Posts

learning and development L&D

5 Ways to Engage Employees Through Learning and Development (L&D)

Keeping employees engaged is a serious business! Did you know 87 percent of millennials said development is important in a job and 40 percent of employees who receive poor training and limited opportunities for development will leave their job within five years? Any Learning and Development (L&D) strategy that fails to capture the hearts and minds of its participants represents a missed opportunity to nurture talent and build for the future.

Research findings from Find Courses’ 2018 Report sheds new insight into the current state of L&D. The report revealed that top performing companies were five times more likely to implement engaging L&D programs, and almost half (42%) of L&D professionals who indicated their employees were highly engaged in learning were also highly engaged overall at the organization.

Find Courses' 2018 Report Satisfaction

Given these new findings, we’ve compiled our list of top five ways to engage employees through L&D.

  1. Recognize the Importance of L&D

Employment is evolving! It’s no secret that innovative technology and generational expectations are redefining the relationship between work and learning. With a dynamic and ambitious millennial generation set to make up half of the U.S workforce by 2020, the demand for ‘flexible, open career models’ is on the rise, and two trends are beginning to emerge:

  • The modern career has become a continuous learning journey rather than the product of one.
  • There is a growing need for workplaces to become hubs of personal development.

Despite the inevitable impact of these trends, many companies still overlook L&D’s ability as a booster of employee engagement. Now is the perfect time to meet new demands and begin embracing L&D as a future-proof model for company growth, employee retention and maybe most importantly, keeping a new cohort of young, ambitious personnel engaged!

  1. Generate Company-Wide Influence

Unite and engage your workforce by making L&D a shared endeavour. It is apparent that across-the-board engagement in learning leads to higher levels of employee engagement overall, with research revealing that 90% of companies with strong learning cultures have senior executives actively engaged in L&D initiatives.

Find Courses' 2018 Report Management

When team leaders, managers and senior executives champion employee learning, a ripple effect is generated that helps those on the frontline feel value in their personal development and more engaged in their wider company role. Promoting inclusive workplace learning through skill-sharing initiatives like a ‘learning at work’ week, for example, will help to bridge gaps between departments and reinforce an engaging, company-wide culture of learning.

  1. Avoid the ‘One-Size-Fits-All’ Solution

No single employee is the same, and your L&D strategy should strive to reflect this. Everybody has their own unique set of career expectations and goals, and when it comes to workplace learning, certain individuals will respond best to a structured, theoretical approach, while others may achieve better results from a more interactive format. To maximize engagement, implement a balanced blend of training options to appeal to the diverse needs of your staff.

Offering personalized training and the freedom to choose between different learning formats (e-learning, in-house, simulation learning to name a few), puts power in the hands of the learner and allows them to play to their own strengths. Keeping all bases covered can be a time-consuming and potentially more costly approach, but you and your employees will reap the benefits of doing so!

  1. Embrace Technology

While professional training may typically conjure up images of bored employees listening to lectures from uninspiring tutors, it doesn’t have to be this way. Learning technology can help make training an accessible and enjoyable experience.

We now live in an age where the Internet, social media, smartphones and tablets are intrinsically linked to both our working and daily lives. It therefore comes as no surprise that many employees can feel disenchanted by their company’s L&D strategy when it fails to mirror the tech-savvy environment they are accustomed to.

Today we have a broad range of options at our disposal. Social media, e-learning, gamification techniques, and even virtual reality can be utilized in a way that makes professional training fun and engaging.

Find Courses' 2018 Report Culture of Learning

With research from Find Courses’ Report indicating that companies with strong learning cultures are also avid users of learning technology, it is apparent that engaging staff through L&D also requires companies to utilize a blend of technology that is well suited to each employee’s skillset and ambitions.

  1. Track Progress

Although a simple concept in theory, the tracking of progress during training is a highly valuable and often ignored tool for optimizing productivity and keeping employees engaged in both their learning and wider career roles.

Once again, turning to tech can smoothen out the process, and incorporating a LMS (Learning Management System) grants all relevant parties a higher level of authority over learning objectives and progress. Employees have the freedom to take breaks when needed, they can oversee how much of a task they have left to complete, and most importantly, they are able to analyze results to identify strengths and areas for improvement in the future.

The increased transparency offered by an LMS also enables HR to monitor progress in a non-invasive manner, and senior staff can be kept in the loop with the benefit of knowing that their teams can receive regular contact and support. The outcomes of training programs can also be extrapolated in aid of improving future L&D strategy and rewarding top performers.

Make Learning Count

Incentivizing achievement by rewarding top performers is a great way of increasing  employee motivation and encouraging career progression. A reward trip, gift, or a simple show of recognition in the presence of colleagues helps boost an employee’s self-worth and reinforce the feeling that they are valued by their company.

According to Kim Edwards, Talent and Leadership Development Manager at Getty Images, an engaging company is “one which puts the employee at the center of everything”. Companies must begin finding new ways of making staff feel they are central pillars of company success, and L&D offers the model for growth and recognition that makes this possible. Engage your workforce through L&D and begin reaching company goals in synchrony with the development of your employees today!

Learn about the current state of the professional training industry and get more useful advice on engaging your workforce with Find Courses’ 2018 Report.

Don’t suffer the price of neglecting your workforce. Discover the true cost of disengagement by accessing Achievers’ white paper.

