Category Archives: Data Point Tuesday

Got Culture?

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Gallup’s State of the American Workplace report is out. It’s a lot of information (214 pages!). But it’s important information and you’ll enjoy the most current data from this global collector and analyzer of work related data.

We talk about employee engagement – or some other euphemism for connecting with employees in a human, caring way – all the time. We get at our data through the famous surveys from organizations like Gallup, Great Place to Work™, Quantum Workplace, or Workplace Dynamics – or any of a hundred other providers of culture measurement and strengthening solutions. And we compete in geographical and industry competitions all over the world to claim one of the top spots in great organizational culture lists. All of this to attract and retain world class employees.

I’m a big believer that culture trumps most every other organizational dynamic in the war for talent, innovation, profitability, top line growth, competitiveness and any other thing you might measure. I’ve been quoted frequently as saying that “strong, positive  cultures improve everything we measure that we want to go up, as well as reducing everything we measure that we want to go down.” And it’s true. But intentionally creating and managing the right kind of culture is getting more difficult as the world gets more and more complex: 4 or 5 generations in the workplace; Big Data and Artificial Intelligence; globalization; nationalism; terrorism; population growth; global warming – the list of external dynamics – some might say threats – impact  our organizations’ success as well as how we relate with our employees seems to grow every day.

So, I appreciate organizations that collect data, make sense of it, and then make it available to all of us. I appreciate them a lot. And Gallup does a better job than most. This report, State of the American Workplace, has a ton of interesting data in it. You probably don’t want to read it in one sitting, but you do want to read it all.

In the executive summary, the report lays out the roadmap for leaders to follow in creating organization sustainability:

  • design and deliver a compelling and authentic employer brand
  • take employee engagement from a survey to a cultural pillar that improves performance
  • approach performance management in ways that motivate employees
  • offer benefits and perks that influence attraction and retention
  • enable people to work successfully from locations besides the office
  • construct office environments that honor privacy while encouraging collaboration
  • improve clarity and communication for employees who work on multiple teams

Sounds simple, I know; but any leader who has tried to create a stronger culture knows that this is hard stuff. It’s 3 steps forward, 2 steps back stuff. And Gallup has the data to back it up.

The executive summary ends with this:

“The one thing leaders cannot do is nothing. They cannot wait for trends to pass them by, and they cannot wait for millennials to get older and start behaving like baby boomers.”

The chapters are mini culture theses in themselves:

  1. U.S. workers: increasingly confident and ready to leave
  2. Do employees want what your workplace is selling?
  3. The real truth about benefits and perks
  4. The competitive advantage of engaging your employees
  5. A shift in managing performance
  6. A closer look at the 12 elements of engagement
  7. Making sense of matrixed teams
  8. The changing place and space of work

I encourage you to delve into these chapters and consider the data, the analysis and the conclusions in each. In chapter 2, data are shared that might motivate you to reconsider how you think your employment candidates are evaluating your organization as a potential employer:

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Increase in income potential and a well-known brand are not as important as they once were. Did you know that?

There are a number of similar “ah-ha” data points in this report. They are easily accessible, simply constructed and are potential game changers as you think about your organization’s culture and its impact on your ability to retain and acquire the talent you need.

Download it here. I think you’ll gain surprising new insights.

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Filed under Big Data and HR, China Gorman, Company Culture, Data Point Tuesday, Employee Engagement, Employee Satisfaction, Gallup, Generations at work, HR Analytics, HR Data, HR Trends, Human Capital, Talent Analytics, Talent Management, Workplace Culture

What The Heck Is Candidate Experience?

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Well, it’s that time of year. All kinds of new research reports are being published – the kinds of reports that we collect and never seem to have enough time to read. We’ve all got them on our hard drives. But here’s one you’ll download and read. Multiple times. The information is that useful!

