutes of an interview are very important so much so that almost nothing else matters. Recruiters take a look at the candidate and note all of the nonverbal messages they are exhibiting. They form impressions ranging from a candidate’s posture, handshake, outfit, attentiveness, facial expressions and eye contact.

Handshake

Notice whether the candidate displays a firm and solid handshake. A confident, comfortable person uses the handshake as a positive nonverbal interaction. The handshake should assure the employer of the candidate’s desire for a positive first interaction and impression. Consequently, a limp handshake reveals low confidence and self-esteem. Last but not least, an excessively strong handshake tells the recruiter the candidate is overly aggressive or even trying to steamroll him or her.

 Posture and Space Usage

If the candidate is sitting comfortably and upright in his chair that means he’s most likely confident and comfortable with whom he or she is.  If their posture is slouchy it may very well mean that they do sloppy work and have a low self-esteem.  In general, posture which allows the individual to use an appropriate amount of space in the room reveals the security the applicant holds in his or hers abilities.

Clothing and general appearance

No matter how formal or informal the work environment is, it is adamant for a job applicant to wear a suit to the meeting. The accessories that accompany the candidate are equally important. If they show up with a briefcase, shined shoes, a leather-bound portfolio and so on, demonstrates the professionalism that lies within that person. It also reveals the fact that they wanted to make a proper first impression.

If the candidate sought out to look professional for the interview and it did not happen chances are that is as good as it’s ever going to get. In this scenario, the recruiter has to decide whether that person is a good fit for the company and hope at a change for the better in the near future.

Facial Expressions and Body Language

Nothing says more about a candidate than their facial expressions and body language.

Numerous books and research has been done on the science of facial expressions and body language. The key here is to discover whether a person’s facial expressions and body language match the words that are being said.

Facial expressions that do not match the spoken words clearly indicate discomfort or lying and these are not desired traits in any candidate. There are candidates who never make eye contact and stare at a spot behind the employer’s shoulder. This exhibits that they are uncomfortable and show a serious lack of confidence. Consistency between facial expressions and the words spoken is crucial.

Body language is similarly important. If the job applicant is leaning back in his seat and has his legs crossed, he’s too relaxed for an interview setting and may deal with costumers the same way. If they have occupied the entire table with their arms and various accessories, that displays aggressiveness and may turn out to be a difficult employee to manage after being hired.  Another good example is, if during a statement, the candidate looks away from the recruiter or is generally nervous, then he or she is probably not telling the truth. If candidates practically stare into the employer’s eyes as they’re talking that most likely means that what they are saying is 100% fabricated.

It is always going to be difficult to tell whether a candidate is being truthful or not, but the key here is “listen” carefully at what they are not saying.

Finding the right talent, the best fit for the job and your organisation, can be a very challenging task. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

https://www.thebalance.com/nonverbal-communication-in-the-workplace-1918470

https://www.thebalance.com/how-to-use-nonverbal-communication-in-hiring-1919137

http://yourbusiness.azcentral.com/nonverbal-communications-important-manager-17543.html

The Basics of Nonverbal Communication (Part One)

Peter F. Drucker once said that “The most important thing in communication is hearing what isn’t said” and the phrase couldn’t have been truer. In essence, nonverbal communication represents the information a person delivers besides verbal communication. But how exactly do people communicate in a nonverbal matter? Let’s explore the possibilities:

  • Body language: The manner in which a person moves either his hands, arms, legs, sits, stands and other slight movements.
  • Facial expressions: The human face is tremendously expressive, especially the mouth, eyebrows and eyes. As the research done by Dan Hill and other worldwide researchers; emotions such as disgust, confusion, pain, anger and happiness can be easily depicted on a person’s facial expressions or “micro-expressions” as they are known as.
  • Posture: The manner in which you present yourself in public can be used by others to determine your state of mind. For example, if you’re sitting rigidly in your chair, people will, consciously or not, determine that you’re anxious or afraid. On the other hand, if you lean back in a relaxed manner people will assume you’re confident.
  • Eye contact: The majority of people believe that, when eye contact is being made, that person is trustworthy. This is not always the case. Even though eye contact can be used to transmit emotions and to create a bond between speakers, it can also be used to simulate interest and mislead people.
  • Gestures: In particular, hand gestures are obvious communication carriers. The movement of one’s hands can help emphasise an idea or an argument.

If used effectively, nonverbal communication can be a powerful complementary agent to the spoken word and can help people get their message across language and cultural barriers, due to the fact that it’s pretty much universal. In other words, nonverbal communication creates a special bond with verbal communication and adds profound meaning to it.