Download White Paper Red CTA Button

 

 

About the Author
Oli GarnerOli Garner is a writer and digital content editor at findcourses.com, North America’s most popular search engine for professional training. He aims to create and share engaging content for individuals and organizations across a variety of industries, with an end goal of guiding them towards the best professional training option for their needs. Now located in Stockholm, Oli was born and raised in the UK and graduated from the University of Kent in 2015.

 

 

 

employees social recognition

5 Business Impacts of Social Recognition

Are you an HR professional who’s eager to give your company the advantages of a technology-based social recognition program? When you make your pitch to key executives, you need a way to define and quantify the benefits of such a program. Below, we line up five positive impacts of recognizing and rewarding your employees; present these to anyone who cares about your organization, and you can’t help but win them over!

Impact on Individual Workers

Worldwide, only 15 percent of workers feel engaged at their workplaces, according to Gallup research , and even in the U.S. “the majority of the workforce (51 percent) is not engaged.” Hopefully, your numbers are better than this, but there’s probably still room for improvement. And what are those not-very-engaged workers up to all day? A lot of their time is spent browsing the web, looking for other jobs. One Achievers study found that 44 percent of employees who switched jobs cited lack of recognition and reward as the reason. Furthermore, Harvard Business Review points out that “40 percent of employed Americans say they’d put more energy into their work if they were recognized more often.”

Impact on Managers

While social recognition programs are usually evaluated in terms of improving worker competence and attitude, it turns out that instituting a culture of recognition also has an impact on manager behavior.  Managers who learn to provide their employees with well-targeted positive feedback on a frequent basis actually become better leaders. This increase in management skill will have a powerful impact throughout your organization. Additionally, when workers are more engaged, their managers feel better about being able to deliver on productivity goals. Gallup  notes, “Highly engaged organizations also hold their managers accountable — not just for their team’s measured engagement level, but also for how it relates to their team’s overall performance. They ensure that managers are engaging employees from the first minute of their first day at work.”

Impact on Financial Success

The people in your company who work on nailing down the bottom line are used to looking at hard figures: They can tell you exactly how much effect your cloud server cost or shipping rates have on this quarter’s profits. They may not realize that it’s equally possible to attach numbers to the benefits of improved worker wellbeing. A Harvard Business Review study shows that when a program was implemented in which workers’ strengths are recognized by managers, it resulted in happier workers (of course) and also in a 14 to 29 percent increase  in profit.  Other studies echo the point: Gallup research shows a 21 percent increase in profitability in companies with highly engaged workforces, and in our report, we present additional research that shows how social recognition affects company valuation.

Impact on Employer Brand

Working in HR, you know that a big part of organizational success depends on attracting top talent to your company. In today’s competitive marketplace, you have to be able to do something that makes your brand stand out from the crowd. Gallup puts the spotlight on 39 companies, as they hand out their “Gallup Great Workplace” awards. These companies “create a culture of engagement in which employees can continuously develop and thrive,” and on average, they have 14 engaged employees for every one who’s disengaged. Aon Hewitt annually measures worldwide employee engagement, including quantifying employee advocacy and interest in staying with the current employer. In their latest report, they note that “recognition for contributions (beyond pay and benefits)” is the top driver for these metrics. Social recognition programs that enable employees to express their appreciation for each other play a major role in creating a company culture that feels welcoming and positive.

Impact on Customers

Customer loyalty is an easily-measured metric, and it will reflect the increased levels of employee engagement that result from workers feeling appreciated. The Institute of Customer Service asserts this point clearly: “It is now widely accepted that employee engagement is a critical source of competitive advantage.” The customer loyalty specialists at Smile.io note, “Studies have found that companies with high employee engagement scores had twice the customer loyalty (repeat purchases, recommendations to friends) than companies with average employee engagement levels.” The great thing about having happy customers is that it sets up a positive feedback loop. Social recognition can come from satisfied customers as well as from co-workers and managers, and it will add to an employee’s overall sense that they’re engaged in meaningful activity. Finding ones’s work meaningful creates a sense of alignment with the company’s mission.

The research adds up in a nice logical progression: A social recognition program is the most powerful driver for employee engagement, and engaged employees have a substantial impact on the company’s operation and financial success. Itemizing the impacts of rewards and appreciation will help you build a water-tight  case for investing in HR tech innovations. To learn more, download our report, “The Business Case for Social Recognition.”

Download Report Red CTA Button

 

 

Do you have any thoughts on this article? Share your comments below.

Contact Us

Privacy Policy

Utilize Pulse Surveys

4 Ways to Make Pulse Surveys Work for Real Engagement

Companies have come a long way in terms of the investments they’re making to ensure they stay innovative, profitable, and protected. They’re also investing in ways to better communicate with their clients and with one another. However, perhaps one of the most largely overlooked, arguably most important, yet simplest areas still lacking in gaining the attention it needs is the most valuable asset every organization has: their people.

Retaining talent is key when it comes to running a successful business, and in order to keep top talent from walking out the door and never coming back, we need to understand where they’re at in terms of their employment satisfaction. Currently, only 11% of employers are surveying their employees more than once year. This is a startling statistic considering that more than half of employees are unsatisfied enough that they will actively be looking for a new job this year.

Keeping employees engaged is critical, yet keeping a pulse on how they’re doing can be overwhelming and confusing. Additionally, conducting long-form surveys regularly runs the risk of losing efficacy. One way to gain the same benefits of a traditional employee survey without inundating employees is through the use of pulse surveys conducted through human resources (HR) technology.

