2013: The Year Of Social HR

2012 was the year for workforce innovation, with more companies experimenting with using social media to brand and market their organizations. In 2013, companies will take social further: this will be the year of Social HR, with organizations integrating social technologies into the way they recruit, develop & engage employees.

According to a recent study called State of Social Technology and Talent Management, commissioned by SilkRoad, 75 percent of leaders in human resources and talent management believe their companies are behind the curve regarding both internal and external social networking technology.

Now comes the opportunity to turn this belief into action in 2013:  Here are the top five social media trends impacting HR to watch in the coming year.

1.     Gamification Becomes A Standard Practice  

In 2013, gamification will continue making huge inroads in many business processes.

With more research, studies, and real-world examples proving the power of incorporating game mechanics into non-game activities like marketing, call center operations and learning and development, a greater number of enterprise processes will start to become “gamified.”

Deloitte is one company already using gamification, integrating levels, “badges” and top-scoring leader boards into its “Deloitte Leadership Academy,” which has trained over 20,000 executive users since its inception in 2008. As a result of this effort,Deloitte and its clients can boast rewards like engaged employees who are committed to improving at work.

Deloitte believes that letting employees share their badges. People like having something to show for their achievements, especially as employees at all levels become ever more invested in maintaining a robust personal brand.

The technology research firm Gartner Inc. predicts that 70 percent of Global 2000 businesses will be managing at least one “gamified” application or system by 2014.
2.     The Death of the Resume

In 2013, the traditional resume will be replaced by the breadth and depth of your personal brand.

Before you’re interviewed by a potential employer, expect the recruiting manager or hiring manager to check out one or more of the following sources about you: 1) the top ten searches on your name on either Google or Bing, 2) the number of Twitter followers you have and last time you tweeted, 3) the size and quality of your LinkedIn community, 4) the number and quality of recommendations you have on LinkedIn and 5) your Klout score.

Sound Darwinian? It may be, but it’s already happening. As I noted in my recent blog post on Personal branding, the software company recently advertised a position that listed “a Klout score of 35 or over” as one of the key ‘desired skills’ for a community manager position.

And as candidates catch on to employers’ focus on their Internet presence, they will shift their methods accordingly. Taking the lead from innovative applicants like Shawn Mctigue, who made this 2:50 video as part of his application to a Mastercard internship, more workers will take a creative approach to marketing their experience.

However we do it, we will all have to accept that a one-page summary of our professional histories, expertise, skills, and achievements – that which we think of as a “resume” – will no longer act as our differentiation in the job market.

3.     Your Klout Score Will Become A Measurable Currency

In the next year, your Klout score will find a prominent place on your resume and  profile, and may even help you get your next promotion.

It calls itself the SAT score for business professionals, measuring the online “influence” of each user. A Klout score is a statistical score from 1-100 which ranks you on variables such as: how many people you reach through social media; how much they trust you; and on what topics. In September of this year, Microsoft made a strategic investment in Klout and as part of that deal, Bing and Klout will partner to strengthen social online search.

As the biggest player in the growing world of “digital influence,” Klout is still setting the bar for what this means. Prepare to answer the Klout tag line, “what’s your influence?” in your next job interview.

“Influence has really become the currency of the social web, and Klout is the standard measurement for that,” said Klout CEO Joe Fernandez in a recent interview with Brian Solis. And he is right. While many of us don’t even remember our SAT scores, we may soon all have the Klout app on our mobile phone and tablet so we know instantly how our score rises and falls each week.

4.     Personal Branding Will Be A Required Skill 

I asked in my last blog post whether employers today are more inclined to hire an applicant with a high IQ or a high Klout score. The balance will continue to tip toward the latter in 2013, as employers, workers, and job applicants devote more time, resources and awareness to the development of personal brands.

Companies will follow the lead of PricewaterhouseCoopers, which holds an annual “Personal Branding Week,” wherein a series of training exercises helps train prospective new hires on building their personal brand and increasing their marketability. We will see more forward-looking companies catching onto this type of mutually beneficial training, and use this as a point of differentiation in recruiting top Millennial talent. Finally, expect to see this type of program part of the core curriculum at college campuses, as college advisors finally see job readiness as a serious part of their jobs.

We’re moving from a “knowledge economy” to a “social economy,” and as we do so, as a recent Fast Company article noted, “the line is quickly blurring between the value of what we know and who we know.” In 2013, prospective job applicants will be much more deliberate in creating their “elevator pitch” and posting this promotional blurb on Facebook, Linkedin and in theirTwitter bios.

If personal branding seems shallow, think again. Putting value on candidates’ networks and spheres of influences makes perfect sense in an age where crowd sourcing the right solution to a problem is just as good as coming up with it yourself.

5.     Recruiters Will Find You Before You Know You Are Looking For A Job

Not only applicants must know how to use social to their benefit; HR executives in charge of talent management also must know how to use social tools to their advantage.

Already, entire businesses are cropping up to streamline the process for them. Start-ups like Entelo and TalentBin help companies find eligible applicants by scanning social networks and spotlighting certain candidates. Their search tools consider the experience and history mentioned in users’ profiles, but also their use of the social network. These companies can pinpoint those who have updated their bios lately or often, to determine which candidates are getting ready to get back on the job market. Getting this head start on head hunting is crucial as top corporations’ search for top candidates becomes ever more competitive.

