Showing posts with label Modern Trend in HR. Show all posts
Showing posts with label Modern Trend in HR. Show all posts

The rise of Gig economy: a challenge for HR professionals


The Gig economy is a labor market that is based on the short term contracts of freelancing jobs rather than permanent jobs. As compared to the regular salaries, workers get the amount in return of the gigs, they perform. Traditionally, jobs in the gig economy were courier services, ride hailing services, freelance journalism, etc. However, online platforms such as upwork, fiver, freelancer, etc. bring new impetus in the economy. Information technology has connected the employers and employees through these online platforms. Most of the people work in the software development, creative and multimedia sector, sales and marketing support services, writing and translation services, clerical and data entry and other professional services. According to online labor index 2017, Asia by far dominates the freelancing market globally with India at the top, Bangladesh on the second, while US on the third place. Affordable labor, a highly-skilled and technical workforce compel the companies to look to hire freelancers.

There are several benefits associated with the gig economy not only for the employees but for the employers as well. Employers prefer to hire freelancers for these skilled jobs, as they don’t have to pay fixed salaries. They also able to decrease their fixed cost by hiring the freelancers, when there is work. Employees also feel autonomy, flexibility, and better control of work life balance.
Though, companies are relying increasingly on contingent labor forces, such as freelancers, consultants, and temporary workers however, these workers are not part of the regular talent pool of the company. Therefore, companies usually don’t invest to retain them. On the other side, freelancers get involve in pseudo-employment without getting payments for redundant work, paid leaves, or other employment benefits.
This phenomenon of gig economy is also making HR professionals irrelevant due to the change in the traditional mode of hiring, training, and compensating the employees, as most of the online platforms are managing the workforce on employers’ behalf. According to the survey of 2017 conducted by upwork,57.3 million Americans are freelancing (36 percent of the U.S. workforce). As the gig economy is continuously rising, there is very much likelihood that this mode of employer-employee relationship has to stay. The popularity of gig economy would create challenges for hiring and retaining the right persons at affordable cost. Therefore, there is a dire need of the hour for HR professionals to carve out the strategies to make the work more attractive for the young professionals by incorporating autonomy, flexibility, and better control of work-life balance to stay relevant with the upcoming trend.

Coworking spaces and a paradigm shift

Image by pinnstation coworking



In 1980, Toffler predicted 
“Put the computer in people’s homes, and they no longer need to huddle. [. . .] White collar work will not require 100 per cent of the workforce to be concentrated in the workshop”.
This prediction was widely quoted in telecommuting research and started a new trend towards virtualization processes in organizations. According to a survey carried out in year 2014, 1.3 billion people worked from the space and time of their own choice. Advancement in digital technology has enabled professionals to work literally ‘anytime-anywhere’. 

Coworking-spaces, which originated in 2005 in San Francisco have developed rapidly in the last decade. Currently there are 13,700 coworking spaces operating worldwide and around 1.5 million people are working in those spaces. Some coworking spaces are government funded aim to enhance startups and entrepreneurial activities while many others are private funded owned by private owners or big corporations hosting mostly freelancers, independent professionals, consultants, entrepreneurs, small and micro enterprises, employees, students, etc. There are countless benefits associated with these spaces e.g. new startups, business ventures, employment opportunities, innovations, etc. On one hand, these spaces are bringing entrepreneurial revolution while on the other hand these spaces are also encouraging more and more professionals to work independently as a freelancer.

For example, according to a survey of 2014 conducted by Elance, out of 10 university graduates with first or second class degrees, nine see freelancing as a lucrative career choice whereas, every fifth graduate with first or second class degree have already decided to work as a freelancer. The result of the study also shows that 29 per cent of all graduates intend to make freelancing as part time career while 85 percent think that it would become norm in next five years. The reasons behind starting career as freelancer is the independence and flexibility it offers as compared to the traditional job structure. 

This means that coworking spaces would grow exponentially in the upcoming years as these spaces offer a cooperative working environment equipped with office utilities and accessories, in which professionals have the autonomy to work either as independent professional, or shared knowledge of other diverse professionals along with the shared working values of 'collaboration, openness, community, accessibility and sustainability'. Coworking spaces are not limited to the provision of office spaces and amenities to participating professionals. In fact, these spaces represent an elusive concept for working alone-together of participants, which is one of the major reasons that coworking- spaces are expanding globally. However, this rise would also influence the work practices in the existing organizations. 

In this situation, organizations can either recruit freelancers and developed their policies accordingly or they can restructuring their organizations by providing more autonomy and flexibility to their workforce. In that case, organization need to reduced hierarchical structure by incorporating fewer layers and decentralized decision making. In order to attract and retain skilled workforce, organizations need to break down the existing organizational boundaries and shall focus on the collaboration and team working while provisioning more flexible work structures. The traditional roles in the organizations need to be abolished and a manager shall act more like a coach and mentor rather than a boss or commander. 