Pulse surveys are short surveys that ask questions related to your company’s engagement goals. Utilizing these surveys quickly assesses where your employees have concerns, and how those concerns can help your organization understand where there are opportunities to make changes. The key to success is to make sure they drive real engagement. Here are four ways to make pulse surveys do just that:

  1. Include Core Engagement Questions

In order to keep your surveys focused in the right place, be sure that your questions are written to reflect the core engagement areas you’re looking to improve or change. Gear your questions to show that your intention is to not only listen, but to act. Solicit feedback on whether or not they’ve noticed changes since the last survey and ask how they feel about those changes.

  1. Don’t Survey Too Often

Survey fatigue is a real thing, and if you conduct pulse surveys too often, regardless of their short length, people may eventually stop taking them if they don’t see results. In order to make pulse surveys truly help drive real engagement, only conduct them as often as you are prepared to make the changes necessary as a result of the survey. Because of this, the timing of how often to conduct surveys will be different for every organization. Some organizations will choose to survey as much as daily or once a week, while others will find monthly or quarterly surveys will suffice.

  1. Communicate Your Why

It’s okay to be transparent when it comes to communicating with your organization the “why” behind pulse surveys. Explain that you care about their responses because you genuinely want to make changes that will enhance and improve their experience. Make sure employees understand your intent to act upon the results of the things that they share, the time frame you expect to begin implementing changes, and that their participation is important.

  1. Share Survey Results

Regardless of survey results, even if they’re unfavorable, be sure that they are shared with everyone in the company. It’s important for employees to know that they’re being heard, that their opinions truly matter, and to feel a sense of connection with their colleagues. Sharing survey results is just one more way to communicate with employees and strong communication builds morale. An easy way to anonymize the data is to aggregate it and display key HR metrics in a public dashboard built with business intelligence (BI) software that automatically aggregates and displays survey results.

The advantages of pulse surveys are many, not the least of which being real-time insight and more engaged employees. The key is remembering that they should include questions that get at your core engagement goals, only to conduct them as often as you can act on their results, to be transparent about your reasons for asking your employees to participate in taking them, and to always share your results.

Utilizing pulse surveys begins to create a culture of continuous improvement. When employees see action being taken as a result of their feedback and suggestions, they’re more likely to trust you as an employer, and feel happier about being a part of your organization.

Are you ready to listen to your employees? Get started with Achievers Listen, the future of employee engagement. Achievers Listen allows employees to provide feedback to management on day-to-day issues via check-ins and pulse surveys, and lets front-line supervisors track trends through manager alerts. Also included with Achievers Listen is Allie, an intelligent, digital “coach” that interacts with employees in a familiar conversational way, while guiding employees with effective feedback and providing recommendations back to managers.

Learn More Red CTA Button

 

 

Discover how to effectively listen to your workforce by checking out this white paper, “Taking the Pulse of Employee Engagement.

Download White Paper Red CTA Button

 

 

Learn more about Achievers Listen and employee engagement trends by attending Achievers Customer Experience (ACE) 2018 in Toronto, October 23-24. Get the early bird rate and save $200 off the regular rate today. Buy now here.

Do you have any thoughts on this article? Share your comments below.

About the Author
Jessica Barrett Halcom
Jessica Barrett Halcom is a writer for TechnologyAdvice.com, with specializations in human resources, healthcare, and transportation. She holds a bachelor’s degree from the University of Wisconsin, Green Bay and currently lives in Nashville, TN.

 

 

 

Contact Us

Privacy Policy

Improve Work Culture

Using HR Tech to Strengthen vs. Separate Your Company Culture

How many of us have ever been out to dinner and looked around to see that every person at the table is on a mobile device? Or observed a group of young people hanging out “together” while barely lifting their eyes from a screen? When we see technology being used this way (or are guilty of too much screen time ourselves) it can be easy to assume technology is pushing human beings apart.

And while internet addiction is a real thing (as one psychologist put it, we’re “carrying around a portable dopamine pump”) there is little evidence proving that technology as a whole is hurting our ability to communicate or empathize. In fact, when used correctly, it can improve these qualities.

In our personal lives, the proper use of technology can give us greater exposure to different perspectives and ways of expressing ourselves. In the workplace, HR tech can strengthen company culture by providing more avenues to engagement and socializing, while increasing productivity.

Here are five ways you can use HR technology to strengthen your company’s culture:

  1. Make Communication Comfortable (and Fun)

Many HR tech platforms include social feeds that allow employees to chat as a group, in smaller channels, or one-on-one. These channels are constantly adding fun features like emojis, reward badges, and GIFs that make using chat applications similar to how employees communicate with friends outside of work.

Far from making it less likely that employees engage with each other face-to-face, internal social channels enhance communication. They allow employees to connect, collaborate, and share a laugh, even during busy periods. They also create the freedom for employees who are introverted or not comfortable in a live, large group setting to be involved. And they create opportunities for employee recognition, particularly for remote teams.

  1. Create Transparency

Transparency is a bit of a buzzword in the modern workplace. It’s important to company culture because it implies trust, which is the basis of any strong relationship. But transparency can be hard to facilitate. First, leadership and managers across the organization must agree on what transparency means to your company. Next, a company must ensure that transparency is equitable. Is your CMO sharing profitability data with his team while your CTO is failing to share the same with hers?

