情商如何增强团队建设企业的成功除了企业策略团队建设等还需要团队成员之间的配合，对于企业来讲，软实力也不容忽视。情商是加强团队建设以及领导力的重要因素之一。高情商的领导和高情商的团队成员能有效避免潜在的时间、精力等的浪费，还能加强部门之间的沟通，提高责任感和团队目标感，有利于创造一个以人为中心的工作氛围。
Emotional intelligence elevates team building by fostering open communication, empathy, and understanding among members. It creates a positive workplace culture, strengthening relationships and contributing to overall team success and well-being.
FREMONT, CA: Emotional intelligence, or EQ, plays a crucial role in team construction and leadership. It involves understanding one's own emotions and reactions while also appreciating and interacting effectively with the emotions of others. Individuals with strong emotional intelligence, marked by humility, empathy, and self-regulation traits, tend to foster smoother communication and build robust relationships. This capacity for emotional intelligence in the workplace enables team members to proactively anticipate and address potential issues, such as conflicts, saving valuable time, energy, and resources crucial for organisational success. Developing emotional intelligence is an ongoing process that improves with practice, contributing significantly to the effectiveness of teams.
Any organisation that wants to succeed must focus on building emotionally intelligent teams. These teams may function best when they have open and effective communication, which is what makes them thrive. The procedure calls for deliberate measures and thorough planning. First and foremost, for team members to appreciate the value of their contributions, they must have a clear grasp of their responsibilities and the group's objectives. Second, creating platforms that support individual opinion expression encourages participation and a sense of ownership. Thirdly, leaders must foster empathy, communication, trust, and respect. Lastly, offering chances for group learning and development inspires the group, improving problem-solving skills and fortifying interpersonal ties. By recognising individual abilities, these actions help teams build emotional resilience.
Building relationships and encouraging candid communication are essential components of a productive team. If team members lack emotional intelligence, it can be challenging to encourage open communication since they may find it difficult to read body language or recognise mood swings. Developing ways that enable individuals to exchange information without fear of repercussions is essential to the success of any team. These tactics should emphasise the significance of having productive discussions where everyone feels heard and supported.
A few examples are one-on-one meetings with team leads, group brainstorming sessions, mentorship initiatives, and promoting more positive comments within the group. Teams can increase trust and connection while increasing productivity at work by implementing these methods.
Encouraging transparency and cooperation among team members is an effective tactic for creating unity and creating prosperous enterprises. Emotional intelligence must be given top priority to successfully build such an environment. Creating an environment where team members can express themselves without worrying about criticism or peer pressure is critical. This can be accomplished using easy strategies like regular talks between management and employees or team-building activities promoting opinion exchange.
Promoting open communication ensures that everyone feels free to share their thoughts, which boosts output overall and gives teams the tools they need to cooperate to achieve objectives. Hence, integrating emotional intelligence into team building is indispensable for fostering a positive and thriving workplace culture. Ultimately, the cultivation of emotional intelligence contributes to team success and also to the overall well-being and satisfaction of team members, creating a foundation for sustained growth and achievement.
Source ManageHR
The Power of Employeeship and its Direct Impact on Company's ResultsAfter The Great Resignation in the wake of COVID-19 pandemic and the huge wave of Baby-boomers retirement, pressure was put on companies. Till now, the war of talent is still ongoing in the time on the edge of various crisis. Company centered strategy is shifting to people centered. What should we do?
The war for Talent is something that many companies around the globe have faced over more than two decades. This phenomenon coined by Steven Hankin of McKinsey & Company in 1997 is still ongoing, more challenging than ever. It simply refers to an increasingly competitive landscape for recruiting and retaining talented employees.
The Great Resignation in addition is an ongoing economic trend in which employees have voluntarily resigned from their jobs in early 2021 in the wake of the COVID-19 pandemic. Among the most cited reasons for resigning include wage stagnation is the long-lasting job dissatisfaction.
Here we could also add depopulation in some Western countries, big gap between demand and supply in critical competencies and huge wave of Baby-boomers retirement, big uncertainty in the world with conflicts and energy crisis, all of that indeed put the pressure on companies to Re-think the People strategy.
So, the million question is which driving factor is the most important enabler for companies to attract and retain people? There is no general recipe and no copy-paste strategy. Instead, look deeper into your people analytics, needs and behaviours. You will find the answer BUT I would dare to emphasize that psychological safety is taking more and more place among employees as the most critical one. By empowering Employeeship with psychological safety in the ground companies can gain both in terms of individual but also team performance. Research and survey are showing that innovation as a competitive advantage is possible if a company has people with high motivation and strong feeling of belonging. How could the way to empowered Employeeship look like:
"Empowered Employeeship leads to usage of full potential a company possess in its people"
1. Create a Culture of Care where people feel comfortable to admit, share and learn from failures. Companies need to have strong leadership commitment and empower its employees to bring even difficult topics to the table and discuss. Care from psychological perspective includes continues learning and development in all aspects. Care is very much about listening and understanding, supporting and coaching in the way that opens up for new ways of thinking and managing things.