Payroll Management Systems

An employer, regardless of the number of workers they employ, must maintain all records pertaining to payroll taxes (income tax withholding, Social Security and federal unemployment tax) for at least four years after the tax becomes due or is paid, whichever is later.
Given below are the Top  Most Recommended Systems, that can definitely enhance your performance.



Bullhorn ATS and CRM


Bullhorn will reduce the time and cost of payroll processing with its quick, accurate and easy-to-use payroll software. Designed to grow with your business, this solution will keep your organization agile and efficient.
Price
BambooHR is a cost-effective SaaS-based system, recommended for small to mid-size organizations. Whether you want help with compliance issues or deeper payroll integration, this software can be tailored to your business needs.

Ascentis

Ascentis Payroll is an online system that can reduce payroll processing time up to 30%. With a customer base of more than 1,500 organizations and superior customer support, Ascentis is a great option for almost any business.

Kronos Workforce Central

Kronos Workforce Central simplifies payroll and employee time & attendance tracking. This solution is excellent for organizations of all sizes--even Fortune 1000 organizations--seeking a complete payroll management suite.

UltiPro

UltiPRo offers unified sets for various HR functions, including payroll, benefits admin, and time & attendance. A cloud-based solution, the system is accessible 24/7 on devices with Internet connectivity, giving it global reach.


NuViewHR

NuViewHR streamlines your payroll system, automating time-consuming tasks like timekeeping and data entry. The system also has a self-service option, allowing employees to fill in timesheets directly, saving managers time & money.

Sage HRMS (formerly Sage Abra)

Perfect for SMBs, Sage HRMS Payroll offers total control over your payroll. Sage keeps you up-to-date with changing tax laws with quarterly updates, and unlimited direct deposits to help streamline the payroll process.

Kronos Workforce Ready

Kronos’ Workforce Ready is great for SMBs needing a powerful payroll system. This fully integrated payroll solution allows you to continuously process payroll and provide calculations when needed.

SentricWorkforce

A highly configurable solution, SentricWorkforce unifies payroll, HR and time & attendance processes into one web-based system. This is a truly global system, allowing users access from any device with an Internet connection.

Lawson Talent Management

Lawson's payroll solution draws on more than 25 years of industry best practices, delivering a superior product you can rely on. Offering robust functionality and an intuitive interface, Lawson is ideal for 1000+ employees.

by
Managing Editor, Software Advice

The Informal Organization

In addition to formal organizational structures, an organization may also have a hidden side that doesn't show up on its organizational chart. This hidden informal organization is defined by the patterns, behaviors, and interactions that stem from personal rather than official relationships. 


In the informal organization, the emphasis is on people and their relationships; in the formal organization, the emphasis is on official organizational positions. The leverage, or clout, in the informal organization is informal power that's attached to a specific individual. On the other hand, in the formal organization, formal authority comes directly from the position. An individual retains formal authority only so long as he or she occupies the position. Informal power is personal; authority is organizational.
Firmly embedded within every informal organization are informal groups and the notorious grapevine; the following list offers descriptions of each:
  • Informal groups. Workers may create an informal group to go bowling, form a union, discuss work challenges, or have lunch together every day. The group may last for several years or only a few hours.
    Sometimes employees join these informal groups simply because of its goals. Other times, they simply want to be with others who are similar to them. Still others may join informal groups simply because they want to be accepted by their coworkers.
  • The grapevine. The grapevine is the informal communications network within an organization. It is completely separate from — and sometimes much faster than — the organization's formal channels of communication.
    Formal communication usually follows a path that parallels the organizational chain of command. By contrast, information can be transmitted through the grapevine in any direction — up, down, diagonally, or horizontally across the organizational structure. Subordinates may pass information to their bosses, an executive may relay something to a maintenance worker, or employees in different departments may share tidbits.
    Grapevine information may be concerned with topics ranging from the latest management decisions to the results of today's World Series game to pure gossip. The information may be important or of little interest. By the same token, the information on the grapevine may be highly accurate or totally distorted.
The informal organization of a firm may be more important than a manager realizes. Although managers may think that the informal organization is nothing more than rumors that are spread among the employees, it is actually a very important tool in maintaining company-wide information flow. Results of studies show that the office grapevine is 75 percent to 90 percent accurate and provides managers and staff with better information than formal communications.
Rather than ignore or try to suppress the grapevine, managers should make an attempt to tune in to it. In fact, they should identify the people in the organization who are key to the information flow and feed them information that they can spread to others. Managers should make as big an effort to know who their internal disseminators of information are as they do to find the proper person to send a press release. Managers can make good use of the power of the informal organization and the grapevine.
contribution by cliff notes

10 Best Careers for Human Resources Professionals

best human resources careers

For anyone studying human resources and getting a human resources MBA, there are many areas to choose from when it comes to careers. You can stay a generalist and climb the career ladder into a management role, or you can distill the aspects of the career you like best—teaching people, negotiating, the technical aspects, etc.—and become a niche specialist.
The jobs below represent the best of both worlds. They are the best jobs in human resources because of job satisfaction, career potential, variety, freedom, monetary compensation and more.