HR tech can revolutionize the way you approach transparency. You can use social feeds to ensure the same messages are going company-wide, create universal trainings in your learning management system, and democratize access to your company leadership. You can also compile and share data on company culture itself, so employees can monitor progress.

  1. Prove the ROI of Culture Initiatives

When budgets are tight, it’s often employee-focused expenses such as team outings or performance awards that get the boot. These costs have long been considered as “nice-to-haves” that may bring out the smiles, but won’t bring in the revenue.

Using HR tech, you can disprove this line of thinking by tying real analytics to your company’s culture initiatives. After each culture effort, you can track real-time data to see how both performance and engagement have been affected. You can then use that data to discuss the ROI of these initiatives with your leadership. Happy employees impact the bottom line in a couple of ways. First, they are more productive. Second, they are less likely to leave (or even be absent) which means less money needs to be spent recruiting, hiring, and training replacements.

  1. Increase Benefit Engagement

HR teams spend vast quantities of time researching and implementing employee benefits that they believe will strengthen company culture. However, many employees aren’t taking advantage of those benefits from employer 401k matching to health and wellness to time off.

Often, lack of engagement with benefits is due to a lack of knowledge — the options, setup, or fine print are confusing; vacation days aren’t properly tracked; the right channels don’t exist to answer questions. HR tech can make benefits more approachable upfront and manageable in the long-term. You can use them to house benefits training opportunities, to make set-up simple, and to make it easy for employees to monitor their own usage. You can also automate reminders to both employees and managers, so that everyone knows, for example, when you need to push someone to take a vacation day.

  1. Revamp Employee Recognition

In our high-speed lives, it can be difficult to find time for “niceties” like employee recognition. And with only so much bandwidth available to focus on their teams, managers often turn their attention to employees who need extra support to succeed, assuming their top-performers are just fine on their own. While those people may be independent operators, it’s still vital that they’re acknowledged for their work. Recognition for a job well done is a huge component of employee satisfaction. In fact, 93% of employees hope to be recognized at least quarterly, if not more.

HR tech can automate both the reminders for and the process of recognizing employees. It can also track these efforts so you know if some employees are being accidently left out.

HR tech is no longer just about payroll and performance management, it’s about people. When you shift your thinking of HR tech as a help, rather than a hindrance, to communication and connectivity, you’ll see your company culture shift as well.

To learn more about the evolution of HR technology, check out Achievers’ blog post A Brief History and Future of HR Technology.

Learn More Red CTA Button

 

 

About the Author
Taylor Burke is a contributor for TechnologyAdvice.com. She’s passionate about great company cultures. When she’s not in front of her screen, you can find Taylor reading, cooking, running, or hanging with her dog—but rarely all four at once. Connect with her on LinkedIn.

 

current and emerging HR Trends

Top HR Trends for 2016 with an Eye to the Future

With the sands of 2016 close to completing their journey through the pinched middle of the proverbial hourglass, it is only natural to consider what 2017 has in store. But before the future becomes the present, learning what trends emerged in the HR space in 2016 might help inform, and better prepare us for what’s to come. Below are 5 HR trends that emerged in 2016 that we believe will become more ingrained and ubiquitous in the coming months and years:

1. A More Diverse and Employee-Centric Workplace

The idea of an employee-centric workplace is one that can impact almost every aspect of an organization. From providing mechanisms for employees to directly influence the direction of a company, to facilitating a culture of recognition and engagement, in 2016 businesses were more focused on those in “the trenches” than ever before. For many organizations, the rise of an employee-centric work environment was made evident through the simple act of letting employees express their true selves, rather than stifling the individuality and diversity of thought that each individual brings to the table. As Kety Duron (Chief Human Resources and Diversity Officer at City of Hope, a California-based healthcare system) states in a recently published article on Forbes.com,  “Differences question the status quo and force us to learn from diverse thinking. You have to have people who are agile and can adapt. We can’t say we are open and then create workplaces that do not embrace diversity of thought. If we are trying to select and attract diverse talent to the leadership table and embrace their values, we must continue to encourage and value diverse thinking. When that happens at the leadership level it will cascade to all levels, creating an organization where diversity and inclusion is part of the organizational fabric.”

2. Work Anywhere, Anytime

With the ubiquity of personal electronic devices and growing variety of ways to log on and stay virtually connected, it is easier than ever for employees to work in the places in which they are most comfortable.  According to Jeanne Meister’s article, “Consumerization of HR: 10 Trends Companies Will Follow in 2016,” workplace flexibility is second only to salary when prospective employees are evaluating a job opportunity. Workplace flexibility not only creates an environment of trust between employer and employee, but also fosters a better work/life balance while reducing the costs of commuting. When work is results-driven, it shouldn’t matter where the work is being performed as long as mutually agreed-upon goals and objectives are met.

3. It’s (Still!) All About Employee Engagement

Employee engagement is the measure of how much employees believe in their company, and how much effort they are willing to put in to work toward its success. According to Gallup, in 2016 only 1/3 of U.S. employees reported being engaged at work and this number is little-changed in over a decade. So it’s not surprising that there are a number of solutions on the market focused on improving employee engagement. The most exciting and promising of these are focused on offering a complete employee engagement solution, not only focused on Health & Wellness, Learning & Development, or Rewards & Recognition, but linking all of those, while tying in measurement tools such as pulse surveys along with a robust suite of people analytics. By focusing on the complete employee experience, these emerging tools will provide the greatest ROI for emerging, employee-centric organizations.