Of course, I’m talking about the Candidate Experience 2016 report. It’s here! Talent Board, the non-profit organization behind the data collection, research, and report, has stepped up to the plate again. As background, Talent Board, was founded by Gerry Crispin, Elaine Orler, and Ed Newman, in 2010 to “recognize the candidate experience offered by companies throughout the entire recruitment cycle and to forever change the manner in which job candidates are treated.” Starting first with the North America market, it has since grown to include the United Kingdom, EMEA (Europe, the Middle East and Africa), as well as the Asia Pacific region. I’ll share information from the North America market, but know that there are layers of data and analysis that are truly global in their reach.

For 2016, data were collected from 183,000 candidates who applied to more than 240 organizations who wanted to know what their candidates thought about their experience as employment candidates.

Broken down into three major sections – Attract, Recruit, and Hire – the data collected are fascinating. Within these three sections are subsections that cover the complete candidate experience:  Employer Branding, Recruitment Marketing and Sourcing in the Attract section; Apply, Screen and Disposition, and Interview and Select in the Recruit section; and Offer, Onboarding and New Hire in the Hire section. Within each of these subsections the data and analysis (and case studies), are all organized with the following structure:

  • What It Is
  • What Candidates Want
  • What Employers Are Doing
  • Key Recommendations: What CandE Award Winners Do Better

This structure makes reading the analysis and report easy. Although 114 pages long, it’s easy to work through the material because of its organization. You won’t probably read this in one sitting, but its structure makes it easy to come back and continue reading.

Case studies include organizations like Capital One, CH2M, Delta Airlines, GE, Informatica, and several others. This is good stuff, folks. It shows how leading organizations are thinking about and executing on their need for talent in new and highly impactful ways. Charts abound and they are easy to read and understand, and easy to translate into new approaches and actions in your organization.

Perhaps the simplest graphs that create the case for attending to the candidate experience are these:

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They create the critical business case for investing in the experience of your employment candidates – just as you would invest in the experience of your employees or customers. Pretty simple stuff. Simple, and hard to execute. The beauty of this report – and the attending webinars, awards, and activities – is that the data and analysis show clearly what strategies are working and what the impact of those strategies are in an increasingly critical market demographic:  your potential employees.

If you aren’t familiar with “candidate experience,” read this report. If you are familiar with “candidate experience,” get involved. The resources provided through Talent Board are extensive. Attending to the experience of your candidates could make the difference in your talent acquisition strategies and plans. And your ability to deliver the foundation for your organization’s growth:  the right people with the right skills at the right time.

 

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Filed under Candidate Experience, CareerXroads, China Gorman, Data Point Tuesday, Demographics, Ed Newman, Elaine Orler, Employer Branding, Gerry Crispin, HR Analytics, HR Data, HR Trends, Selection, Talent Acquisition

Artificial Intelligence and Talent

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I’ve just come across Talent Tech Labs’ Trends Report on Artificial Intelligence, Real AI – Sourcing, Engagement, & Selection. You need to read this. Full stop.

With a chapter each focused on sourcing, engagement, and selection, and a closing interview with the head of talent acquisition of Intuit, this 23 page report will school you on AI and talent.

The most helpful part of the report is the opening section on misconceptions about AI by Brian Delle Donne, the President of Talent Tech Labs. It’s a powerful, demystifying few pages that explains in easily consumable language the impact of AI in the talent acquisition technology space. As a non-scientist, I found the following chart to be the most valuable piece of information I’ve come across in a very long time. It helps me truly understand what we’re talking about when we discuss AI’s impact on people processes within organizations. Take a look for yourself:

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Understanding the levels of sophistication with examples, categories, outcomes and technology descriptions is so helpful. If you read no further – and you should read the entire report – you’ll have become smarter about natural language processing, machine learning, neural networks, and more.

Keep an eye on the reports coming out of Talent Tech Labs if you’re interested in learning about how AI will continue to impact our relationships with our people.

 

 

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Filed under #HRTechTrends, AI, Artficial Intelligence, Brian Delle Donne, China Gorman, Data Point Tuesday, Engagement, HR Tech, Selection, Sourcing

Underutilized Recruitment Marketing Tactics

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A recent SmashFly publication, the SmashFly Recruitment Marketing Report Card for the 2016 Fortune 500, came across my desk a couple of weeks ago. And if you’re involved at all in recruiting talent, you’ll find it interesting.