10 Best Careers for Human Resources Professionals

Human Resources Manager

Why this career track is great: Personal satisfaction
While higher-ranking human resources executives may oversee organizations and strategy, human resources managers get the benefit of person-to-person interaction, helping employees directly. HR managers coordinate and plan HR activities, then manage them once executed. This may involve guiding employees through the hiring process, benefits programs, training, labor disputes, and other administrative needs important to workers within a company. HR managers, unlike the people above them, have a direct influence and positive impact on the people in a company. For people who are satisfied when they are helping others, this leads to great social benefit, human connection and the satisfaction of having a real impact on your fellow human beings.

Nonprofit Human Resources Expert

Why this career track is great: You are helping people while helping the world
A nonprofit human resources expert could be a recruiter, a human resources manager, a human resources executive, or any other HR professional operating within the nonprofit field. Such an HR professional has many of the same tasks as an expert working in a for-profit role, such as recruiting, administering benefits, training and development, assisting with policies and strategy and more. The operative difference is the in the nonprofit world, the human resources professional is working for an organization that exists to make a positive impact on the world around it, whether through health, education, the arts, preserving cultures or any of the many things that nonprofits do. So the impact on fellow workers is magnified in this context. A nonprofit human resources professional truly has the opportunity to impact people directly and, more indirectly, make a strong contribution to the betterment of the world at large.

HR Consultant

Why this career track is great: You make a lot of money, when and where you want it
These days, companies are growing increasingly complicated, and human resources departments are no exception. Enter the human resources consultant, an offshoot of the management consultant who charges companies a high hourly rate to impart much-needed services. Human resources consultants may specialize in a variety of fields, including benefits, employee incentives and rewards programs, company culture after mergers and acquisitions, employee motivation, retirement plans, recruiting and even the outsourcing of any of the many functions of an HR department. This high-level individual assesses a company’s current situation and offers and helps deploy systemic recommendations that will get the company to its desired goal. The HR consultant, meanwhile, gets to choose whom he or she works with, when that work is completed, and what to charge. It is the HR path where freedom meets money.

International Human Resources Professional

Why this career track is great: You can visit countries all over the world and experience a great variety of people and cultures
The job of the international human resources professional may involve recruiting candidates into global positions, training and development standards across an international organization, implementing benefits plans as national laws allow, labor relations, employee programs and many more. This HR track involves the same kinds of tasks that a national human resources professional might engage in, but with a great variety of cultures, languages and locations thrown into the mix. International HR is an ideal field for people who love to travel, speak multiple languages and are adept at engaging successfully with a wide variety of different people who adhere to different customs. Boredom is not the operative term for this unique and exciting human resources career path.

Human Resources Executive (Chief HR Officer or Vice President of Human Resources)

Why this career track is great: Money
If you’re good at HR and you want to make enough money for a vacation home—and perhaps a boat—the human resources executive track is the best job for you. The Chief HR Officer and, one tier below that, the Vice President of Human Resources each on average make more than $200,000 per year. These executive positions require an individual to devise an HR strategy for the company, including policies, systems and goals. Every aspect of a human resources department, beginning with recruiting and moving through contract signings, training and development, benefits, and more run through the CHRO (Chief HR Officer) or, if the company does not have such a position, the Vice President of HR. With 10-20 years’ worth of experience and a proven track record of human resources success, the HR executive can have a satisfying and, above all, well-paying career.

Training & Development Manager

Why this is a great career path: If you love teaching, this is a the corporate path for you
Training and development managers help employees improve their skill sets and careers. They do this by training employees in specially-held classes, workshops, conferences and other kinds of gatherings. Training and development managers are also sometimes in charge of designing the most effective coursework for employees, given the content that their employer wants to emphasize, while keeping training sessions entertaining and informative. If you like standing up in front of people and helping them learn and improve their lives, this career path is a very fulfilling one.

Employee Education Consultant

Why this is a great job: It combines the fun of teaching with the freedom of consulting
In this CNNMoney survey, 60 percent of education and training consultants said their job was low-stress http://money.cnn.com/galleries/2009/moneymag/0910/gallery.bestjobs_leaststress.moneymag/index.html. Such consultants do similar tasks as training and development managers—that is, they hold workshops, classes and conferences aimed at increasing employees’ skill sets and knowledge—but without the full-time commitment. Companies hire them on a contract or retainer basis to help improve their employees’ skills. This means that the companies hiring such consultants are already interested in keeping their employees well-trained and happy, so they tend to be welcoming places to work at, according to CNNMoney. The consultants work in an accommodating environment and employees are interested in what they have to say. In addition, training and education consultants can set their own hours and choose their clients. If an education and training consultant only wants to work six months out of the year, she can. Such freedom makes this job a fantastic choice for anyone who both loves to teach and train and wants independence in their position.