2. Develop a Culture where ownership and responsibility in the organization is strong linked to each and one of the employees. If the employee is rather a partner than a subordinate than the individual contribution and feeling of personal value will be higher. This employee will give a company more value back because it will feel respected, acknowledged and empowered. This in turn will even strengthen company´s leaders and most probably lead the company to a higher maturity level. The better people the better business. At the end, all business problems are people problems. Therefore make your people accountable, responsible and put the hat of ownership on top of their heads. Just to mention, Employeeship is a philosophy adopted notably in Sweden where the hierarchy is abandoned. And it gives great companies, brands and results!
3. When having 1 and 2 in place then the most natural part is to work further with Inclusion. You can also say that companies need to develop a Sense of Coherence where three parts are important: a) the employee needs to feel included in an environment that is understandable and purposeful; b) the employee needs to have resources and conditions that makes the work possible and manageable; and c) the work that the person is expected to deliver and perform need to be part of the bigger picture and the employee needs to understand that. Just sitting in front of the computer day in and day out, delivering for example drawings of calculations will not give meaning long term. But if you put these deliveries into the bigger context by showing where this piece of a puzzle is and how it is connected to other pieces will most probably lead to higher satisfaction and retention rates, loyalty, performance and for certain create strong attractiveness as well.
Empowered Employeeship leads to usage of full potential a company possess in its people. We all have individual responsibility to contribute to a culture where other people feel comfortable. Just start with yourself and how you would like to be treated. Clear direction from top management and strong commitment from all employees will make this journey possible.
SOURCE ManageHR
观点
2024年01月23日
观点
10个方法让你更好地营销人力资源科技10 Ways to Become a Better HR Tech Marketer为有效拓展并参与到人力资源领域，人力资源科技公司应该采取全面的市场营销策略，囊括多种渠道，响应目标群众，展现价值主张。具体步骤包括：理解人力资源领域，强调投资回报率，创造有价值的内容，与行业影响者合作，细分受众，参与行业会议，展现前沿行业思想，加强线上展现力，培养客户友好关系，跟踪前沿趋势。人力资源营销的成功需要时间的积累与不懈的努力。祝你好运！
To effectively reach and engage the HR community, HR technology firms should adopt a comprehensive marketing strategy that encompasses various channels, resonates with the target audience, and demonstrates value proposition.
为加强营销力量，以下是行动策略的具体步骤：
Here’s a breakdown of actionable strategies to enhance marketing efforts:
Understand the HR community: Thoroughly understanding the needs, challenges, and aspirations of HR professionals is crucial for crafting relevant and impactful marketing messages. Conduct surveys, engage in industry forums, and interview HR leaders to gain insights into their preferences and pain points.
Highlight the ROI: HR professionals are data-driven and results-oriented. Clearly demonstrate the return on investment （ROI） of your HR technology solutions. Quantify the benefits, such as cost savings, increased efficiency, or improved employee productivity.
Create valuable content: Develop informative and engaging content that addresses the specific needs of HR professionals. Produce blog posts, white papers, infographics, and case studies showcasing real-world success stories.
Leverage industry influencers: Partner with industry thought leaders, bloggers, and social media influencers to reach a wider audience. Collaborate on content creation, webinars, and social media campaigns to gain credibility and trust.
Engage in targeted outreach: Utilize digital marketing tools to target HR professionals with personalized messaging. Segment your audience based on their roles, industries, and interests to deliver relevant content and offers.
Attend industry events: Actively participate in HR conferences, trade shows, and networking events to connect with potential customers and showcase your solutions. Build relationships with key decision-makers and industry peers.
Demonstrate thought leadership: Establish your company as a trusted resource by sharing expert insights and perspectives on HR trends and challenges. Contribute to industry publications, participate in panel discussions, and offer webinars to position your brand as a leader.
Build a strong online presence: Develop a user-friendly and informative website that clearly communicates your value proposition and showcases your solutions. Utilize social media platforms to engage with HR professionals, share content, and respond to inquiries promptly.
Nurture customer relationships: Prioritize customer satisfaction by providing excellent customer support and proactively addressing any concerns. Gather feedback regularly to improve your products, services, and marketing strategies.
Stay up-to-date with trends: Continuously monitor emerging HR trends and technologies to ensure your marketing efforts remain relevant and aligned with the evolving needs of the industry.
HR Tech marketing is all about being persistent and consistent over time.
Good luck!
