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Organisational Knowledge and Learning

Organisational learning in companies nowadays is simply seen as sharing existing knowledge. But this should not take us by surprise given the fact that the primary focus of universities and MBAs is just that. This type of approach can be seen in training programmes and leadership development seminars as well. The modus operandi is straight forward: an expert passes on what he or she knows with people who do not possess that information already. This technique is supposed to be feasible in numerous and various situations and social contexts.

Due to this learning approach, the 1990’s have seen quite a boom in ‘knowledge management systems’. The obvious focus of these systems is clear: efficiency at scale – i.e. making existent knowledge more accessible to people who need it. In the case of employees, it could help them discover the relevant know-how in order to improve their performance.

In today’s culture of knowledge sharing, people often tend to forget about how enriching creating ‘new knowledge’ can be. Companies are struggling to cope with the increasing number of unexpected situations that obviously cannot be found in manuals or textbooks, thus compelling leaders to act on the spot, to improvise with approaches that haven’t been tested. Thankfully, due to this process, new knowledge is being developed regarding how things should or should not work in ‘clear-cut situations’.

Explicit knowledge vs. Tacit knowledge

Today’s business world everything revolves around efficiency and how can it be measured and scaled properly. Given this specific need, the documentation regarding this matter was created in great detail so that every known situation was handled by specific actions. The best example in this scenario is the idea that all employees supposed to follow.

Nowadays, information moves at the speed of light and everything is changing constantly. Basically, the new knowledge that could be acquired comes as tacit knowledge. In layman’s terms, tacit knowledge is the information that people already have but find it difficult to articulate to themselves much less to other individuals. This type of knowledge derives from our first-hand experiences when confronted with new situations and is exceptionally valuable. If organisations can create environments in which tacit knowledge can be created and developed, workers could confront and learn enormously from the new situations created.

Workgroups vs. Individuals

The best way in which to ensure the success of tacit knowledge is to create small workgroups. In this scenario, people from diverse backgrounds and with distinct skills and perspectives can create a powerful bond, based on trust in order for them to be comfortable to try out new things, to easily accept constructive criticism and collaboratively work towards the common good. The potential within small workgroups is tremendous. If two or more workgroups are connected through a network or project with other workgroups, seeking advice and confronting new circumstances can go beyond the experience offered by an individual workgroup.

Organisations may have an overwhelming proportion of smart people within their ranks, but managers should always take into account the fact that there are a lot of smart people out there, that do not work for them. It is imperative that employees gather experience through their own perception.

Learning and Unlearning

The general act of learning is seen as the accumulation of information over time. Basically, you are just pouring information over the pre-existing knowledge you already have acquired. But things are not that simple. In the ever-changing global market, it has become mandatory for people to be willing to unlearn and even develop such an ability. Our principles and ideas are being challenged on a daily basis so it is imperative that we understand that what may have worked in the past may no longer be relevant today. If we try to hold on strongly to these beliefs without questioning their relevance from time to time, then we will never be open to new ideas, approaches that may be more feasible for the foreseeable future.

Skills vs. Capabilities

Usually, when we start working at a new job we focus a lot on acquiring the necessary set of skills needed in order to perform at the desired level. The moment we are certain those skills have been integrated, productivity and success is just around the corner. However, everything around us sometimes feels like it is passing on fast-forward, thus skills have a shorter lifespan. While skills are important in order to progress and assure your professional success, it is recommended that the focus shifts towards acquiring capabilities that could accelerate the learning process. These capabilities range from willingness, imagination and creativity to curiosity, critical thinking and emotional intelligence. If organisations worldwide understand that new forms of learning are required to adapt. Re-thinking strategies and operations will be a must.