HR Entrepreneur

Why this is a great job—Once you build a successful company, you can hire someone else to run it and make passive income
Be it a headhunting firm, employee placement company, HR consulting firm, or a professional employer organization (PEO), which takes on the role of an outsourced HR department for a company, launching a successful HR company can be a golden ticket in terms of career choices. HR professionals with an entrepreneurial bent can set up such a firm, find a stable of clients and, with hard work and tenacity, build their firm into a successful organization. The ideal trajectory from there would be to either a) step back from day-to-day tasks, let the firm run itself, and glean a passive income from it—in effect retiring, or b) sell the firm for millions of dollars to a bigger company that wants to buy it. Either method spells one thing, early retirement, and that is the dream of many workers and entrepreneurs. If you like HR and are excellent with people, and have a killer work ethic and high risk tolerance, the entrepreneurial human resources path stands as a potentially lucrative, if difficult option. But with more and more companies choosing to outsource their HR functions, this path remains a promising one for years to come.

Executive Recruiter

Why this is a great career path: You can make lots of money while improving peoples’ careers
If you’re good with people and building relationships, a position as an executive recruiter could be one of the most lucrative ways to make friends. Executive recruiters are tasked with finding and filling job openings for senior executives, the so-called C-level executives including CEOs, as well as people in vice president positions. Executive recruiters generally get paid on retainers or paid in full after they have filled a position, and because companies are so interested in finding good senior talent, these fees can be quite high. This is where the making friends part also comes in. Executive recruiters want to build such solid relationships with companies that when an opening occurs, those companies call them first, at which point they launch their executive search, contacting other contacts in other companies—potential executives to fill that position—and trying to see if they’re interested. Because this field is so lucrative, it’s very competitive, so having a so-called Type A personality also helps.

Human Resources IT Specialist

Why this is a great career path: With the advancing role of technology in HR, you’ll be much sought-after, highly paid and advance quickly
While some HR jobs, such as HR manager, haven’t changed too much over the years, the ever-expanding world of HR is adding new niche positions, and HR information technology (IT) specialist is one of them. Anyone with a bent for software or hardware and an interest in human resources can combine their skills to become an HR IT specialist, and enjoy the career rewards that come with it, including being sought after and more often than not paid well. HR IT experts could be software developers, systems administrators, IT architects, or have another level of technical expertise that can be applied to a company’s human resources systems, which may include calendars, databases, payroll systems and the like. Although there isn’t necessarily direct interaction with employees, this member of the IT team plays a crucial role in supporting the human resources team, while facilitating the technology that helps a company stay efficient and organized.

Use of Social Media for Recruitment


As a recruiter you want to be where the most qualified, talented, and largest pool of applicants are. Human resources can leverage social media to tap in to potential recruits. This type of head hunting is called social recruiting. It's about engaging with users and using social media tools to source and recruit talent.

LinkedIn, Facebook, and Twitter have over 535 million combined users. That equals a lot of potential talent for your company. But how do you find the right person for the job you have available using social media? Here's how to get started.


How to Use Social Media as a Recruiting Tool: Understanding Each Social Network



By now you should be familiar with LinkedIn, Facebook, and Twitter. But just in case your're not, here is a quick overview. 



"LinkedIn is an interconnected network of experienced professionals from around the world, representing 170 industries and 200 countries. You can find, be introduced to, and collaborate with qualified professionals that you need to work with to accomplish your goals," states the company's website. That is the corporate way of saying they are a giant jobs board and you can connect to other professionals. There are over 65 million professionals on LinkedIn.



Facebook is the largest of the social networking sites with over 400 million users. Facebook is a social utility that connects people with friends and others who work, study, and live around them. It is intended to connect friends, family, and business associates. The model has expanded to include connections to organizations, businesses, and interests -- not just individual people. 



Twitter is a microblogging social networking service. Messages, better known as tweets, are no more than 140 characters. According to their website, "Twitter is a simple tool that helps connect businesses more meaningfully with the right audience at the right time."



So now that you know what the major social media sites are, which one should you use and how do you use it?





How to Use Social Media as a Recruiting Tool:  Using LinkedIn

The most obvious ways to use LinkedIn are to post jobs you have available and search for candidates. It costs $195 to post a job for 30 days. Or you can buy job credits and pay less per job posting if you buy more credits.  You can also sign up for LinkedIn Talent Advantage.  It is an exclusive suite of tools for recruiters. But if you don't have the budget to pay for job postings or join the Talent Advantage you can still tap in to the free resources LinkedIn offers.  
You should start by building connections to people you already know. This could include former co-workers, current clients, local entrepreneurs and even friends and family. Because you never know who someone else may be connected too that could make for a top-notch candidate. You should also join groups where you might connect with potential candidates. For example, if you are always looking for IT consultants you can find an affiliated group on LinkedIn. Once you join relevant groups find ways to begin discussions with people in the group. If you notice people who are active in the group, they always ask questions and answer others questions, those might be the people you hone in on for job opportunities.