It’s easy to assume that the Fortune 500 are among the most effective recruitment marketers out there. But if you made that assumption, you’d be wrong! This report card is pretty interesting. SmashFly, the recruitment marketing automation software company, has pulled together some fascinating information and graded some of the most well-known employers in the U.S. on their recruitment marketing. It’s pretty fascinating stuff.

In addition to grading each of the employers – by the way, only 4% of the 500 received an A! – this analysis also provides an abundance of good and best practice examples from some of the most admired companies around. The three categories that caught my attention were Best Practices, Emerging Practices, and Untapped Practices.

The Untapped (used by less than 20% of the Fortune 500) Practices are fascinating:

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SmashFly points out that 20% of the Fortune 500 send regular communication to leads – but only 1% send content other than job alerts. The opportunity to build lasting relationships by sending other types of content – like company news, employee stories, and other valuable subjects – exists for all employers. An obvious quick win would be to automatically send email reminders to candidates who haven’t completed their applications. This simple automated outreach can enable a 15% increase in job applications!

The opportunities for greater recruitment success seem obvious, and include some of these:

  • Fortune 500 employers are doing well with SEO, but 51% (!) don’t optimize their job landing pages
  • 48% of the Fortune 500 never send an email to leads in their database after the initial confirmation email
  • Referral calls-to-action on job descriptions are under-utilized, missing big opportunities to drive referrals from both employees and candidates
  • Only 14% of Fortune 500 employers have a blog or other resources about their application processes

Examples of effective recruitment branding from employers that are highlighted in the report include companies like Exxon Mobil, Intel, Lockheed Martin, Thermo Fisher Scientific, Pepsico, HP, Marriott International, and Comcast.

This report contains recommendations that you can begin to implement today to increase your recruitment marketing success. You may not have the budget of a Fortune 500 recruitment department, but you can certainly begin to adopt best and untapped practices to become more effective and to have a wider choice of talent.

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Filed under China Gorman, Data Point Tuesday, Fortune 500, Hiring, Recruiting, Recruitment Marketing, Smashfly, Talent pipeline

That State of American Jobs and Workers

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While I was browsing the internet looking for some economic data, I came across this 2016 report from the Pew Research Center:  The State of American Jobs. And it is compelling! The Pew Research Center is “a nonpartisan fact tank that informs the public about the issues, attitudes and trends shaping America and the world. They conduct public opinion polling, demographic research, content analysis and other data-driven social science research.”

This report is hefty at 95 pages, but it is totally readable. And full of great information about the state of the U.S. workforce. I couldn’t put it down. (Well, I couldn’t stop scrolling forward.)

There are five sections – and they’re all fascinating. If you have anything to do with people in your organization – hiring, managing, training, deploying – there will be nuggets here that will absolutely help you be more effective. The five sections are:

  1. Changes in the American workplace
  2. How Americas assess the jobs situation today and prospects for the future
  3. How Americans view their jobs
  4. Skills and training needed to compete in today’s economy
  5. The value of a college education

Each of these alone are fascinating topics and the data/analysis provided generate great food for thought and action. An opening overview section sets the stage for a fascinating discussion of how American workers are assessing their skills, their ability to be competitive in the economy and the role of the U.S. education infrastructure to ensure employability.

Here are two graphs from the overview section that ought to catch your eye. First:

pew-2And second:

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Each of these graphs tells a profound story about workers, responsibility for employability, and the role of our education system in preparing workers for careers. And these are just in the overview. Wait until you see the nuggets in each of the following 5 chapters.

95 pages seem long – but it really isn’t. There are insights galore here that can help you in your talent attraction, development, retention and deployment policies and programs. And you don’t have to dig to get to the nuggets. They’re right there on the surface. Download it here, and browse through it first. Then go back and delve in to the chapters that really appeal to you. If you’re in any kind of people business – and who isn’t? – those nuggets will be valuable. Totally worth your time.