This is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. 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 a 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/1993/07/building-a-learning-organization

http://www.participatorymethods.org/method/organisational-learning

http://www.innovationmanagement.se/imtool-articles/35-ways-to-cultivate-innovation-and-organizational-learning/

https://hbr.org/2017/08/help-employees-create-knowledge-not-just-share-it

Workplace Diversity Training: How it Should be Done

Nowadays, workplace diversity has become a must to any company that wishes to expand its reach. Organisations now take part in an ever-growing worldwide economy, are they must acknowledge the fact that they need to adapt towards a multicultural workplace environment and the many benefits they can have from workplace diversity.

This issue is most often than not addressed through the organisation of training programmes. However, research done on the effectiveness of such programmes has brought up mixed results. Some studies have suggested that diversity training is efficient, while others have shown that it may as well lead to backlash between employees. All of these inconclusive results have led to widespread pessimism towards diversity training.

It is common knowledge that people/employees coming from various cultural backgrounds have distinctive ways in which they interpret languages, signs and formalities. To be more precise, these differences can be seen in the way in which culturally diverse people communicate, approach conflict and make decisions. In layman terms, having a diverse work environment is beneficial for the organisation, due to advantages in areas such as return on investment, productivity, teamwork and employee engagement. More often than not when we think about diversity, the first few things that pop into our heads is ethnicity, religion, age and gender. Nonetheless, people need to understand that diversity in itself encompasses so much more than that. Diversity can bring to light qualities different from our own, perceptions that we may have developed of others, how our initial approach to interactions differs and many other traits that separate us from everyone else.

It has become abundantly clear to that employees do not have to love or like each other at work, but co-existing is a must. It is imperative they cooperate and communicate efficiently, despite their differences and their contrary beliefs regarding sensitive issues that may be brought up during diversity training. Whether we are talking about a half-a-day diversity programme, or an 8-hour programme, or even a 40-hour diversity programme, won’t change an employee who doesn’t want or is not ready to open his mind and definitely longer is not better.

The effectiveness of diversity training depends on the methods that are being used – whether we are talking about quizzes, small-group discussions, instructor-led discussions or even role-playing exercises – the personalities of the people who are being trained and, of course, the way in which the outcomes are being measured.

In a recent training exercise which was analysed and shows a lot of promise is perspective-taking. Basically, this type of programme represents the process of mentally walking in a stranger’s shoes. By taking the perspective of members of LGBT or racial minorities, people were asked to write a few sentences on what type of challenges a minority may face. The first effects could be seen almost immediately, with a rise in pro-diversity attitudes. In a follow-up done 8 months after the initial training the same effects were even more present and even some crossover effects. The people who took on the perspective of LGBT members have shown more positive attitudes and behaviours towards racial minorities and the other way around.

Another type of exercise that was successful is goal setting. Even though this exercise is more commonly used when managers wish to motivate or improve someone’s job performance, this strategy can be implemented with great success by asking participants to set specific, realistic and challenging goals in relation to workplace diversity. For example, one trainee sets the goal of challenging inappropriate comments about racial minorities when hearing them in the future – while also offering the trainee all the necessary information on how to handle such situations. The goal setting exercise proves to be successful with pro-diversity behaviours being shown three months after receiving the initial training and improved attitudes nine months from initial training. The effects are noticeable and notable, given the fact that diversity training is done once maybe twice a year.

Of course, for these training programmes to be as effective as possible personality characteristics must be taken into account, due to the fact that one type of exercise may be more effective for some employees than others. For example, perspective-taking is going to be more effective for people who lack empathy. Individuals who have a high level of empathy are more than willing to engage in their very own perspective-taking. People with low empathy levels require this training programme to act as a jump-start cable.

In conclusion, ensuring effective communication in culturally diverse organisations involves a deep understanding of cultural biases and social assimilation dynamics. Other than the language barrier, there are cultural perceptions and differences that make us different from one another. Organisations that want to have a strong competitive edge in this ever-changing marketplace must carry out effective training programmes that will enable their employees to work as a collective.