There is also a free way to advertise that you are hiring on LinkedIn without posting a job. Use your network activity box (also known as a status box) to broadcast that you are hiring. "Looking for an IT consultant. If you know someone, maybe even you. Contact me." 



When you find someone who may be a good fit for your company you have to evaluate their LinkedIn profile. Does the person have a complete profile including a picture? Do they have recommendations from peers, managers and colleagues? Are they a member of groups relevant to their field? Do you have any 2nd or 3rd degree connections to the person to get a more personal referral? You can find out a lot about a person from their profile before contacting them for an interview.



As small business owners, you can easily leverage LinkedIn to find talent.





How to Use Social Media as a Recruiting Tool:  Using Facebook



How many candidates do you have in your database? Whatever the number is it doesn't come close to how many potential candidates are on Facebook. Facebook provides easy and affordable ways to increase your applicant pool. First utilize theFacebook Directory to search for users, pages, groups and applications.  



You can post a job for free in the Facebook Marketplace. The ad requires basic information such as location, job category, subcategory, title, why you need to fill this position, description and if you want to post your photo with the job posting or another image. The limitation of a free job posting is that you can't target it to a specific group of people like you can with a Facebook Ad.


Facebook Pages are another free resource within Facebook. A Facebook Page is a public profile that enables you to share your business and products with Facebook users. If you don't have a Facebook Page you can search other Facebook  pages to find people both active and interested in your field or that would be interested in your available position. If your company has a Facebook page you may want to use it as a recruiting tool. Make sure the information about your company is relevant and up-to-date. You can also post job openings for your fans to see. These people are passionate about your company and can be just as passionate about working for your company.


Another option is to post a Facebook Ad if you aren't getting the results you want from searching. The advantage of the ad platform on Facebook over its rivals Google Adwords and Yahoo! Advertising is that Facebook has laser targeting ability. With a Facebook Ad you can choose the exact audience that you are looking to target. The system will ask a series of questions about the characteristics of the people you want to see your job posting ad. You will be asked about the group's age, sex and specific keywords related to the position. Facebook will then calculate how many users fit that criteria. You have the choice to pay per click (how many people clicked on your job ad), pay per impression (how many people potentially saw your ad) and set how much you are willing to pay. You can decide whether to run the job ad continuously or only during a certain time.



For example, if your company is in Minneapolis and you are not including relocation in the budget for this position you can target the job posting to only be shown to people that live in Minnesota or bordering states. If the position is an entry-level position you can target the job posting to a younger age demographic. It is normally a violation of EEOC to target for or against a specific gender but a Facebook Ad is a loophole to bypass that. Because if you know a woman would be better suited for your position, you can target your job posting to only be seen by women. The options are endless to how narrow a field you can define. Be careful to not make the criteria too specific or you may not get the applicants you want.





How to Use Social Media as a Recruiting Tool:  Using Twitter



Twitter can be powerful for small companies or a recruiter who wants to get an edge over the competition. The easiest way to recruit is to tweet jobs you have available. "Looking for a Sales Rep in NYC, Very competitive salary, apply at (include a shortened url)."  



If your company has a Twitter account but not a lot of followers you can expand your network and build relationships with clients and job candidates on Twitter. Run a quick search on Twitter (search.twitter.com) for anybody discussing a specific keyword and you can get hundreds of contacts. You can search for people you know, by location, by industry or interest, by hashtag, by popularity, by time and more. 



To make your job posting tweets standout you can also use hash tags, #. Hash tags are used as a way to filter and find information on Twitter. All you have to do is include the hash tag with a keyword in your tweet and it becomes instantly searchable. Here are a few examples of hash tags you might consider using: #job, #jobpost, #employment, #recruiting, #hiring, #career, #staffing, #salesjob, #NAJ (that is Twitter lingo for 'Need A Job?')  You can use more than one hash tag in your tweet but remember you are limited to 140 characters so be strategic in which hash tag or tags you use.



You can engage with candidates and see what topics they tweet about. There is also the opportunity to market events you will be attending. "Stop by our career booth at the Sales Tech Expo."



There are companies like AdLogic that help businesses target to a particular Twitter audience. AdLogic lets clients create custom job feeds and corresponding specialized Twitter profiles for each area that they recruit for.



Your company Twitter account is also an opportunity to inform potential hires about your company. Your tweets say a lot about the company and what topics are important to your company.



When you find a potential candidate on Twitter evaluate their activity to see how often they tweet, if they have a healthy balance between followers and following, how big is their network and the quality of their tweets. Do they keep a balance between personal and professional tweets? Do they only post updates or do they respond to others and retweet others fully utilizing what Twitter is about?