SOURCE HRTECHFEED
观点
2024年01月23日
观点
改善居家办公问责制的7个方法受漫长的疫情影响以及网络通讯日益方便迅捷，居家办公了越来越合理化。居家办公成为职场大势，而管理者通常认为居家办公会严重影响员工工作效率。事实上，与其一味心里过滤不如正视其好处，适应混合式和多元化工作。
想了解居家办公问责制，就要知道是居家办公问责制的什么，其好处是什么，以及七个改善团队或企业问责制的方法。
居家办公（WFH）是许多美国专业人士的新型常态，无论是全职的远程工作还是混合式工作。然而，这种工作制度给企业和员工带来许多利益的同时也带来了特别的挑战——尤其是问责制的问题。没有了传统的办公环境，办公效率以及办公可靠度就需要刻意努力和有效的策略来维持。
在这篇文章中，我们将探讨如何改善居家办公的问责制，让个人和团队在这种新的工作环境下蓬勃发展。
What is work-from-home accountability?
什么是居家办公问责制？
Accountability is taking ownership of one’s actions, decisions and outcomes in the remote work context. This means being responsible for meeting deadlines, maintaining quality levels and honoring commitments made to colleagues and stakeholders.
When working from home, it’s important to establish clear expectations and guidelines for accountability. This includes:
Defining specific goals and objectives
Setting realistic deadlines
Providing regular feedback
Giving support
Accountability in remote work also requires effective communication. Inform all team members about progress, challenges and any changes that may affect the workflow. This promotes transparency and allows for better collaboration and problem-solving among teams.
Benefits of work-from-home accountability
居家办公问责制的好处
To enhance accountability in remote work, it’s important to recognize its significance. Some of the benefits of focusing on accountability in remote workers include:
Improved responsibility: When people hold themselves accountable for their work, they’re more likely to step up and take responsibility for the outcome of their tasks. This also gives employees a sense of accomplishment and improves job satisfaction.
More transparency: When you set clear expectations for remote teams, it’s easier for them to be clear about what they’re working on and when they may need help. This also increases trust among team members.
Improved collaboration: Remote team accountability helps employees collaborate by outlining who’s responsible for what, so they know who to communicate with to ensure work is completed.
Fewer missed deadlines: When working remotely, it’s easy to let deadlines slide past without colleagues reminding you when work is due. Improving accountability among WFH team members helps reduce the number of missed deadlines and streamlines workflows.
Better work-life balance: Accountability also improves work-life balance for employees by making sure no team members have to pick up the slack for others.
7 ways to improve work-from-home accountability
改善居家办公问责制的7个方法
Leaders and managers can establish and improve WFH accountability through a few methods. Every organization is different, so you’ll need to find what works best for your situation.
1. Set a clear WFH policy
建立明确的WFH政策
The first step in establishing WFH accountability is to have a clear policy in place. It’s a good idea to ensure team members have buy-in so they don’t feel that they can’t follow the rules. Some items your policy should cover should include expected working hours, hybrid schedules and technology usage policies. Some virtual teams may work on their own schedules and timelines while others will need to have set hours in place to ensure collaboration. Many virtual teams will need more structure than others. It’s important your policy encompasses the best system for your entire organization. Work with your managers and team leaders to find out what policies will work best for everyone.
2. Clarify responsibilities
明确职责
If employees know what’s expected of them, they’ll be more likely to hold themselves accountable to those expectations. Make sure you set clear goals, deadlines and benchmarks so employees can hold themselves to them. Workers need to know what they’re responsible for and who to ask if a project is running late or they need more help. Key performance indicators (KPIs) help teams measure the quality and efficiency of their work to make changes where needed. This is particularly important in a remote work environment where team members don’t have regular physical interactions with each other.
3. Provide the right tools
提供合适的工具
Remote employees may need additional technology and tools to communicate, collaborate and complete tasks. Make sure you provide your teams with the right technology to help them meet goals and stay on track. Virtual teams will need the right communication tool for team meetings, plus project management and collaboration tools to keep each other accountable in real time. Time management and tracking tools help teams determine how to assign project deadlines and prioritize as well. Cloud-based systems help employees work from anywhere and at any time, helping them complete projects when working from home or traveling. Leadership also needs specialized software like ActivTrak to maintain visibility and manage hybrid and remote workforces.
4. Encourage clear communication
鼓励清晰的交流
The best-performing virtual teams are those who can communicate regularly and clearly about their work. Many of the tools you provide your team members will help them communicate about work status, bottlenecks and processes. However, you should also encourage communication among teams through other means, such as weekly newsletters and quarterly all-staff meetings. Just make sure that you’re not scheduling unnecessary meetings for your team’s needs.
5. Give regular check-ins
日常打卡
Beyond clear communication about the team or organization as a whole, structured check-ins for individual employees helps ensure work-from-home policies are working for each person. Give employees a chance to voice their concerns with existing policies or let their managers know where they may be struggling. This also provides an opportunity for managers to help employees see where they’re hitting goals or where they may need to work harder. WFH environments may change over time as your team members and their needs change, so flexibility and regular feedback are key.