As you start 2013, which social media tools are already standard at your company, and which do you expect to adopt?

source: http://www.forbes.com/sites/jeannemeister/2013/01/03/2013-the-year-of-social-hr/

The individualisation of HR

We’ve all heard of the consumerisation of IT. Well I think it is time for the individualisation of HR.

The collective, as we knew it, is over. The TU statistics tell you that. I know they went up a little last year, but it amounted to three fifths of not a lot. Young people aren’t joining unions. Existing members are approaching retirement. The future of employee voice is not the trade union, the elected representative, collective bargaining. Where there are shared views then they are more likely to coalesce around a hashtag than a collective grievance. The collective now means the wisdom of the crowd.

Now you know I am not a fan of a lot of generational nonsense, but junk surveys aside we are going to have five generations in the workplace before long. They will want different things from work, their line manager, their career. But it’s not a generational thing, it’s a time of life thing, a personal life thing.

‘People want different stuff from work shock.’

It is time to call a halt to the one stop shop. Stop treating everyone the same. Pensions, policies, holidays, benefits, hours of work, learning and development, pay reviews. People want choice, not to be lumped together with everyone else. Trying to please the majority, take the middle of the road, may just lead you to being absolutely average, mediocre.

Before I get jumped on, I’m well aware that organisations need some structure, a core approach. But let us flex the rest.

I want, what I want. Not what the person sitting next to me wants. I want choice. I want individuality. I’m not a bloody human resource; I’m a person, with my own particular desires, drivers, problems and challenges. And so is every other employee out there.

Build it and they will come does not cut it when it comes to attracting your talent, keeping your talent. The future of work, the future of talent, wants more.

Let HR lead the way. Let us treat people like the individuals that they are.

reference:

http://hrgem.wordpress.com/2013/08/23/the-individualisation-of-hr/

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Why Do We Suffer from Bad Customer Service?

Why Do We Suffer from Bad Customer Service?

It is sad indeed. With the continuing technological advancement that are supposed to improve delivery of service, and with the speed by which customer experiences spread across the web, one would think there's no room for lousy service and yet it gets handed to us almost everyday in the form of  loveless burgers, call center agents making excuses for telecom service delays, to botched luggage, rude airline reps who tell you you're being rebooked, etc. Why?

I have a theory and this comes out of my observation . Many companies in the Philippines are not serious about customer service. For example, how many companies here  will say that they have a  fully functioning customer service policy and procedures? Show of hands? Very few.

For many companies here, customer service comes as an afterthought, way after thinking about profit and savings. Many managers see it as merely the manner by which frontliners deal with customers who are inquiring, transacting or are angry. This is also why many think that a customer service program is... tadaaa! TRAINING!

So, what happens? we see a lot of nice frontliners making excuses for the company's inability to deliver on expectations. When we complain about service, we get handled or managed rather than actually served.  When the front line people are dis-empowered to serve, all they can make are excuses and promises they're not sure they can keep.

I think that improving customer service requires embedding it in the company's culture and making it part of the company's major strategy. In short it has to start at the top.

Leadership plays a very important role in ensuring that the organization is able to serve customers well. They put in place mechanisms to achieve customer happiness. They are responsible for seeing to it that there is a system in place, that front liners are equipped and empowered to help complaining customers if they are unhappy with the service. Organizational leaders also manage to learn from negative customer experience by looking into the circumstances of the complaints and then making necessary adjustments in operating procedures to avoid service failures from recurring.  In order to carry out  this role, managers must develop competency at the strategic level; meaning that they are able to view customer service in a much broader perspective and act to develop strategies and policies for ensuring customer happiness, dealing with customer dissatisfaction and developing a system that allow people to learn from their experiences with the customers.

Again, improving customer service requires organizational change. You know that you're getting serious about customer service when see policies changing, performance goals are being reset to focus on how meeting and exceeding internal and external customer expectations, and when processes and procedures are being improved to serve the customers better.


Article by: Edwin Ebreo

Entry 1 by Claude Tecson

Why study Human Resource Management(HRM)?

Well, to be honest, at first I thought there was no fun in it but DLS-CSB proved me wrong!! I have lots of cute classmates back then, who wouldn't be inspired? but seriously speaking, as I threw more of my time studying and understanding why HR I found out that it the job I wanna do when I graduate.

I tried to apply in different companies even when I'm still in school, 4 companies were ready to hire me, and I found out that HR personnel and officers are in demand and they give good compensation and benefit packages as well. but if I were to become an HR staff/officer, I would like to make a change in my workplace, a good one that benefit both the organization and employees. Recruit and train the people I will be handling in the future only the best. Handle conflicts and be able to solve them. And push employees to strive more and just to stay with company.

I suddenly remember our thesis’ theory. The Social Exchange Theory of Lazarus and Folkman. Employees tend to reciprocate through their performance the feeling they have for their organization. Anyway, the reason why you should study HR it’s the change and impact you can make in a company. And the money you can get. J