4. Frequent, Real-Time Evaluation Tools

With increased emphasis on engagement and greater access to employee generated data and insights through recognition and rewards platforms, 2017 is shaping up to be the “Year of the Employee”. This being the case, it makes sense to invest in tools that can help you measure and act on employee engagement data in a frequent, timely manner. These can be as simple as a daily or weekly pulse survey offered through a centralized platform, or as formal as weekly one-on-one meetings between employees and their managers. By analyzing the results from these evaluation tools, companies can address certain systemic failings almost immediately This trend further emphasizes the transition to the “employee-centric” model by allowing employees to anonymously (in the case of online surveys) express their true feelings regarding their work environment and company priorities on a regular basis and then making that data widely available to help guide the business. Not only was this a trend in 2016, some think this will be a major enterprise in 2017 and beyond.

5. Employees as Cultural Ambassadors

In today’s always-on, mobile, social, transparent environment, rare is the employee lacking an up-to-date LinkedIn page and a Glassdoor premium membership. Couple these trends with greater emphasis on the individual and you have a recipe for what could be a company’s greatest (and perhaps, worst) asset for attracting top talent. With a simple click, employees can share with the hundreds, if not thousands of people in their social networks, the photos of that amazing team-building trip or a well-written blog post published by a company, espousing emergent industry trends in a given business sector. These seemingly disparate instances of social sharing actually form a lattice of social relevancy that serves to inform prospective employees of the pros (and cons) of an organization. A highly engaged, well-compensated employee is a greater recruiting tool than any other used before, as they are not a faceless, monolithic, one-way source of knowledge, but rather an approachable source of “real” insight that candidates can engage with to get an honest look into the inner working of a given organization.

Almost all of the emergent trends of 2016 reinforced the idea that employees are imbued with more power than ever before. From increased and ongoing importance of employee engagement, to trusting employees to get the job done from wherever they please, companies have already taken strong measures to assure they are at the forefront of this transition of power. With historically low unemployment rates, increased transparency, and more democratizing resources such as job boards, employer review sites and career building sites such as LinkedIn, 2017 looks sure to be the Year of the Employee.

Learn More Red CTA Button

 

 

 

About the Authors

Josh Danson

Josh is Director of Content Marketing at Achievers. An accomplished marketing and communications professional with more than 20 years’ experience in the fields of marketing and PR, Josh worked as a press secretary on Capitol Hill before moving West, and from politics into PR – and on into content marketing. Josh graduated with High Honors in History from Kenyon College and lives in San Francisco with his wife and 9 year-old daughter. In addition to work and family, he is passionate about music, politics and fly fishing (not necessarily in that order).

Iain Ferreira

Iain Ferreira is the Content Marketing Manager at Achievers. He lives in San Francisco. You can view his Linkedin profile here.

 

 

Managing Remote Teams

Managing remote teams: how to lead from a distance

Now that technology has made it easier than ever to telecommute, companies are relying more and more on teams of remote employees. However, these long-distance workers can pose unique challenges for the managers who supervise them. Without the traditional trappings of an office, coffee breaks, and face-to-face communication, managers need to find new ways to coach and connect. Here are three best-practice tips that are proving successful in managing remote teams:

  1. Focus on outcomes

Are you accustomed to judging your employees’ productivity according to whether they show up on time and look like they’re busy? If so, managing a team of people you can’t see will force you to find other evaluation methods and rely more on employee accountability. Sara Sutton Fell, CEO of FlexJobs, points out that, “It’s much harder to fake productivity when you work remotely, as long as managers are focusing on goals and outcomes for their employees and teams.” She notes that successful managers set “granular tasks,” with weekly and possibly even daily milestones. If your employee is hitting all their productivity marks, you don’t need to worry about how many hours they’re actually at their desk, or whether they take a break to move their laundry.

  1. Encourage multi-function communication

Staying in touch with your remote workforce means using a range of communication channels. Regular phone conversations are important, as are emails and texting. Collaboration platforms allow remote team members to share projects at a distance, and teleconferencing software lets you gather your team together in one virtual location. In addition to these formal communication channels, Harvard Business Review recommends the use of technology to “create water cooler moments.” Impromptu conversations between colleagues are one of the most valuable aspects of in-person work, and setting up an open video link between offices is the best way to reproduce this casual team-building friendliness.

  1. Develop a strong onboarding process

Traditional onboarding involves setting up an employee’s workspace and showing them around, so it may seem less relevant to your remote workers. In fact, a carefully thought-out onboarding process is essential for building your remote team. The underlying purpose of onboarding isn’t merely to introduce logistical details; its real value lies in aligning new hires with company culture and helping them feel like part of the team. Eric Siu, CEO of San Francisco marketing company Single Grain, has set up an internal wiki using Hackpad for sharing logistical information, but he also reminds managers “Don’t skimp on face time.” Personal connections, especially at the beginning of employment, are vital to laying the foundation for employee loyalty.

Managing remote teams effectively doesn’t mean you have to develop an entirely new set of skills. If you rely on your professional instincts and simply adjust a few of your methods, you’ll find yourself leading a productive, engaged team.