This is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. 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 a 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.trainingindustry.com/blog/blog-entries/multicultural-organizations-why-diversity-training-is-important-for-the-workplace.aspx

https://www.psychologytoday.com/blog/the-act-violence/201701/why-diversity-training-usually-fails-in-the-workplace

https://hbr.org/2017/07/two-types-of-diversity-training-that-really-work

Unemployment: Blessing or Burden for HR?

Normally, when the economy is growing in a constant manner, unemployment extensions should disappear. However, a study done in 2016 by the National Bureau of Economic Research has discovered that even though the economy has been progressing, high unemployment rates remained persistent due to these extensions. Long-term benefits offer workers the option of either to seek employment or to extend their benefit period. Due to these choices, HR departments may end up being forced to raise wages to encourage people to start working again. Consequently, business profits drop and job creation is proactively discouraged. The obvious conclusion here is that unemployment benefits extensions have a long-term unfavourable impact on the workforce market and it also helps to develop an unending cycle of reduced demand for workers.  Inherently, Americans take pride in their work and they generally prefer to have a job rather than collecting benefits. But this issue should not be considered insignificant, because HR recruitment has become one of the most important activities in most companies.

Long-Term Unemployment Stigma

To be perfectly clear, there are people who desire to work but cannot find anything near their area. In this type of scenario, the extensions do serve their purpose. But as the economy continues to grow and the recruitment process has started to generate some speed, long-term unemployed people find it difficult to get a job. If a person is out of work for more than 26 weeks, then their chances of employment drop considerably due to the fact that organisations are more and more reluctant on hiring such individuals. This is another issue that the HR department has to address. In general, recruiters or hiring managers follow their instinct and have somewhat fixed ideas of what makes a good candidate. Most of them believe that if the candidate is good at what they do, they should not be dealing with unemployment and thus stigma instils. HR needs to recognise this issue and solve it as soon as possible. Given the fact that numerous long-term unemployed candidates have a strong will and desire to work and succeed, they could represent a perfect fit for many companies.

Unemployment Compensation Costs

Organisations with a high employee turnover have to pay annual compensation costs to the employees they lose. Many of these companies believe it is the price of doing business, but they could not be any more wrong. The unemployment tax varies due to the number of claims an organisation receives. In layman’s terms, fewer claims mean a lower tax rate. HR managers can make sure these claims are handled with care or even reduce these unemployment costs. If the unemployment extension continues, it can become a serious burden to companies in the future as they will struggle to reduce costs and make ends meet. Unfortunately, as long as the debate is still held up in Congress, many Americans will continue to fight hard in order to get a job.

Downside of Low Unemployment
On a national level, the Department of Labor has discovered that unemployment levels have reached a 9-year low of only 4.6%, but given America’s population the number is continuously problematic. As the US economy has grown, more jobs have become available, but, at the same time, many unemployed workers have opted to stop looking for work. Interestingly enough, this will only make the rates go even further down given the fact the unemployment rate is only taking into consideration people who are actively searching for a job. Historically, low unemployment levels have impacted companies in various ways. As mentioned earlier, low rates of unemployment are associated with a strong growing economy, but there are plenty of downsides to all of this.

1. Reduced loyalty when problems arise – even with short-term problems this may affect your company. When unemployment is low, people feel that they can find a new place to work almost instantly. This leads to a high turnover and to many employees leaving giving shorter notices as they feel pressured to hit the ground running at the new workplace.

2. Harder to find replacements – Given the fact that there are fewer applicants for your empty position, this means it will take your organisation a longer period of time to find the right person who meets all the requirements.

3. The inability to fill available roles leads to customer dissatisfaction – Organisations may end up losing valuable business if proper solutions cannot be found in the necessary time frame. Consequently, companies may eventually have to turn down new business opportunities because they won’t be able to keep up with the rising demands.

4. Growth will slow down over time – There is a possibility that the unemployment levels are only artificially low due to the simple fact that many workers opted for jobs with fewer hours and less pay. This affects the natural growth of wages and it can also incapacitate the economic growth since employees are also customers and they spend less and less.