How to Use Social Media as a Recruiting Tool: Return on Investment



Social media recruiting helps an employer get to know a potential job candidate. Is this a highly skilled, well-rounded individual that fits with your team? As with any job opening, using social media recruiting requires time and effort but it's an investment in longer-term benefits for your company. Using LinkedIn, Facebook and Twitter takes recruiting back to its grass roots of networking but for a digital age.

The Top 10 Best Practices of High-Impact HR Organizations

Few magazine articles have had such a monumental impact on an entire profession the way that Fast Company’s Why We Hate HR” did on the world of Human Resources after it was published back in 2005.

Not only was it discussed, debated, and argued about about ad infinitum (and still is, some would say), but it articulated the notion that strategic, high-value HR executives should have a “seat at the table” with an organization’s other high level leaders, but, that this was simply a pipe dream for many in HR.

Many think that the “seat at the table” debate has been debated to death, but it is back in a new research study by Bersin & Associates of The Top Best Practices for the High-Impact HR Organization. In the Executive Summary (and you can get a copy here), Bersin principal analyst Stacey Harris references the article and writes:
Though controversial and full of assertions that were hard to face, the article summed up important frustrations that were common among HR professionals at the time. Many were forced to acknowledge its validity, to pause and to wonder, “Okay. But where does HR go from here?”
In the years since, HR leaders have fought an uphill battle to change the profession. Today, smart companies do have a place at the table for HR. The challenge for HR now is in living up to the high expectations that come with the seat – expectations of high impact. It is not easy…
With this new report, we tie together past research in the areas of talent and learning, and brand new research on the strategic elements of HR we have found that hold the greatest challenges for the function today.”

HR organizations lack the skills to succeed

The bottom line to the new Bersin research is pretty simple: it shows that many HR organizations still lack the skills they need to succeed in 2011. The study, which included surveys and interviews with more than 720 global organizations, found that overall spending levels, organization structure, and team size have far less impact on business performance than the skills of the HR professionals themselves.
“This research clearly shows that the days of bloated HR organizations focused on administrative tasks are over,” said Josh Bersin, chief executive officer and president of Bersin & Associates. “Lean, technology-enabled, well-trained HR teams are able to take advantage of modern talent practices and partner with business leaders to drive impact.”
The research also makes the case that the decades-old “HR generalist” model is no longer effective unless the HR generalists are highly trained and connected to senior business leaders. That sounds like a contradiction to me, but the study also points out that the key HR competencies that drive results today are familiarity with integrated talent management, understanding of workforce planning, and comfort with social networking and HR technology.

