Modern HR Or How To Earn Your Employees Every Day

  • -

Modern HR Or How To Earn Your Employees Every Day

Re-Blogged from Forbes OracleVoice

By Gretchen Alarcon, Vice President, Human Capital Management Strategy

Many executives define their customer experience strategies as an effort designed to earn their clients over and over again. In today’s talent-centric corporate landscape, it seems to me that modern human resources (HR) could use a similar adage: How can we help our employees choose our company again and again?


After all, the winning products and services that make a company successful in the marketplace are the direct result of employees’ knowledge, skills, and capabilities. To maintain that success, HR should be doing everything possible to ensure that when an employee leaves the office Monday night, they come back Tuesday morning refreshed and excited—rather than looking for work with a competitor.

Working with IT, HR executives have delivered significant advances to standard processes over the years—payroll, time tracking, and mandatory compliance training have all benefited from automation and self-service. However, those processes reflect a baseline of operations that defines an era based on HR transactions. These improvements have addressed the basic needs of the department and the workforce and served the business well.

But to build a rich culture that extends beyond the employee’s basic needs, HR must engage in an ongoing conversation that promotes a vision of the future to employees—rather than simply reinforcing the strategies of the past. What can we offer to employees to give them new ways to engage with the company?

To refocus HR around the employee experience, we need to move beyond transactions to address four important business needs: a talent-centric view of the workforce, tools and policies that encourage collaboration, applications that are engaging and mobile, and the insights that management needs to predict the business impact of HR efforts.

The Talent Conversation

This seems obvious on the face of it—when the success of a company is predicated by what its employees produce, of course you want to build a culture that focuses on making the most of workforce talents. But like many obvious concepts, a talent-centric workplace has not been historically easy to pull off. An end-to-end talent management process is a mix of skills and systems, and the trick is to find the simplest way to help employees direct the conversation.

For example, I believe that social sourcing is an essential requirement for any next-generation recruiting effort. Finding talent used to involve name generation, incentives, and a lot of follow-up. It was time and labor intensive, even when it was effective.

But now, we can identify existing top performers and ask them to curate open positions for their social connections. Because it’s likely that a quality employee knows other quality people, an authentic Facebook post about an open position is likely to yield much better results than a broad referral drive.

But such an effort requires a deep understanding of the referring employee, content and tech support to help with the effort, and the right incentives to reward them for their time and advocacy. This, in turn, requires a high level of employee engagement and a true love for their work and the organization that employs them. Creating a talent-centric organization is not just about how you find and recruit talent—it’s about how you keep your existing talent engaged so they advocate for you in the marketplace.

Collaboration Is Social

Social media was in its infancy when we first started talking about building social capabilities into Oracle HR products—and the business case was still being analyzed. How, after all, would a medium characterized by virtual farms and sheep-throwing wars help us provide collaborative tools with a bottom line benefit?

The key is employee engagement. A 2013 Gallup report entitled “The State of the American Workplace” found that 20 percent of American workers are “actively disengaged” and estimates that the lower productivity of those workers costs the United States economy about US$450 to US$550 billion per year.

When HR provides a way for employees to be social in the context of their everyday work, it paves the way for enhanced collaboration and communication throughout the enterprise—and that encourages productivity, passion, and commitment.

If a new hire is confused about company policy, he can pose a question to his internal social network, and more-experienced employees (or his HR representative) can give him the answer. If a high-potential employee in Vietnam wants to make a big career move within the company, she can be paired with a mentor in Turkey to get advice on her next step. And measuring the performance of remote and virtual teams becomes much easier when they are collaborating on a shared internal social platform.

This all adds up to creating a collaborative work environment that employees want to engage with every day. And with a generation of millennials entering the workforce (who were raised with social media as a fundamental part of their public identity), building an effective and lively platform for collaboration becomes more than a pleasant bonus for young workers. It will be a business necessity.

The User Is Always Right

But too often, new recruits experience a disconnect between the applications they use in their daily lives and the enterprise tools they must use once they are hired. That difference can erode an employee’s experience from day one. Achieving a high level of engagement means giving employees social-ready apps to connect to anyone, anytime, anywhere. It means that we need to give them consumer-grade user interfaces and integrated mobile functionality to get them connected to the tools they need.

If HR leaders want to have a conversation with the workforce, it has to be easy to talk—and that means a mobile-first culture as far as applications go. It also means that we do a lot of thinking about how to take popular features of mobile apps (like games or social sharing) and apply them to HR tools, to engage in a different way.

For example,  executives should be looking for IT functionality that helps extend beyond what is typically considered the realm of HR—into areas such as such as wellness, safety, quality improvement, innovation, and team building. By emphasizing competition, media sharing, and the curation of an employee profile, modern applications should help staff connect with HR in a way that’s more rewarding (and fun) than simply responding to alerts about mandatory training.

It’s HR engagement with a social component—and it is easy to accomplish with the tools the employee already has (a smartphone, for example) because the modern HR system they interact with is mobile-enabled and designed with the user in mind.

Analyze the Future

These expanded functions add new content, transactions, interactions, and data generated by HR systems. So it’s essential that modern systems be designed from the ground up to take advantage of the new insights that this new traffic generates.

If HR is committed to delivering on the employee experience, that means identifying and extracting the data points that really influence a person’s decision to stay at a job. What makes them a high performer? What behaviors are more likely to lead to promotion? How big should an employee’s bonus be? Who is at risk of leaving—and what preventive action can managers take to convince them to stay?

These are the kinds of predictive analytics that a modern HR system can deliver. I tend to think of this as an early warning system, where all of this information can come together and be analyzed by HR. Then, it can be shared with managers to help address or offset risk, allowing managers to take actions that will, in the long run, keep high performers happy at their jobs.

And that, I believe, is the point of modern HR: to make a case to the workforce that they should continue to show up and put in their best effort every day. As Larry Ellison said at Oracle CloudWorld in January, “It’s all about people. Taking care of your employees is extremely important, and very, very visible.”


Original article at:

About Author

Scott Rosen

Want to know why 90% of the NJ, NY, DE and PA companies who work with us for their HR staffing needs (including Merck, Rutgers, PNC Bank, Daimer-Chrysler, Pfizer, SAP America and 150+ others) either re-hire our firm or refer us? We specialize exclusively in the Direct-Hire and Contract Placement of Human Resources Professionals including EVP of HR, VP of HR, Human Resources Manager, Compensation Manager, HR Generalist, Benefits Manager & Training Managers. The Rosen Group is one of very few firms in the NJ, NY, PA, and DE area that focuses on one, single area all day, every day – Recruiting and assessing HR talent! Our low-volume (2-3 positions filled per week, 8-12 per month and 100 per year), highly-consultative “super-niche” approach means that I will send you the right candidates – the first time (and typically within 1 week). For example 98% of our HR contractors complete their assignments, 50% are extended and 30% to 40% receive permanent offers! We’re giving Fortune 500 companies, SMBs and nonprofit organizations access to the best and brightest HR candidates. We have a database of thousands of HR executives with a wide range of experience, expertise and talent at all levels all the way up to the VP HR level. Plus we use social media and employment branding strategies to get your opportunities in front of top candidates. We're committed to the professional growth and development of the HR executives that we place for clients. That’s why I founded the HR Executive Alliance and the Talent Acquisition Leadership Alliance and have created the HR Department of the Year Awards. Maybe this is why the Rosen Group is one of the Inc 500 Fastest Growing Companies (Number 147!) – and why 90% of our clients refers us or rehire us.