6. Measure productivity
衡量工作效率
Remote employee management requires understanding how your teams work best and what blockers may keep them from productivity. One way to make sure you’re setting realistic goals and that team members are accountable for their work when they work from home is to monitor productivity. There are many benefits to using WFH productivity tracking software like ActivTrak, including helping team members with time management, task management and accountability. It also gives your leaders insight to make decisions driven by data rather than guesswork, so you can see where workflows and processes may need tweaking or what’s working for your remote teams. You can also see if team members may be working too much or too little and redistribute the workload as needed.
7. Reward employees for achievements
员工成就奖励
Create a culture of engagement by rewarding employees for being accountable and meeting （or exceeding） expectations. Bonuses, extra paid time off or gifts can be special rewards, but even publicly praising employees for their contributions can go a long way toward improving accountability in your team. Other rewards can include new opportunities to further their careers or take on new challenges. Different teams and employees will have different needs for feeling valued and rewarded, so let your managers find the best way to let employees know they’re appreciated.
Use ActivTrak to improve work-from-home accountability
If you’re ready to take the next step to enhance work-from-home accountability for your team, ActivTrak offers a comprehensive workforce analytics platform customizable to your needs. Get insights to assess and improve employee productivity and well-being and gain visibility into how work gets done within your company. Use data to inform key decisions and optimize outcomes for your remote or hybrid teams. To see how ActivTrak can empower your team, contact our sales team for a free demo.
SOURCE ActivTrak
观点
2024年01月22日
观点
Employers, Employees Disconnected over AI-related Job DisplacementsLooking at the fast-growing AI age, generative AI is having a great impact on job security. Most employees have expressed their 'psychologically unsafe' at work, while most employers are unconcerned about this. In fact, in order to generate values more efficiently, leaders are supposed to be open to generative AI and upskill their employees.
'Misaligned perceptions' among leaders, employees erode trust, report says.
Employers and employees are not seeing eye to eye when it comes to the impact of generative AI in the workplace, hindering trust and preventing organisations from unlocking the potential of the technology at work.
This is according to a new report from Accenture after collecting data from over 7,000 C-suite leaders and 5,000 employees of large organisations across 19 countries.
According to the report,58%of employees are worried about generative AI's impact on job security.
This comes amid recent research from the International Monetary Fund saying the rapid rise of AI will expose nearly 40% of jobs worldwide, while another report from Goldman Sachs said it will put at risk 300 million jobs.
C-suite not concerned about AI
But members of the C-suite don't appear too concerned about this outcome, as the report found that less than one-third of them feel job displacement is a concern for people.
It also found a disconnect between employees and the C-suite when it comes to how gen AI will affect well-being.
For 60% of employees, they believe it will increase stress and burnout, while only 37% of leaders see this as an issue.
These disconnected views contribute to the lack of trust from employees, who don't believe their organisations will ensure positive outcomes when utilising generative AI, according to the report.
"Misaligned perceptions between leaders and workers also erode trust," the report said. "This lack of trust puts the trifecta of opportunities at risk."
'Trifecta of opportunities'
The report outlined three opportunities that organisations can maximise when it comes to gen AI and they are:
Accelerating economic value
Increasing productivity that drives business
Fostering more creative and meaningful work of people
But the lack of trust from their employees are preventing these organisations from leveraging these opportunities, despite 95% of them saying they see the value in working with AI, according to the report.
Role of leaders in gen AI integration
It also comes as two-thirds of employees said they don't have the technology and change leadership expertise to drive the reinvention need to take advantage of AI, according to the report.
"There's a way, however, for leaders to close the trust gap and accelerate gen AI integration: Look at and emulate how leading organisations are leveraging gen AI in ways that are better for business and better for people," the report said.
Only nine per cent of organisations in the survey were classified as "reinventors," who have achieved the capability for continuous reinvention and have maximised the potential of AI.
More than half of these reinventors are already redesigning jobs and roles around AI as steps to reshape the workforce, according to the report.
"Key to all of this: three-quarters are actively involving their people in their enterprise change efforts, while reskilling people," the report said.
These organisations are being transparent to employees throughout the process to establish and foster trust, according to the report.
Ellyn Shook, chief leadership and human resources officer, Accenture, underscored the role of leaders in the transition to gen AI.
"Success starts with leaders who are willing to learn and lead in new ways, to scale gen AI responsibly, to create value and ensure work improves for everyone," Shook said in a statement.
"It starts with asking a simple question: are people 'net better off' working here? This not only unlocks people's potential and drives bottom-line growth, but also paves the way for workers feeling comfortable, trusting and ready to work with gen AI. What we've learned from the past as leaders is that what happens next is up to us. The best outcomes are ours to shape."