 

STEM Careers

5 ways to make your company stand out to STEM candidates

Job candidates with STEM (science, technology, engineering, and math) skills are some of today’s most coveted professionals, and it’s a buyer’s market for people with this technical talent. In order to compete with other employers for STEM job candidates, employers need to go the extra mile. Here are 5 things your company can do to attract STEM candidates, from the initial inquiry all the way through to an accepted offer.

Start an apprenticeship program

One way to turn up the flow of STEM job applicants is to establish a presence in high schools and colleges. New apprenticeship programs are appearing across the technology sector, according to the Wall Street Journal. When you position your brand as an advocate for improving STEM education, you develop an early loyalty among tomorrow’s top talent.

Present opportunities for career growth

STEM candidates want to use their skills to have an impact on the world, and they picture themselves on a rising career trajectory. Your company needs to publicize a policy of facilitating professional development, so that you are seen by skilled job candidates as an ally in building their careers. Encouraging personal ownership over the life cycle of a project is an important method of supporting professional growth.

Define job responsibilities clearly

The data analysts at Qubole point out that people skilled in quantitative areas tend to be linear thinkers, and they gravitate towards well-structured responsibilities. Job postings and interviews should be clear about your organization’s vision, your methods of providing a good work environment, and your approach to personal achievement and group collaboration.

Train and promote from within

Don’t overlook your existing human capital — fresh graduates are not necessarily better than the people who are already committed to your organization. Providing advanced training opportunities can build your talent pool for tomorrow’s needs, while also strengthening your employer brand. “A commitment to training is seen by employees as an investment in their worth and a powerful incentive to stay at the company,” according to CIO.

Invest in technology

Keeping your technology at the industry’s leading edge is fundamental to attracting top talent in the STEM fields. Any hint of reluctance to invest in tools and training will discourage STEM specialists right from the beginning. The appearance of staying current extends to using the most effective digital tools for hiring and employee recognition.

You will attract top-tier STEM talent by simply being open about the value that these candidates bring to your company. When you send a clear message that you recognize and nurture your employees, you will build your company’s human capital for the long term.

Engage Reader Survey

Achievers selected in Gartner’s employee recognition and rewards software guide

Gartner recently completed their “Technology Overview for Employee Recognition and Rewards Software,” a comprehensive look at the evolution of R&R technologies over the past five years. They investigated a variety of solutions, including the Achievers Employee Success Platform, to determine what features and functionality consumers can expect, the common use cases for employee recognition platforms, and what criteria HR and IT professionals should use to select a solution.

You can access their full findings and recommendations on our website.

Gartner Report Achievers

 

Benefits of Telecommuting

Should you let your employees go remote? How to weigh the risks and benefits

The benefits of telecommuting are becoming clearer, and this practice has gained popularity so fast that it is now considered a standard perk in some industries. Forrester Research predicts that by 2016, 43 percent of the U.S. workforce will primarily work from home. Not only that, but a Global Workplace Analytics survey found that 36 percent of employees would choose a telecommuting option over a pay raise. Would your organization benefit from allowing, or encouraging, some employees to work remotely? There are a few key factors you should consider before you decide to offer this option. And be aware—if you don’t discuss telecommuting proactively, your employees will likely start asking about it soon.

First, consider what types of jobs are best suited for remote work. Obviously anyone dealing with customers, patients, or physical objects can’t telecommute. If you have team members whose effectiveness depends on immediate information exchange, then their roles are not well-suited for telecommuting. However, many information-based jobs can be done from home just as well as they can from a cubicle, if not even better. Many employees report higher levels of productivity at home, when they don’t have to deal with distractions from coworkers, ambient noise, and difficult commutes.

Effective telecommuting requires certain basic ingredients, both human and technological. Before being granted the right to work remotely, an employee should demonstrate consistently high performance and commitment to the job. Once they’re home, they’ll have no oversight, so managers will need a good way to track results and keep employees accountable. (Though this is true even for employees who come into the office every day – results speak much louder than butt-in-seat-time).

Additionally, you will have to consider the technology needed to support effective remote workstations. Will your staff members need to share a virtual whiteboard space, have real-time group meetings, or simultaneously mark up documents? Remote work platforms are becoming more sophisticated, but it might take some up-front investment on your part to provide your employees with high-quality software and audio and video equipment.

Telecommuting is somewhat unstructured by nature, so creating a structure is a good idea. Be clear with your employees about what hours you expect them to be available, and through what means of communication. Ask for input from your employees, and engage in conversations about the possible issues that might arise. Once you have the technology and policy in place, begin slowly: Have workers telecommute one or two days a week at first, and then evaluate how things are going at the end of each month. While you may increase this schedule to several days a week, you’ll probably still want to have regular meeting times where everyone comes together in the same place. It’s important that employees continue to feel a sense of belonging and identification with your organization.

Employee engagement is the key to business success. Employees feel more engaged and productive when they are able to effectively balance work and family obligations. In fact, businesses whose workers telecommute at least three times a month are likelier to see a 10 percent higher annual revenue growth. That means that telecommuting doesn’t just benefit your employees—it can benefit your business’ bottom line as well.  When managed well, your team of virtual employees can get the best of both work worlds.

3 reasons your mobile app shouldn’t mirror your desktop application

By Justin Rutherford, National Account Executive, Achievers

A couple of years back, I downloaded one of the most popular CRM apps for iOS thinking this was going to triple my productivity, “Now I can work while on the train to the office. This is awesome!” But I quickly realized the app was less than I’d hoped for. It was clunky and difficult to navigate. After several attempts to squeeze even an ounce of value out of the tool, it was promptly deleted and I haven’t attempted using it since.