Top 10 HR Best Practices

What I found most compelling in the survey was the list of the Top 10 HR Best Practices that produced the highest impact ratings out of all of the 140 HR practices and features that Bersin evaluated. See if you agree that this is a list that makes a lot of sense:
  1. Structured governance and business case development (HR impact opportunity — 39%). From Bersin: “Building a business case requires a clear understanding of the business or businesses that HR serves, as well as working relationships with all business leaders. HR can achieve both by involving business leaders in the planning processes and governance. This involvement also helps to ensure business alignment and, as a result of that alignment, business buy-in and support.”
  2. Developing advanced workforce planning capabilities (HR impact opportunity — 28%). From Bersin: “High-impact HR organizations incorporate sophisticated forecasting and workforce analytics into their processes. This enables them to translate company-wide talent, business data and external workforce segment data into workable insights that they can use and share with business leaders.”
  3. Implementing the “right” HR philosophies (HR impact opportunity — 27%). From Bersin: “High-impact HR organizations tend to commit themselves to creating work environments that enable employees to thrive both as individuals and as contributors to business success. They strive to create positive employee environments, and clearly communicate these expectations in the HR philosophy and mission. The most effective philosophies focus on fostering innovation and collaboration, or creating the best place to work, while the least effective philosophies focus narrowly on efficiency or cost-cutting efforts.”
  4. Reducing administrative work for HR business partners (HR impact opportunity — 25%). From Bersin: “Many HR functions have a role that is a liaison between the HR function and business leaders. The specifics of this role vary widely. High-impact HR organizations use it to advise senior business leaders, focusing on decision support, workforce planning, leadership development and executive coaching. By enlisting the right person, HR can improve its credibility across the enterprise, improve working relationships with business leaders, cultivate mutual understanding and gain influence. When this role is implemented poorly, with more focus on administrative duties and taking orders, our research found that it can actually reduce an HR function’s ability to work effectively and efficiently.”
  5. Implementing flexible HR organization design (HR impact opportunity — 20%). From Bersin: “High-impact HR organizations are flexible and agile. Like earthquake- proof buildings, they are structured to allow adaptive movement if the ground shifts. No overall HR structural model (centralized, decentralized or a combination of the two) in itself emerged as a predictor of HR success. But certain structural features do lend themselves to areas of excellence. One feature that we found to be universally valuable was flexibility. Fancy organization charts and designs are fine – provided that you also have a culture which recognizes the need to adapt structurally when business needs and challenges change, as well as an HR staff that is capable of making those changes.”
  6. Improving employee-facing HR systems (HR impact opportunity — 19%). From Bersin: “The most significant contributions to the overall effectiveness of an HR function come from community-building and self-service elements. Knowledge-sharing portals, web-based recruitment tools and management dashboards let various HR stakeholders and clients find what they need when they need it. HR functions with user-friendly client systems are regarded as twice as effective and efficient as functions that do not invest in this advantage.”
  7. Measuring both HR operational and business metrics (HR impact opportunity — 19%). From Bersin: “Measurement strategies in high-impact HR organizations have evolved to ensure efficiency, effectiveness and business alignment. Such strategies incorporate both operational measures by which to manage the HR function and strategic people measures to support crucial business decisions.”
  8. Developing internal HR skills (HR impact opportunity — 13%). From Bersin: “As they focus on programs to develop employees company-wide, HR organizations often neglect the development of their own team members. This is a mistake. The world of HR solutions is constantly changing. High-impact HR organizations must invest the time and money needed to ensure team members’ competence grows in such disciplines as change management and relationship management. Efforts must also focus on developing team members’ business acumen, industry knowledge and command of current best practices in all areas of talent management, as well as the use of social networking tools and other HR technology.”
  9. Improving line manager capabilities (HR impact opportunity — 10%). From Bersin: “A common pitfall for many HR functions is the attempt to meet the needs of every stakeholder directly, thereby spreading limited HR resources very thinly. High-impact HR functions have prioritized the focus of their HR resources on building the capabilities of their line managers. This decision allows them to work in partnership with their line managers, versus trying to work around line managers who may be incompetent or ill-prepared.
  10. Outsourcing HR services strategically (HR impact opportunity — 10%). From Bersin: “High-impact HR organizations use outsourcing to enable their internal teams to focus on things that cannot be outsourced, such as building business relationships and developing custom solutions for business managers. These organizations outsource areas that can be improved through economies of scale, or which require global coordination and expertise. What an organization outsources often depends on its level of maturity.”

Seat at the table = high expectations

The research study comes out of Bersin & Associates’ new HR Practice, which was recently launched, the company says, to “address long-standing requests from HR professionals to help them build their skills, and prioritize and align their HR strategies with the business to deliver the greatest return.”

“The challenge for HR professionals today is living up to the high expectations that come with a seat at the table — expectations to drive business results through people and culture,” said Bersin’s Harris. “Our new HR Practice and this particular body of research reveal the keys to driving impact. We are also addressing long-standing requests by our Bersin & Associates members to help them prioritize and align their HR strategies with the business to deliver the greatest return.”

I’m not sure how the HR Practice will go for Bersin, but if it performs like other parts of the Bersin organization, it should give all the other HR consultants a good run for their money.

In fact, just this list of the Top 10 best HR Practices is a great start because it clearly gets to the heart of what HR needs to be doing to add value to an organization. And if you have spent much time around HR, you know that just about everyone needs to focus a lot more on that.