SOURCE HRD
观点
2024年01月22日
观点
HR Predictions for 2024: The Global Search For Productivity2024年的HR预测强调了生产力和AI在商业和雇佣实践中的关键作用。这篇文章讨论了公司在动态的经济条件和不断变化的劳动力市场背景下，如何适应他们的人才管理和招聘策略。强调了员工赋权的增加，劳动力市场的变化，以及技能发展的重要性。文章还探讨了劳动力囤积、混合工作模式和员工激活等关键概念。此外，还涉及领导力挑战、薪酬公平、DEI计划，以及可能的四天工作周。
一起来看Josh Bersin 带来新得见解
For the last two decades I’ve written about HR predictions, but this year is different. I see a year of shattering paradigms, changing every role in business. Not only will AI change every company and every job, but companies will embark on a relentless search for productivity.
Think about where we have been. Following the 2008 financial crisis the world embarked on a zero-interest rate period of accelerating growth. Companies grew revenues, hired people, and watched their stock prices go up. Hiring continued at a fevered pace, leading to a record-breaking low unemployment rate of 3.5% at the end of 2019.
Along came the pandemic, and within six months everything ground to a halt. Unemployment shot up to 15% in April of 2020, companies sent people home, and we re-engineered our products, services, and economy to deal with remote work, hybrid work arrangements, and a focus on mental health.
Once the economy started up again (thanks to fiscal stimulus in the US), companies went back to the old cycle of hiring. But as interest rates rose and demand fell short we saw layoffs repeat, and over the last 18 months we’ve seen hiring, layoffs, and then hiring again to recover.
Why the seesaw effect?
CEOs and CFOs are operating in what we call the “Industrial Age” – hire to grow, then lay people off when things slow down.
Well today, as we enter 2024, all that is different. We have to “hoard our talent,” invest in productivity, and redevelop and redeploy people for growth.
We live in a world of 3.8% unemployment rate, labor shortages in almost every role, an increasingly empowered workforce, and a steady drumbeat of employee demands: demands for pay raises, flexibility, autonomy, and benefits. More than 20% of all US employees change jobs each year (2.3% per month), and almost half these changes are into new industries.
Why is this the “new normal?”
There are several reasons. First, as we discuss in our Global Workforce Intelligence research, industries are overlapping. Every company is a digital company; every company wants to build recurring revenue streams; and soon every company will run on AI. Careers that used to stay within an industry are morphing into “skills-based careers,” enabling people to jump around more easily than ever before.
Second, employees (particularly young ones) feel empowered to act as they wish. They may quietly quit, “work their wage,” or take time out to change careers. They see a long runway in their lives (people live much longer than they did in the 1970s and 1980s) so they don’t mind leaving your company to go elsewhere.
Third, the fertility rate continues to drop and labor shortages will increase. Japan, China, Germany, and the UK all have shrinking workforce populations. And in the next decade or so, most other developed economies will as well.
Fourth, labor unions are on the rise. Thanks to a new philosophy in Washington, we’ve seen labor activity at Google, Amazon, Starbucks, GM, Ford, Stellantis, Kaiser, Disney, Netflix, and others. While union participation is less than 11% of the US workforce, it’s much higher in Europe and this trend is up.
What does all this mean?
There are many implications.
First, companies will be even more focused on building a high-retention model for work (some call it “labor hoarding.”) This means improving pay equity, continuing hybrid work models, investing in human-centered leadership, and giving people opportunities for new careers inside the company. This is why talent marketplaces, skills-based development, and learning in the flow of work are so important.
Second, CEOs have to understand the needs, desires, and demands of workers. As the latest Edelman study shows, career growth now tops the list, along with the desire for empowerment, impact, and trust. A new theme we call “employee activation” is here: listening to the workforce and delegating decisions about their work to their managers, teams, and leaders.
Third, the traditional “hire to grow” model will not always work. In this post-industrial age we have to operate systemically, looking at internal development, job redesign, experience, and hiring together. This brings together the silo’d domains of recruiting, rewards and pay, learning & development, and org design. (Read our Systemic HR research for more.)
What does “business performance” really mean?
If you’re a CEO you want revenue growth, market share, profitability, and sustainability. If you can’t grow by hiring (and employees keep “activating” in odd ways), what choice do you have? It’s pretty simple: you automate and focus on productivity.
Why do I see this as the big topic in 2024? For three big reasons.
First, CEOs care about it.
The 2024 PwC CEO survey found that CEO’s believe 40% of the work in their company is wasted productivity.
As shocking as that sounds, it rings true to me: too many emails, too many meetings, messy hiring process, bureaucratic performance management, and more. (HR owns some of these problems.)
Second, AI enables it.
AI is designed to improve white-collar productivity. (Most automation in the past helped blue or gray collar workers.) Generative AI lets us find information more quickly, understand trends and outliers, train ourselves and learn, and clean up the mess of documents, workflows, portals, and back office compliance and administration systems we carry around like burdens.