Now when prospective customers ask me, “can the Achievers native apps do everything that the desktop version can?” my immediate response is, “Why would you want to burden your employees with that kind of experience?”

And this isn’t unique to this particular company. Many organizations evaluating enterprise applications are overlooking some basic needs for users when determining what to put in front of their employees. Although I’m not a developer, I’ve tested my fair share of apps. As someone who frequently has conversations with HR leaders on the topic, here’s where organizations are missing the mark with their enterprise apps:

1.  Feature overload

Think about the consumer applications that have been wildly successful from the start. Instagram, Snapchat, Twitter. Their focus from day one has been a delightful, wholly native mobile experience. Product design for each is focused on doing one thing really well; sharing photos, newsfeed of mini blog posts respectively. Over the years they’ve compounded their initial success, slowly layering-on features that continue to enhance that experience.

But that isn’t what I experienced with my CRM app. It was packed with “features” that were more congesting than they were useful. Because it was so overloaded, it was frustrating and difficult to navigate.

Ray Wang did a great job cataloging what many of us have experienced with business applications on our mobile devices. He notes that first and second generation mobile experiences failed us,

Instead of crafting new experiences, first and second-generation apps, mostly mimicked the same experiences as the systems of transaction they replaced.

Lightbulb moment. We don’t need everything from desktop versions of software on our apps. If we’re on the move and using our phones, that probably means we just need some of the basics to “get it done.” Look at email apps for example. They’re pretty basic. Read, reply, draft and send. And you know what? That’s all we need when we’re away from our desks. The complicated things can wait until we’re back at our desks.

If enterprise apps released themselves from the shackles of desktop replication, their customers would have a much more productive, enjoyable mobile experience.

2. Utilization and adoption

I can tell you the top five apps that I open up daily, why they fit into my routine, and what value I derive from them personally and socially. Now take a look at what business applications are on your phone today. I’d wager a bet that email is the only one that sees any serious traffic on a regular basis. Why is this?

If a tool isn’t useful to the majority of your workforce, they’re not going to use it. My CRM company didn’t factor in how different users would most value the app, so it was targeted at a small, specific user persona, essentially alienating everyone else—including me.

Take stock of what your employees are using, and figure out how to cater to as many of them as possible. If you’re having trouble identifying value in business apps across the organization, it’s because too few employees are deriving meaningful value from the tools they’re provided.

For HR leaders, the biggest task is to be champions and enablers of culture. A big piece of that monstrous, constantly shifting puzzle—empowering individual contributors and people leaders with the right tools to execute on engagement and leadership strategies. At scale. If what you’re putting in front of them isn’t enabling this to happen, employees will continue to cobble together what they need to get the job done.

If done correctly, utilization and adoption doesn’t become a means to an end for enterprise tools, as in, “I have to use this tool because HR says I have to” but a natural result of users finding the app makes their lives easier.

3. The user experience

In a world of system overload, well documented by Josh Bersin, software tools find they become lost in the mix, plagued with 30% adoption rates across the organization. Demand for employees’ attention comes from so many directions, so when it’s difficult to see immediate value, they’ll quickly move on.

My CRM app was anything but enjoyable to use. I was frustrated with the first tap, and was more inclined to write a scathing review in the App Store than ever use it again. They could learn from companies like Evernote, who continues to deliver a positive user experience. They lured me with it’s simple to use note-taking feature, and over time, I discovered new uses that made the mobile experience uniquely valuable, while also complimenting the broader features and functionality of the desktop version.

Mobile can’t just be a box that’s checked. The user experience must be one that employees want to use because they love the experience—not one they have to use. And the bonus side-effect of loving your mobile app, is that your users are more likely to get attached to the desktop version, too. Win win.

comscoreTalent strategies are quickly becoming people strategies. In the same way, talent focused technologies that are doing it right, are focused on the value the individual user derives from the tool. With mobile usage quickly eclipsing that of desktop, it’s more important than ever to make sure the tools you’re providing to your employees make their work life easy, connected, and seamless.

 

 

 

 

Now when prospective customers ask me, “can the Achievers native apps do everything that the desktop version can?” my immediate response is, “Why would you want to burden your employees with that kind of experience?”

 

To learn more about Achievers’ latest product release, read the press release.

 

JustinJustin shares his passion for talent strategies that deliver an employee first experience as a National Account Executive for Achievers. When he’s not poring over the latest analyst reports, Justin devotes a significant portion of his free time eating all the great food San Francisco has to offer.

 

 

 

 

 

 

 

HR Tech Tank Toronto

Insights from #HRTechTank Toronto

This week, the most promising HR Tech companies in Canada shared their innovations and insights with investors, early adopters, and industry thought leaders. Here’s what they said:

Humanizing HR Technology

Guest post by Jeff Waldman, Founder & Social HR Strategist of Stratify and SocialHRCamp

We’ve seen an unprecedented explosion in SaaS-based HR technology in the past 5+ years. Solutions that potentially solve virtually every conceivable problem within the broad spectrum of Human Resources—recruitment, on-boarding, performance management, employee engagement, recognition, talent management—the list goes on. The possibilities are infinite as to how successful these emerging technologies are at driving business value for organizations across the globe.