5. Bigger training budgets – The skill gap will certainly become a problem resulting from candidates who lack the prerequisite skills in order to do their jobs. Obviously, the profit margins will suffer.

The decrease in numbers in the labour market is also due to retired Baby Boomers. Plus, the changing times that we are all experiencing. In the past, young people have already begun work, but now they are focused on finishing their degrees. Which is not necessarily a bad thing given the fact that this translates into a highly skilled workforce for the future. All in all, the unemployment level is very peculiar and problematic. The short-term figures are at a historic low, whilst HR departments are facing major difficulties in recruiting which suggests the labour market is strained. In order for companies to progress, HR specialists have to innovate in terms of their respective recruitment processes in order for the labour market to stabilise.

This is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. 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.hraffiliates.com/unemployment-extensions-and-how-it-affects-hrs/

http://hrdailyadvisor.blr.com/2017/01/12/downsides-low-unemployments/

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/low-unemployment-rate-high-underemployment.aspxs

https://www.forbes.com/sites/louisefron/2014/08/20/tackling-the-real-unemployment-rate-12-6/#47b42c7e2473

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 a 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

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/

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 Gender Pay Gap: An Everlasting Problem?

It is crystal clear by now that women are being paid less than men, whether we are talking about low-skill or high-skill jobs. The Bureau of Labor Statistics from the United States has released the median weekly earnings of both women and men physicians and the differences are quite staggering:  $1,497 in comparison to $2,087. Moreover, in 2012, Forbes has analysed the average weekly wages data from the Bureau of Labor Statistics and discovered that women earned less close to approximately 83% to every dollar men had made.

In the corporate world, climbing the ladder would normally guarantee a person a higher salary, but unfortunately, not an equitable one. In recent years, the media has focused their attention on what women can do on a personal level in order to close the pay gap. In terms of what women can do, it is pretty straight forward. First and foremost it is imperative they know their worth and after that they have to be really well prepared in terms of research and negotiation.

There is so much a woman can do, but organisations have to play their part here in order to tackle the systemic pay gap. Here is a list of just a few of the things that can be done for this issue to become obsolete:

  1. Salary Based on Qualifications

Companies need to determine the level of knowledge, value and responsibility required for each job to eliminate the pay gap between female-dominated and male-dominated jobs which are different but comparable in terms of complexity or physical threats. Managers should work alongside their HR personnel so that job offers are being evaluated based on the value the position brings to the company and not on what a candidate has earned previously. Because of this, it reduces the potential for women, especially those of colour, to be paid equally due to their past salary inequities.

  1. No Bias Recruitment and Promotions

During the recruiting process, it is difficult to spot and overcome biases due to the fact that many of them are subconscious and begin when a recruiter sees a candidate’s name. Due to these problems, unconventional methods should be expected to eliminate biases from recruiting. A very interesting approach that has been found practical was to briefly conceal identifying information such as names from applications until the applicants reached a certain point in the hiring process. Given the fact recruiters where forced to only look at qualifications, it had become nearly impossible to discriminate.

Organisations should monitor promotions and raises to establish a bias-free procedure. Everyone in the company with similar qualifications should have access to:

  • possible assigned jobs where pay and promotion opportunities are better.
  • recommendations towards opportunities that could increase skills that will affect advancement.
  • similar increases and add-ons to bonuses and so forth.
  1. Pay Transparency Implementation

If everyone knows what their colleagues are earning this would make women aware if they are making less than their male counterparts.  For example, after the Sony hack, it was revealed there was gender pay gap amongst the main actors. Consequently, Charlize Theron took action and corrected a $10 million discrepancy between her and her male co-star, Chris Hemsworth, in The Huntsman. This was a natural response. Everyone wants to be treated fairly and it would make the gender gap problem self-correcting.