Third, we’re going to need it.
How will you grow when it’s so hard to find people? Time to hire went up by almost 20% last year and the job market is getting even tougher. Can you compete with Google or OpenAI for tech skills?
Internal development, retooling, and automation projects are the answer. And with Generative AI, the opportunities are everywhere.
What does all this mean for HR?
Well as I describe in the HR Predictions, we have a lot of issues to address.
We have to accelerate our shift to a dynamic job and organization structure. We have to get focused and pragmatic about skills. We have to rethink “employee experience” and deal with what we call “employee activation.” And we are going to have to modernize our HR Tech, our recruiting, and our L&D systems to leverage AI and make these systems more useful.
Our HR teams will be AI-powered too. As our Galileo™ customers already tell us, a well-architected “expert assistant” can revolutionize how HR people work. We can become “full-stack” HR professionals, find data about our teams in seconds instead of weeks, and share HR, leadership, and management practices with line leaders in seconds. (Galileo is being used as a management coach in some of the world’s largest companies.)
There are some other changes as well. As the company gets focused on “growth through productivity,” we have to think about the 4-day week, how we institutionalize hybrid work, and how we connect and support remote workers in a far more effective way. We have to refocus on leadership development, spend more time and money on first line managers, and continue to invest in culture and inclusion. We have to simplify and rethink performance management, and we have to solve the vexing problem of pay-equity.
And there’s more.
DEI programs have to get embedded in the business (the days of the HR DEI Police are over). We have to clean up our employee data so our AI and talent intelligence systems are accurate and trustworthy. And we have to shift our thinking from “supporting the business” to “being a valued consultant” and productizing our HR offerings, as our Systemic HR research points out.
All this is detailed in our new 40-page report “HR Predictions for 2024,” launching this week, including a series of Action Plans to help you think through all these issues.
And let me remind you of a big idea. Productivity is why HR departments exist.
Everything we do, from hiring to coaching to development to org design, is only successful if it helps the company grow. As experts in turnover, engagement, skills, and leadership, we in HR have make people and the organization productive every day. 2024 is a year to focus on this higher mission.
One final thing: taking care of yourself.
The report has 15 detailed predictions, each with a series of action steps to consider. The last one is really for you: focus on the skills and leadership of HR. We, as stewards of the people-processes, have to focus on our own capabilities. 2024 will be a year to grow, learn, and work as a team. If we deal with these 15 issues well, we’ll help our companies thrive in the year ahead.
Details on the Josh Bersin Predictions
The predictions study is our most widely-read report each year. It includes a detailed summary of all our research and discusses fifteen essential issues for CEOs, CHROs, and HR professionals. It will be available in the following forms:
Webinar and launch on January 24: Register Here (replays will be available)
Infographic with details: Available on January 24.
Microlearning course on Predictions: Available on January 24.
Detailed Report and Action Guide: Available to Corporate Members and Josh Bersin Academy Members (JBA). (Note you can join the JBA for $495 per year and that includes our entire academy of tools, resources, certificate courses, and SuperClasses in HR.)
观点
2024年01月19日
观点
How to Learn More About Labor Relations
There’s a lot of talk about labor relations (i.e., union activity) in today’s news. While we’re reading about it more, the actual number of American workers that belong to unions is relatively small. According to the Bureau of Labor Statistics, it’s 10.1% and only 6% in the private sector. So, it’s not unusual that individuals might not have much labor relations experience. That’s what today’s reader note is all about.
"I am looking for some direction. I love your emails and share them with my peers.
Can you suggest any online blog, certificate program, or course I can take that would help me interpret union contracts more effectively? I am struggling to understand the grey area of the language sometimes. What I interpret the language as saying is different than the original intent of the language and I get stuck. Any help or direction you could give would be great. Have a great day!"
When it comes to labor relations, one of the first things that individuals need to know is what legislation governs your industry. For instance, many organizations are governed by the National Labor Relations Act (NLRA). But some industries – like transportation – are governed by the Railway Labor Act. And if you’re in the public sector, the rules are different as well. So, understanding the rules is step one.
While I have some labor relations experience, I know someone who is a specialist in this area and thankfully, when I asked if he would share his expertise, he said “yes”. Michael VanDervort is a staff member with the Labor Relations Institute (LRI) in Tulsa Oklahoma. In his role, Michael specializes in creating thriving workplaces driven by positive associate relations. Before joining LRI, Michael worked in labor relations for Publix Super Markets and was executive director of CUE Inc., a non-profit, member-run organization dedicated to assisting companies in the creation and maintenance of positive working environments. Michael and I have known each other for years. We met as volunteer leaders with the Society of Human Resources Management (SHRM) and HR Florida.
Michael, thanks for much for being here. Can you share with readers how you got started in labor relations?