However, this form of communication must be dealt with great care. Due to its subconscious level, you may express something verbally, but non-verbally you may pass on a totally different idea and that confuses the receiver of the message.

When Nonverbal and Verbal Communication Don’t Match

There are numerous circumstances when this type of situation can occur. For instance, when a manager asks his employee if everything is alright, he might get a positive response, but everything related to that employee’s posture, lack of smile, facial expression and tone will give out the exact opposite response.

Nonverbal communication represents a powerful tool in day-to-day activities such as meetings, hallway interactions and even outside business hours when people are gathering together for a meal. It can also be tremendously helpful when dealing with stakeholders, customers, associates, partners due to the fact that it adds gravitas and trust to the spoken words.

Although it may seem unlikely, nonverbal communication can be taught if carefully practiced and managed. Clear improvements can be observed when delivering your messages across to people. If this skill is not well-trained you may look sloppy and ineffective damaging office relations, thus resulting into low job performances all across your department or company.

A strong business education can take you so far, but without the necessary people and communication skills, there is a chance for mishaps to occur, stammering your professional growth along the way.

Try out our assessment in order to measure the level of wellbeing in your organisation and find out the best approach to improve it.

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 Sources:

https://www.thebalance.com/nonverbal-communication-in-the-workplace-1918470

https://www.thebalance.com/how-to-use-nonverbal-communication-in-hiring-1919137

http://yourbusiness.azcentral.com/nonverbal-communications-important-manager-17543.html

Workplace Harassment

Workplace harassment is something people experience on a daily basis, but are too afraid to speak out about it… By law, harassment is described as any unwanted verbal or physical behaviour which are based on ideas such as colour, race, sex, religion, nationality, age, either physical or mental disabilities, and last but not least, gender identity. A harassing behaviour can take many forms which include: slurs, offensive jokes, intimidation, ridicule, insults, name calling, physical threats or assaults, offensive pictures and many more.

Many people encounter harassment even during interviews. It is important to know what rules apply to the employers and what they can and cannot ask you. Moreover, recruiters cannot ask you about your religion, race, marital status, disabilities, ethnic background, country of origin, age or sexual preferences. Next time you’re going into an interview, pay attention at what and how they ask about information regarding yourself.

Unfortunately, anyone can be in a situation where he or she is the harasser or the person being harassed. The harasser can range from being your boss, a co-worker, a supervisor from a different department, or even a non-employee, whilst the victim of the harassment doesn’t necessarily have to be the one directly harassed, but it can be any person in the office who feels affected by the harassing behaviour.

How to Deal with Harassment at the Workplace

Usually, people who are dealing with workplace harassment have the intention of solving the incident internally. The first option would be to approach the offender personally and explain how his behaviour and language have offended you. If you feel uncomfortable with the direct approach, the other option would be to contact your manager or supervisor and ask him to handle the situation before it develops into something more problematic.

Of course, there are cases in which the offender is your manager or supervisor and your only course of action is to contact the HR department or your manager’s boss and request an analysis of the situation.

Types of Harassment

There are numerous ways in which harassment takes place in the workplace. Unfortunately, sexual harassment continues to be one of the primary courses of harassment, although that does not mean that non-sexual harassment must be treated lightly. It is essential that people understand that harassment at the office can affect them, whether they are victims or not. One way or another it could impact people’s state of mind and even their careers.

As mentioned above, harassment can take many forms at the office. It could vary from being both physical and sexual and ending up with it being based on religion or race.

In the United States, the definition of harassment ranges from state to state. For example, in Florida a court decided that ‘fat jokes’ are offensive, while in Wisconsin and New York harassing people based on their criminal record is against the law. It is obvious that this issue represents a tricky subject everywhere around the world.

Sexual Harassment

This type of harassment does not limit itself to just physical contact or words and just between co-workers of the opposite sex. All of the following examples classify as sexual harassment:

  • Staring in a provocative manner, or whistling.
  • Emails, letters or notes with provocative messages.
  • Obscene videos and images shared with colleagues during a break or at lunch.
  • Expose posters of inappropriate sexual imagery.
  • Sharing sexual anecdotes or lewd jokes with the co-workers.
  • Making offensive remarks about a person’s gender identity.

Non-Sexual Harassment

This type of harassment includes remarks ranging from a person’s physical appearance to his mental disabilities or cultural values. A co-worker can create a hostile work environment by continuously commenting that a person is too old, too stupid or too fat.

