November 2013 | HfS Research, Christa Degnan Manning
Turns out, many smart people who have witnessed the limitations of older approaches and systems (and companies) are seeking to offer relevant and simple solutions to help the workforce stay engaged and productive. In many cases, they are eschewing the “HR technology” moniker altogether in favor of workforce engagement, alignment, or optimization. Notable employee-centric solution providers at the conference included…
June 2013 | Human Resource Executive, Andrew R. McIlvaine
How does a company with 190 different locations create a consistent employee experience? DeVry Education Group provides a unique answer to this. The main vehicle for accomplishing this is a technology platform called DeVry Commons, which was launched several years ago and built for the company by Saskatoon, Canada-based cfactor Works Inc. The new platform replaces the paper-based processes and disparate systems the company had been relying on before and reflects DeVry Education Group’s shift to a centralized approach to HR via a shared-services model.
April / May 2013 | Workforce Solutions Review, Cary Schuler
I regularly get to speak with HR practitioners from a wide range of companies operating in vastly different industries. A talent management challenge that routinely comes to the forefront during these dialog sessions is: How do I find, engage and promote hidden talent already resident within my diverse workforce? Despite widespread consensus that people are a company’s most important asset, HR and senior leadership often do not have ready access to the tools and analytics they need to easily find and promote the best internal talent – leaving them to play out their own version of Where’s Waldo? on a much bigger corporate stage.
March / April 2013 | HR Professional Magazine, Pam Ross
DeVry Education Group’s social HRIS provides employee focused online training. Training videos are available to employees “just-in-time”, when they need to learn a new skill. Their HRIS system, from Canada’s cfactor Works, allows real-time chat with experts and HR reps. Deb Maher, senior director of HRIS and shared services, says that “the cfactor Works approach provides learning when people need it, with personalized support tailored to them.” Social communities link employees in groups with similar interests or in ad hoc innovation groups to collaborate.
February 2013 | Talent Management Magazine, Elizabeth Lisican
Rapidly growing demographics suggest contingent labor will play a significant role in future workforce dynamics. Talent leaders will need to integrate these workers into HR strategies…Cary Schuler, CEO of workforce consultancy cfactor, said an enormous amount of potential value is lost when organizations neglect to properly manage contingents. “They don’t have access to the same kind of information; they can’t as easily collaborate with some of the social tools that you have available”, he said. “You’re not really effectively bringing them into the culture and why you do the things you do. “The real goal would be to provide rewarding, engaging experiences for these employees so they choose you as an employer-of-choice to accomplish what they want from a career perspective”, Schuler said. “Treat your contingents as a true core extension of your workforce and deliver really personalized experiences, even before the first day of their contract. They can start understanding, connecting with the mentor [or] with their other peers so they’re not this island of a certain type of worker. They’re actually folded right in, even before their first day.”
January 2013 | Blogging4Jobs, Jessica Miller-Merrell
Companies spend an awful lot of time, money, and energy engaging prospective job seekers. So logic tells us that companies should spend equal or more amounts of time, money, energy planning, developing, and engaging their current employees. And yet 60 percent of employees said they had not received feedback from their boss in the last six months. This lack of engagement and development by company leaders will cost their organization’s $2 trillion in productivity and turnover expenses in 2013 alone.
January 2013 | Training Magazine, Cary Schuler
I always love self-righteously claiming my right of a “Mulligan” as it’s often referred to in golf. You didn’t like that drive? No worries, just tee up another ball and try again…
Unfortunately, Mulligans don’t work so well in our professional lives.
Case in point: making a positive first impression with your new employee. When you look at the large body of research available on the topic of first impressions, a consistent conclusion emerges: It takes very little time to form opinions about people and organizations. It is also clear that first impressions are remarkably persistent. Once attitudes are set, it becomes difficult to change them.
November 2012 | Blogging4Jobs, Jessica Miller-Merrell
Working in corporate HR, most days it seemed like I wasting time processing termination forms, searching for position numbers, and moving soon to be hired candidates through the ATS instead of onboarding, engaging employees, and building relations with my management team. I was sucked into the black hole and sometimes soul sucking nightmare of HRIS process and bogged down by the lack of integration and difficulty in using these HRIS systems and technologies I relied on every single day.
Are you shaking your head as you read and think about your own clunky HR technology process and system?
October / November, 2012 | Workforce Solution Review, Deb Maher, DeVry Education Group
What it means to “onboard” an employee has changed dramatically in the last 10 years. Not long ago, onboarding was synonymous to the day-one orientation — filling out paperwork, getting a badge or business cards, and having a first-day lunch. Creative organizations assigned mentors; had follow-up new-hire lunches, and showed videos or PowerPoints that gave folks a glimpse into the organization…But now, we all know better. Most organizations realize how important onboarding is; however, it is rare to have in place what is needed to be fully impactful. In my view, true impact comes from thinking of onboarding as an “Experience,”and not an “Event.”… Companies with a specific budget and strategy for onboarding programs are more likely to:
So what is a real focus on onboarding? Not just talk, but a true impactful approach?
October 2012 | Talent Management, Ladan Nikravan
At the beginning of this year, it was predicted that the candidate experience would be a top trend for 2012. As we reach the end of the year, my briefings at Monday’s HR Technology Conference at McCormick Place in Chicago confirmed that.