[VanDervort] I grew up in Michigan at a time when the state was the center of the universe when it came to the auto industry and manufacturing, especially the UAW (United Auto Workers). My dad was a manufacturing supervisor at that time and would come home with paperwork that included lists of grievances that had been filed by employees, and he would have to write responses. I guess I was an HR nerd even then because I remember reading the complaints and saying,‘But why….??’ about all kinds of work-related complaints.
When I graduated with my bachelor’s, I originally planned to go to law school, but I decided to take a year off to earn some cash. I applied for and got hired into a job with the U.S. Postal Service as a letter carrier, and I joined the National Association of Letter Carriers Union (NALC). I became a union member, realized how bad the relationship between craft workers and postal management was, and started asking,‘But why…？’ again. I became active with the union, winding up as an elected official, but I knew I could do more.
A few years later, I applied to graduate school for my master’s in labor and industrial relations. I switched to the management side 35 years ago because that’s where you can make the most difference, and I have been doing this work ever since and still love it.
Before we start talking about the reader note, I want to ask about non-union environments. Why should HR professionals in non-union environments learn about labor relations?
[VanDervort] If you manage in a non-union environment, you have a blank slate for establishing a thriving workplace culture. If you do this well, your people will never need a union. That’s the first reason.
The second is that even though it may seem remote and esoteric to non-union practitioners, the National Labor Relations Board (NLRB) is an influential agency with jurisdiction over many crucial aspects of the workplace that apply to all employers, regardless of union status. Any employee, including non-union employees covered by the NLRA, can file an unfair labor practice (ULP) charge with the NLRB and bring the Board to your front door. Most of these charges would be related to protected concerted activity for things like complaining about unfair treatment, being disciplined, or fired for sharing company information, or handbook policy violations.
The reader expressed interest in building their labor relations knowledge. If someone wants to learn more about the area of labor relations, can you name a handful of low-cost / no-cost resources?
[VanDervort] There are many newsletters and organizations that focus on labor relations in different ways, including professional organizations like:
CUE Inc., a community for positive employee relations
HR Policy Association
Society for Human Resource Management (SHRM)
Law firms also provide great resources with their blogs and newsletters.
Jackson Lewis
Littler Mendelson P.C.
Ogletree Deakins
And free blogs, newsletters, and podcasts abound.
Labor Relations Radio
Labor Union News
Projections Inc. and the ProjectHR podcast
Lastly, my own firm, the Labor Relations Institute, offers free resources and I do a podcast called Labor Relatedly, which I co-host with attorney Jon Hyman as part of the DriveThruHR show. I put out a LinkedIn newsletter called “Positive Employee Relations” several times a week that is a great resource for staying current on developments in the labor space.
And if I have some budget dollars, are there any labor relations educational programs that might be helpful?
[VanDervort] CUE offers some low-cost training like Labor Relations 101 and a periodic certification course in labor relations. They also offer two conferences yearly, which are great learning opportunities for those seeking to learn more about labor relations.
Michigan State University’s School of Human Resources & Labor Relations offers unique monthly courses and a certificate program for someone preparing for a leadership role in a unionized organization.
Cornell University also offers an online certification in labor relations.
This reader note talks about collective bargaining agreement (CBA) language. If an HR pro is trying to interpret the CBA, what should they do? Is there someone specific they should turn to for guidance?
[VanDervort] The first piece of advice I received about learning labor relations and contract interpretation was ‘read the labor agreement’. This is completely true. Everything starts with the labor agreement. From there, you have guidelines in precedent, past grievance settlements, bargaining notes from negotiations, and your internal/external labor attorneys to draw from. However, you need to build your own knowledge first because every conversation you have around grievances, arbitration, and work rules with a union representative derives from that CBA, so you need to know it inside out.
Last question. I’ve worked with some companies where labor relations were left up to lawyers and consultants. I’m not a lawyer or consultant bashing – they are invaluable, especially when employees might be considering union representation (i.e., organizing) and contract negotiations. How can an HR pro know when to call in outside expertise?
[VanDervort] It goes back to knowing the basics of labor law, what the current trends are in labor relations are, and how they might impact your employer.
If you are non-union, follow what the NLRB is doing policy-wise. They create policies every week that impact non-union workplaces significantly. You are not doing your job if you aren’t on top of these developments. Stay abreast of what labor unions are doing and what industries they focus on for organizing. If you get a surprise petition or ULP charge, you are going to be hard-pressed to respond.
If you are a union employer facing contract negotiations, ULPs, or even a strike, you must be prepared and have plans in place. These are the times when having a labor attorney or consultant in your contacts makes sense.
A huge thanks to Michael for sharing his experience and knowledge with us. Michael frequently speaks and writes about a wide variety of human resources topics, including labor and employee relations, positive workplace leadership, and social media. So, I hope you’ll check out all the resources he has provided.