Yet, with all of this technology goodness comes a basic observation, or challenge, that may impact the ability of organizations to maximize value; people. None of this great technology will do us much good if we’re not ensuring employees remain at the forefront of the business.

What exactly does this mean?

Think about it for a second. Technology has streamlined business processes, opened up the floodgates to data accessibility, instantly connected people regardless of geography, and promoted user experience personalization—we’re connected anytime, anywhere, and using our devices of choice, from smartphones and tablets, to laptops, and even wearable devices.

The business case has been clearly made, and it’s an attractive one. The effects of these advancements are hugely positive, and advantageous to driving business value and outcomes. On the other hand, we’re also seeing a trend where technology adoption has somewhat replaced the face-to-face human interaction. Instead of walking over to a colleagues desk, we send an email. Don’t want to talk on the phone? Send a text. The impact? A de-humanization of the workplace—an over-reliance and dependence on technology to facilitate people interactions.

Technology can still be our friend

I’m not saying using technology isn’t a good thing, but I am saying that over-dependence at the expense of face-to-face contact could have significant negative repercussions. Nothing will ever replace the influence, impact, and strength of face-to-face interactions, and this is critically important to think about and consider within the realm of Human Resources and the workplace.

Without a doubt, technology is, and will continue to be at the center of the workplace and human resources strategy, driving business value, but it’s crucial that we don’t do so at the expense of our human connections. Organizations are made up of people who require an emotional connection to each other, the workplace, and the brand. As HR practitioners we need to be cognizant of this cause and effect relationship, and support our organizations to maximize their investments in technology, people and the workplace.

 

 

 

Jeff Headshot SHRMJeff Waldman, Founder & Social HR Strategist of Stratify and SocialHRCamp is leading the way in a growing niche that brings together HR, employer branding, social media, marketing and business. With a diverse career since 2000, spanning all facets of HR Jeff founded SocialHRCamp in 2012; a growing global interactive learning platform that helps the HR Community adopt social media and emerging HR technology in the workplace. Jeff consults and advises HR and Recruitment software companies on content market strategy, business development and product development, and with corporate HR teams across multiple industries to strategically integrate social media and emerging HR technology into HR and Employer Branding strategy.

Jeff is an avid speaker, blogger and volunteer with diverse organizations such as the SHRM Annual Conference & Exposition, HR Technology Conference, HR Metrics Conference Canada, Illinois State SHRM Conference, Louisiana State SHRM Conference and many other events in Canada and the U.S.. Recently named one of the Top 100 Most Social Human Resources Experts on Twitter by the Huffington Post he also served as a judge for the 2013 Achievers Top 50 Most Engaged Workplaces Awards.

You can find Jeff on Twitter, Facebook, LinkedIn, and Google Plus.

HR Technology

3 Keys To Making Great HR Tech

Screen Shot 2014-10-08 at 4.23.09 AMThis week, HR professionals from around the world are gathering in Las Vegas, but it’s not to roll the dice. It’s to talk about technology—HR technology. While this may not seem as sexy as Sinatra or the roulette tables, how we use technology in the workplace today, and in the future, is on everyone’s minds, and probably in our pockets, too.

But great HR technology isn’t as simple as creating a snazzy app or adding a few bells and whistles to old systems and services. HR Technology not only has to attract the attention of a wide audience—from interns to CEOs—but it has to keep them coming back to it, day after day.

So, what’s the magic ingredient? We know technology can enable us to access incredible insights into our workforces, and improve engagement and alignment, but none of that matters if we can’t get anyone to use the system.

Recently, Steven Parker spoke about this very topic on his webinar, Disrupting HR Technology, and laid out three key factors to creating HR Technology that will be worth your time—and investment.

1. It’s easy to use

How much time does it take you to decide if you’re going to use new technology? Gone are the days of reading a complicated user manual to set the clock on your VCR (remember those?). Smart design with the user in mind means technology has to be intuitive and and easy to use, and HR Tech is no exception.

2. It provides unique value to the user

At any given time, most of us probably have a least five different programs running on our computers, all of them necessary to get the job done. Adding another layer to an already crowded desktop won’t go over well with your employees, unless that new layer is making their life easier.

3. It makes the invisible, visible

With all great technology, comes data. Lots of it. That data becomes invaluable when it uncovers trends and information about your workforce you couldn’t access through traditional means. Employees and managers alike, should have insights into performance, as individuals and as a team.

There will surely be some great innovations showcased at #HRTechConf, and who knows, maybe HR technology will be giving Sinatra a run for his money. After all, nothing is sexier than success.

 

 

 

Insight: HR Technology & talent management trends

hr_trends_and_analyst_findingsWith rapid changes in technology and human resources, it can be hard to imagine what tomorrow looks like, let alone a year from tomorrow. We tapped into our network to find out what industry leaders predict human capital management will look like in the year to come, and want to pass on that knowledge to you.

As Steve Boese of HR Technology Conference & Expo points out, the future often ends up looking nothing like the present, so the best way to prepare is to make investments in technology that enables us to do more, instead of strictly calculating costs. But that is often easier said than done.

Read more →

3 tips to engage your entire workforce with an online program

Dear A Advisor,

My workplace has employees from all walks of life, and many of these employees have very little experience using computers. We’re bringing in a recognition program and we’re really excited by its interactive, online platform that is going to make the program very compelling for our younger employees. How do we make sure that this online program stays relevant for staff members who have not grown up with computers?

Thanks!

Digital or Analogue

Read more →