There is no denying the fact that this would represent a bit of a headache for managers, especially in the early stages of implementation. Defending the pay of their employees should not necessarily mean disaster for a company, but it may actually work as a great incentive for employees to increase productivity. Organizations worldwide would have to establish a meritocracy. The most productive get paid accordingly. For example the U.S. Office of Personnel Management publishes the salary and wage range for each federal worker— and federal workers’ gender pay gap is only 11%, which is tremendously better than the national average (69%). Other companies publish the criteria and formula used to determine pay and bonuses. Whole Foods post the individual salaries of their employees on their intranet. Although it may seem like publishing individual salaries may be taking transparency  a step too far — knowing another employee’s salary without knowing the criteria and formula used to determine their pay can make salaries appear arbitrary. Having published the criteria and formula eliminates misconceptions and also provides a clear goal for employees to aspire to.

  1. No more Negotiations

Eliminating negotiation is another technique through which the gender pay gap may be reduced. There are numerous studies which have revealed that women do not perform as well as men in negotiations. More often than not women avoid negotiation altogether and accept the first offer they have been presented with by an employer. One study that focused its attention on graduating masters’ students has discovered that despite being urged by their respective university to negotiate; only 7% of women graduates tried negotiating for a higher salary, while 57% of men graduates asked for more money. To put in it simpler terms, this is 8 times as many men asking for more money. Unfortunately, many women have reported fear as their primary concern thinking they may appear aggressive in pursuing a bigger salary.

In an interesting experiment, researchers Linda Babcock and Sara Laschever have explained in layman’s terms how even one negotiation can be detrimental from a woman’s perspective. Two equally qualified man and woman are offered $25,000 at the tender age of 22. The man manages to use his skills in negotiation and raise it to $30,000, whilst the woman accepts the initial $25,000 offer. Up until they are both 60 years old, they receive 3% raises every year and by that time their salaries would be separated by $15,000.

The road to equal pay is long and tedious, with organisations being urged to correct their processes from top to bottom. Women make up almost 60% of university graduates, so it would be wise for organisations to level the ‘paying’ field and offer themselves a strong competitive advantage when recruiting top talent.

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/2014/12/what-hr-can-do-to-fix-the-gender-pay-gap

https://www.forbes.com/sites/kimelsesser/2015/11/19/two-solutions-for-the-gender-pay-gap-that-can-be-implemented-today/#191ae482d35a

http://www.hrpayrollsystems.net/hr-eliminating-gender-pay-gaps

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

 

Great People Inside Conference: HR (R)Evolution – 11,12 October Brasov, Romania

Registration for the Great People Inside Conference: “The New World of Work” – the only international event held in Romania for 14 consecutive years –  has started!

We are currently at the beginning of the 4th industrial revolution.
Professional transformations are set in motion by globalisation and technological revolutions, especially a digital revolution – going from mechanical technology towards digital technology. The speed at which these changes are occurring is not going to slow down – in the next 20 years we will witness a continuous revolution of the workplace and workforce, marked by volatility, uncertainty and complexity.

The Great People Inside Conference: HR (R)Evolution, which will take place on 11&12 Octomber 2017 at Kronwell Hotel, Brasov, Romania,  will launch into interesting and challenging discussions regarding the pace of technological changes being made, the effects it has on jobs and the implications it has on HR, organisations, and employees.

A unique concept bringing together business representatives, entrepreneurs, managers, specialists and researchers in the field of human resources from all industries; psychologists, representatives of central and local authorities, large consulting companies, as well as internationally renowned experts from the United States of America, Canada, Czech Republic, Italy, Spain and Germany.

The 2-day programme combines thematic presentations, bold conversations and group discussions in an interesting manner, with the purpose of discovering techniques and strategies that will determine success in the near future, eliminating the uncertainty of this transitional moment and preparing for the rapid changes that occur in the workforce.

An event dedicated to sharing ideas, inspiration and information regarding the future of work.

For more information, please visit the conference’s dedicated website.

 

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