One of the big takeaways for me in this conversation with Michael is there’s a place for labor relations in both union and non-union environments. And he’s absolutely right in saying that the NLRB is an influential agency. It’s worth your time to proactively understand what’s happening, not only for your own professional development but your company culture.
Image captured by Sharlyn Lauby while exploring the streets of Tampa, FL
SOURCE HR Bartender
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2024年01月19日
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AI in Hiring: How to Weigh the Tech’s Benefits Against its RisksKaren Boyle, senior vice president of human resources at the Graham Company, asks: Do the pros outweigh the cons when using AI in the hiring process? (Karen Boyle, SHRM - SCP, is senior vice president, human resources at the Graham Company.)
The demand for a strong workforce along with the competitive hiring landscape has put increased pressure on human resource executives. The average corporate position receives approximately 250 applications per job opening, according to Zippia.
HR professionals are tasked with narrowing down the pool of applicants, conducting an extensive interview process, and hiring talent that fits the culture and needs of their respective companies.
Artificial intelligence has been introduced as a way to improve efficiencies throughout that process, and many say they’ve already implemented the tech. Sixty-five percent of recruiters say they’re currently using AI in the recruitment process and 96% of senior HR professionals say they expect AI to greatly enhance the talent acquisition process, Zippia also reported. Those numbers speak for themselves.
As a HR executive, I have witnessed the benefits of what AI can do but I’m also cautious about the potential risks.
AI’s benefits
HR pros stand to gain benefits from AI in a number of ways, namely in interview prep, candidate vetting and overall time savings.
In terms of preparation, AI tools can be used to help HR craft appropriate questions for interview teams to ensure every interview is thoughtful. Interviewing doesn’t come naturally to everyone, so this step is critical in making sure employees are properly prepared and positioned for success. Among other things, AI can assist with strategic questions that go beyond typical prompts like,“tell me about yourself,” which are generic and often leave interviewees unsure where to begin. For example, at my company, we look for candidates who display traits of grit, tenacity and resilience. For us, being able to ask specific questions that demonstrate those traits is key. With adequate preparation throughout the hiring process, companies are more likely to secure the right talent. It’s also a two-way street: Interviewees want to know those they are being interviewed by are just as prepared as they are.
AI is similarly capable of streamlining the vetting process. When companies are hiring for multiple positions at one time, HR departments have limited bandwidth to properly review and vet candidates. By tapping into AI, the process is expedited and becomes more efficient for HR professionals. For instance, if a job listing requires certain industry expertise or a specific certification, AI can quickly identify the appropriate resumes that meet those requirements. This can help HR executives go from 250 applications to, let’s say,100. That makes the job exponentially faster and easier, as you have already weeded out those who would not qualify.
One common theme among those benefits? Time savings. Most hiring managers and recruiters who have used AI say it saves time in the talent acquisition process. Knowing how important time is, AI can certainly serve as a resource to let HR leaders execute their jobs more efficiently. This is especially important as HR executives spend several hours a day reviewing applications, vetting candidates and preparing interviewers for conversations. With AI, HR pros may have more time to focus on other important elements of the job.
AI’s risks
Despite AI’s ability to streamline hiring processes and ease HR’s workload, companies must also account for the risks. Just like with any technology, there are some concerns that cannot be ignored.
When considered for use in the hiring process, AI inherently loses some of the nuance that comes from the human element. The tech often functions based on algorithms and because of this, there exists the potential for entire groups of candidates to be disregarded. In a situation like this, an algorithm-based outcome could stunt the growth and promotion of a company’s diversity, equity and inclusion efforts. Additionally, some companies are using AI to conduct actual interviews, which fully eliminates the human approach to hiring, inhibiting the discovery of certain attributes in applicants like work ethic, dedication and drive.
An organization also must weigh the significant security risks that AI can pose. When using this technology, hiring managers working with personal data must be aware that some tools use any data entered to train the system. This can increase the risk for breaches in privacy. We’ve already seen troubling headlines of the security flaws of various AI tools. In fact, a major multinational appliance and consumer electronics company announced earlier this year that it would be banning employees from using AI tools after sensitive company information was leaked.
Finally, HR professionals need to be mindful of how AI can be used by potential candidates to manipulate resumes and skill sets to better position themselves for listed job qualifications. For example, a candidate can use AI to determine the best key words or phrases to use when applying for a specific position. Trying to combat this issue adds a challenging layer to the already complex and time-consuming hiring process. This further underscores how crucial the human element is to the hiring process, allowing HR leaders to identify inconsistencies between what is on a resume and what it said in an interview.
So, the question remains: Do the pros outweigh the cons when using AI in the hiring process? That is for each company to determine. For me, it’s about striking a balance and using the technology to serve as a complementary element.
SOURCE HRDIVE
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