If you someone in the workplace is making either racist or negative comments regarding another person in the office is definitely harassment. In this category can also fall drawings, clothing or gestures that hurt or transform someone in a victim at the office. The following examples fall into the category of non-sexual harassment:

  • Making jokes and negative remarks about a co-worker’s religious beliefs, or enforcing one’s own religious views on a person.
  • Racist nicknames, slangs and phrases are all prohibited.
  • ‘Distinguishing’ people at the office by the colour of their skin or ethnic characteristics.
  • Talking about cultural or religious stereotypes in an offensive manner.

So, having read all this, next time you are a victim of sexual harassment or notice a colleague in this situation, you will know how to recognise it and take action.

The Great People Inside employee assessment solutions and technology can be tailored to your company’s specific needs and organisational culture and can help you to boost the levels of job-fit and skill-use in your employees, generating job satisfaction, improved motivation, health and happiness, and boost employee retention.

Try out our assessment in order to measure the level of wellbeing in your organisation and find out the best approach to improve it.

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Sources:
https://www.thebalance.com/types-of-harassment-in-the-workplace-2060886
https://www.thebalance.com/how-to-handle-harassment-at-work-2060887

 

How to Take Advantage of the The 4th Industrial Revolution

The 4th Industrial Revolution

The technical advancements of the last 3 or 4 decades have brought society an explosion of gadgets and different types of software and hardware that continuously shape the way people live their lives. The business world hasn’t escaped these changes. Nowadays, in a hyper-connected social environment, robots and people share the same workplace and HR has a lot of things to reassess. Machines depend upon regular updates and maintenance services, people still need to be paid and attracting the best possible talent to the company is still a priority.

The 4th Industrial Revolution is still in full swing with emerging technologies such as: autonomous cars, virtual reality (VR), 3D printing and the most intriguing of all, artificial intelligence (AI). Professor Klaus Schwab, the founder and executive chairman of the World Economic Forum, has stated that technology is still an industry that is going through continuous changes and developments and has the unique potential of connecting people from all around the world and, at the same time, enhance the efficiency of organisations worldwide. The developments we are all experiencing are not occurring within one industry or discipline, but actually all of them, changing and challenging us as humans to better understand ourselves.

Due to the Industrial Revolution 4.0, the work environment has become faster than ever before. With the introduction of robots in the workplace, employees are facing more frequent training and retraining programmes in order to be brought up to speed with the technology that revolves around the robots.

As mentioned above, HR will have to change and update their processes in order to handle all the challenges that occur with all the developments that are taking place at the moment.

Agile organisational structure

The structure of the company must reflect the way in which the organisation is willing to do business. Structure should represent the foundation from which managers build their teams and offering them all the necessary data and resources in achieving their goals. Traditional models of structure are becoming obsolete and change is incremental to positive outcomes. These old structures do not offer any kind of flexibility or clearance desired to make fast decisions thus inhibiting change altogether.

The Flexible Workforce

Companies nowadays wish to have employees on their roster that have numerous abilities and can easily manage change. Managers are recommended to break the usual stigma and stop thinking in terms such as positions or jobs, but more towards capabilities. The entire recruitment process should be focused on discovering adaptability and eagerness to change in their candidates.

Continuous Learning and Assessment

Companies cannot expect transformations to just happen within their organisations. Training programmes are becoming increasingly popular and for a good reason. Employees have the chance to further develop their skills and also learn new ones. Furthermore, thanks to technology, tracking improvements can be easily done in order to confirm individual development.

The World Economic Forum has stated that “By 2020, more than one-third of workers will need skills they don’t now have. While necessary talents can vary, 36% of business jobs will require “complex problem solving” as a core skill”. To put things into perspective, young adults nowadays cannot recall a time when they did not have internet or a smartphone. Growing up in a society where communication and interaction is basically instant, they are well informed in regards to emerging technologies and how it can make their lives easier than previous generations.

This young generation is fully aware of the necessity of proper education in order to have a strong foundation from which they can build strong professional careers and succeed in the continuously evolving workforce. They do not shy away from emerging technologies; they embrace everything that is new in a very positive and optimistic way. A survey conducted by Infosys on 1,000 16 to 25 year-olds from industrialised and developing countries, has uncovered the fact that 70% of those surveyed are more than willing of learning a whole new set of skills in order to land a job if mandatory.

Young people do not get flustered by rapid change. They welcome any challenge that comes their way and are more than happy to acquire skills that they may be of good use in their personal lives as well. Also, over 50% of young adults have stated their preference for working within medium-sized companies where they believe they could experience proper training.