Top 10 HR Blog Posts of 2011

Last year, thousands of blog posts about HR, recruitment, and job seeking were published across the web. It can be hard to separate the good from the bad, especially when there's so much potentially valuable information.
To help you separate the wheat from the chaff, and with the benefit of hindsight, we’ve put together a great list of the top 10 HR posts from 2011. We picked out some important trends and topics, but other than that there's no method to the madness. Enjoy!
"I Think Therefore I am Diverse" by Charlie Judy at HR Fishbowl
Charlie makes a pretty bold statement asserting that companies don’t know about diversity. Despite the tactics companies are taking to embrace inclusion, most focus solely on diversity with respect to things like race and gender. His post eloquently and sometimes humorously defines cognitive diversity and its role in the workplace. He challenges HR professionals who are looking to build a diverse workplace to start by drawing attention to the diversity they already have.
"4 Reasons Change is So Damn Hard" by Mark Stelzner at Inflexion Advisors
After a few cocktails on a long plane ride, a senior-level executive shared with Mark Stelzner the deepest secrets of his company: that it was backwards and “destined for failure.” The conversation left Stelzner digging deep to find the reason as to why change is so hard. Reflecting on the four great tips they debated, Stelzner kept watching for his new friend to make a change. But, as he so eloquently states, “Change is so damn hard.”
a message in a bottle
"Putting Performance in Context — Not Every Three-Yard Pass is the Same" by Steve Boese at Steve Boese’s HR Technology
What starts off looking like a post about selecting the perfect fantasy football team turns into a great post about rating employee performance. Steve Boese’s football metaphor captures the essence of why context is vital, in sports and in employee performance ratings. Job stress, environment and level of competition must all be taken into consideration when rating an employee.
"Why I’m In This Game..." by Kris Dunn at The HR Capitalist
This post is a great example of why HR professionals do what they do. After taking the chance in hiring a guy with no industry experience but who he thought would “out-hustle” those around him, Dunn finds himself reflecting on a thank you note from that very individual.
"666 Firing: When Demanding Compliance Costs You a Fortune" by Suzanne Lucas at CBS MoneyWatch blog
In light of the firing of an employee who refused to wear a sticker bearing the numbers 666, Suzanne Lucas takes a look at when corporate policy and compliance may go too far. She poses some good points and asks some great hypothetical questions about the severity of non-compliance. Was not wearing the sticker, which reflected the company’s days without an accident, worthy of termination?
"Does Being in Love Make You a Better Manager?" by Trish McFarlane at HR Ringleader
With the results from a new study, Trish McFarlane examines the traits exhibited by those in love. She then correlates how those same traits would affect a manager. Her conclusion: a positive or negative home relationship will affect management abilities, and this should be remembered when an employee is in the same situation.
"The Messenger Really Matters" by Sharlyn Lauby at HR Bartender
After overhearing the comment, "It’s the message that is important, not the messenger," Sharlyn Lauby works to contradict that very statement. She believes that not only is the messenger critical in setting the tone for the immediate situation, but also for setting the tone for what's to follow, especially when delivering bad news.
"7 Trends That Have Changed the World of Work and How to Adapt" by Donna Sweidan at JobMob
The world of work is changing rapidly, and Donna creates a great list of what’s trending in the job market. She not only addresses some of the biggest changes, but also how to embrace them in your job search. From the slasher to the freelancer, she gives some great insights into where the market is, and where it’s going.
"HR Ads: The Red Pen Edition" by Frank Roche at KnowHR
In a biting, sarcastic pictorial post, Frank Roche critiques a few recruitment ads currently in publication. Using a stereotypical red pen, he adds great commentary to some otherwise poorly designed print ads. His wit and humor, along with his critical eye, make for a really interesting post on what-not-to-do when designing an ad.
"Player, Please: Gamification & Social Engagement" by Matt Charney at Next
With social media recruitment becoming increasingly popular, Matt Charney reminds his readers that this method is supposed to be fun. With a little out-of the-box thinking, "gamification", the process of creating a competition out of otherwise mundane and ordinary tasks, can be incorporated into talent acquisition strategies. After all, it worked for The Apprentice.

Difference between HRM and Soft HRM

HRM - Hard v Soft HRM
There are a variety of ways to approach the management of HR in a business. The business textbooks like to describe two broad approaches to HRM which are explained further below:
  • “Hard” HR
  • “Soft” HR
However, it is important to remember that, in reality, these two approaches are somewhat academic in nature. In real businesses, an HR department or manager would be likely to adopt elements of both soft and hard HR, and in many cases would not be interested in the slightest in the distinction!



The key features of the hard and soft approach to HR can be summarised as follows:
Hard HR ManagementSoft HR Management
Treats employees simply as a resource of the business (like machinery & buildings)
Strong link with corporate business planning – what resources do we need, how do we get them and how much will they cost
Treats employees as the most important resource in the business and a source of competitive advantage
Employees are treated as individuals and their needs are planned accordingly
Focus of HRM: identify workforce needs of the business and recruit & manage accordingly (hiring, moving and firing)Focus of HRM: concentrate on the needs of employees – their roles, rewards, motivation etc
Key featuresKey features
Short-term changes in employee numbers (recruitment, redundancy)Strategic focus on longer-term workforce planning
Minimal communication, from the top downStrong and regular two-way communication
Pay – enough to recruit and retain enough staff (e.g. minimum wage)Competitive pay structure, with suitable performance-related rewards (e.g. profit share, share options)
Little empowerment or delegationEmployees are empowered and encouraged to seek delegation and take responsibility
Appraisal systems focused on making judgements (good and bad) about staffAppraisal systems focused on identifying and addressing training and other employee development needs
Taller organisational structuresFlatter organisational structures
Suits autocratic leadership styleSuits democratic leadership style
Which of the two approaches is better? The answer is – it depends!
The “hard” approach to HR might be expected to result in a more cost-effective workforce where decision-making is quicker and focused on senior managers. However, such an approach pays relatively little attention to the needs of employees and a business adopting a genuinely “hard” approach might expect to suffer from higher absenteeism and staff turnover and less successful recruitment.
The “soft” approach will certainly appeal to the “touchy-feely” amongst us who like to see people being treated nicely!
And you can also make a good business case for an approach which rewards employee performance and motivates staff more effectively. However, the danger of taking too “soft” an approach is that when all the employee benefits are added up, the cost of the workforce leaves a business at a competitive disadvantage.