 

 

 

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Filed under China Gorman, Data Point Tuesday, Employee Productivity, HR Data, HR Trends, Human Capital, Pew Research Center, Post-secondary education, Talent Analytics, Workforce Demographics, Workforce Planning

Is “HR Analytics” an Oxymoron?

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As we head full-on into 2017, a friend sent me the link to a survey analysis that is extremely eye-opening. Still Under Construction:  The State of HR Analytics 2016, conducted and published by the New Talent Management Network, has some compelling data about how HR functions are deploying higher level analytics and how successful they are in deriving actionable insights. I was somewhat surprised at the findings. Maybe you will be, too.

According to the report, the perceived revolution in human resources inspired by the promise of relevance through data-driven insights is largely unrealized. No surprise, right? It’s a quick read, with reader-friendly graphs and charts that should make you feel more normal if your HR analytics investment and programs aren’t moving ahead as quickly as you’d like – or as quickly as you perceive your competitors’ are!

There are three primary findings:

  1. Big Promise; Small Reality

Essentially, there’s lots of talk and very little action. “…most organizations are using the same tools that existed years ago to produce the same analyses companies have always produced.”

  1. Backstabbing Data

“It turns out that the data is dirty – inconsistent, scattered, unreliable and sometimes just plain inaccurate.”

  1. Lean, Green and Unloved

Surprisingly, the HR data analytics push doesn’t seem to be helping: “more companies said their people analytics team hinders their analytics work than helps it.”

All three points above are discussed with interesting data points to support the conclusions. Point three is explained with the following:

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The takeaway here is that when there are dedicated people analytics teams in place, they are relatively small, relatively inexperienced, and not being very successful in changing the people practices of the organization. And therefore, confidence in these teams’ output remains low.

Perhaps experience and longevity will help. Or perhaps we’ve gotten the cart before the horse. This paragraph from the report really struck home for me:

“Only basic people analytics are being performed by most organizations, undercutting the popular narrative that companies are rapidly advancing in this space. The only rapid advancement seems to be in adding an HR analytics function, not getting deeper, more meaningful insights from it.”

This report generates real food for thought. I think you’ll find it interesting.

 

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Filed under Analytics, Big Data and HR, China Gorman, Data Point Tuesday, HR Analytics, New Talent Management Network, Talent Analytics

Generations At Work

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I was doing some research for a client and came across this report from Monster:  Monster Multi-Generational Survey, published in 2016. The underlying survey was concluded in January 2016 and surveyed more than 2,000 across the Boomer, X, Y and Z generations.

I’m actually not a big fan of reports that show how differently each generation at work needs to be treated. I’m more in the camp of how to bring people together rather than solidify their differences. However, this is a very useful report. It’s not long, but it’s full of interesting tidbits. In its descriptions of each of the four generations active in the workplace today, these are the top motivators by generation:

Boomers:

  • Health insurance (66%)
  • Boss they respect (59%)
  • Salary (57%)

GenX:

  • Salary (59%)
  • Job security (39%)
  • Job challenges/excitement (35%)

GenY:

  • Salary (63%)
  • Job challenges/excitement (37%)
  • Ability to pursue their passion (36%)

GenZ:

  • Salary (70%)
  • Ability to pursue their passion (46%)
  • Job security (32%)

The generational differences are fascinating. And it’s our job to figure out how to retain these differently motivated employees while we bring them together into effective work groups. A daunting challenge to be sure.

Of particular interest, I think, are the data that describe the differences in technology demands and expectations between the generations. This is a fascinating glimpse into how each generation relates with technology at work and which technology tools they view as most important:

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This is a terrific overview of the workplace preferences of each generation. And while we don’t want to build walls between the generations, we certainly do want to leverage technology in a way that will enable higher levels of productivity as well as more complete and effective communication.

I’m always looking for ways to break down walls between employees and create stronger more compelling workplace cultures. Using information like this to more effectively communicate and to build strong relationships make this report interesting.

You can download the report here. It’s a pretty quick read – well worth the investment of your time.

 

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Filed under China Gorman, Data Point Tuesday, Generations at work, HR Data, Human Capital, Monster