In any given era in history, young people have always proven that they embrace change. The current generation is no different and is more than willing to continuously learn and be flexible in their demands as long as the companies they work for keep their end of the bargain; coming up with innovative ways for their employees to apprehend knowledge, experience and skills that will drive them and the business forward.

Great People Inside provides easy-to-use tools and processes to attract, assess, match, select, onboard, manage, develop, benchmark and maintain workforces anywhere in the world.

Finding the right talent, the best fit for the job and your organisation, can be a very challenging task. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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 Sources:

https://www.asug.com/news/transform-hr-to-meet-the-needs-of-the-fourth-industrial-revolution

https://www.cornerstoneondemand.co.uk/blog/what-does-%25E2%2580%2598fourth-industrial-revolution%25E2%2580%2599-mean-hr#.WRHB0FWGPIU

http://www.hrzone.com/community/blogs/infosys/talent-in-the-fourth-industrial-revolution

How Transparent an Organisation Ought to Be?

One of the most important aspects of any business nowadays revolves around customer service. It is still difficult to identify the exact moment a customer or a business decides to work with your company, but everyone can agree that in that moment the client has decided to trust your brand. In the age of social media and the added need for assurance; transparency and sincerity are critical to a good customer service. If this service is in tip-top shape, every company can expect long-term partnerships with their clients, and who doesn’t want that? In order to achieve such a good relationship with your customers, your company and employees must be adequately equipped to offer the best treatment to all clients. How can employees have this desire for great customer service? Here a few tips into how you can achieve this.

Transparency within the organisation

The culture that is within your company will greatly reflect on how your coworkers will interact with clients. It is very important managers and leaders instill transparency within teams in the organisation. In order for this to work, employees should find themselves in a work environment where part of the daily routine is to share information and knowledge valuable for the company’s activity. Doing so will create a good atmosphere and will lead to business growth, while also helping employees learn how to cooperate effectively in dealing with distributors, possible coworkers and most importantly, clients.

A great business is characterised by great customer service

Everyone enjoys a brand where they come back for the same top quality products or services over and over again. Loyalty can be easily won when the company manages to meet or even exceed clients’ expectations through an integrated system of customer service, with the option of personalisation. It makes the customer feel special and not just a number. An example of going the extra mile is remembering a client’s birthday and giving them a call, or sending them a small gesture of your appreciation for their business with you.

Customer feedback – best source for insight

Whether we are talking about a startup or a multinational company, direct customer feedback is quintessential for business development. It shows that the company listened to their suggestions and acted accordingly. Actively listening to the feedback you receive could represent the company’s competitive advantage, especially in an industry where the competition offers a product or service similar or slightly better than yours. The difference is in the little details; being the best just doesn’t cut it anymore. Companies that are able to listen to their customers are the ones that manage to expand on a global scale.

Although many companies claim transparency is part of their culture, in the majority of circumstances that is not the case. It is quite difficult to put this process into fruition straight away. People need to know that transparency represents the glue that keeps them together through good and bad times. Facilitating a transparent communication, not only with the clients, but also internally, leads to critical thinking in solving even the most difficult issues.

Clearly stated job functions and responsibilities

 Something that helps transparency in the beginning is having an established order in the workplace where everyone knows what their responsibilities are. Automatically, this will lead to a better and more direct communication process between workers. Awareness will also see a rise in numbers, due to the fact that employees know who to talk to in order to ensure tasks and deadlines are being completed on time. Just to be clear, transparency doesn’t mean every member of the staff requires information about everything the company does. Some examples in this area are: performance reviews, salaries, marital status and so on. Employees need information in order to perform to the best of their abilities, too much transparency and information may damage internal affairs.

Hiring the right people

Every manager and entrepreneur around the world knows that hiring people in accordance with the company’s culture is pretty much the Holy Grail. It is recommended that recruiters ask candidates early in the interview whether they resonate with open communication and transparency. If the candidate is right for the company he or she will become even more willing to join your ranks. A proper company mission and culture is imperative to attract talented candidates, besides the product or service the company offers to the general public.

The Great People Inside employee assessment solutions and technology can be tailored to your company’s specific needs and organisational culture and can help you to boost the levels of job-fit and skill-use in your employees, generating job satisfaction, improved motivation, health and happiness, and boost employee retention.

Try out our assessment in order to measure the level of wellbeing in your organisation and find out the best approach to improve it.

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Sources:

https://www.entrepreneur.com/article/246567

http://fortune.com/2016/05/21/trust-employees-corporate-culture/

https://wavelength.asana.com/workstyle-transparency/#close