Did you realize that there’s no perfect system for every HR technology buyer? Also, did you know that applying HR technology to a broken process is a surefire way to make the wrong steps even more efficiently?
These are some of the key insights gathered during a conversation with Wade Larson, Director of HR for Wagstaff, a manufacturing firm specializing in aluminum casting. Among other topics discussed during the interview, Ben asks Wade about what it’s like working in a family-run business, what it takes to build a business case for HR software investments, and more.
Check out https://www.wagstaff.com/Wagstaff/About.htm to learn more about Wagstaff.
Today’s workplace is more flexible and fluid than ever before. In some cases, jobs are too broad, vague, and slow-moving to account for the speed of business. That’s why skills have become more important than ever before not just as a measurement of capability but as a source of data for hiring and compensation.
In this interview with labor market intelligence expert Cary Sparrow, Ben and Cary talk about how skills are the new currency of the business and how to use this data as an employer to make better, more informed decisions.
To learn more about Cary Sparrow please visit: www.greenwich.hr
We hear all the time that HR needs to be more financially minded. It’s too soft. The problem is when Ben asks audiences how many get into HR because they like ROI, numbers, and data, two hands go up. The rest got into it because of the people. Continue reading
Thousands of students are graduating every day with a lack of understanding of the basics of how to interact professionally at work. Everything from etiquette to basic resume preparation is missing from the educational curriculum, so how can we solve this problem? Continue reading
One of the phrases I’ve found myself repeating more and more often of late is this: data driven, people oriented.
When I’m speaking to audiences, I share the story about how I *accidentally* insulted my wife during childbirth to illustrate this concept.
It makes a great point that we can’t just be data driven or we lose sight of the people behind every metric and number. If you want to hear me tell the story live during the first ever episode of the podcast, you can check that out here.
The point is that as HR and talent leaders, we have two things that we need to keep in mind:
- People: we are the “people people” in the business. We need to know the people better than anyone else. Most of us got into HR because we like helping others and because that service brings us joy. However, we also have to know…
- Data: for far too long HR has said, “I want respect! I want to help the business, but they won’t invite me to the meeting. How do I get some credibility?” Data is the answer to that. Evidence matters.
Hence the phrase data driven, people oriented. We can’t go too far into either side or we create nightmare scenarios.
- All people, no data: we are soft and squishy and nobody cares what we have to say because all that matters are hugs and rainbows.
- All data, no people: we are hard-charging, ROI-driven monsters without a single concern for the people at the other end of our decisions.
Balancing both aspects helps you to not only have a voice in the business and with your leadership team but also helps to ensure that your voice is being used to advocate for the workforce. Bringing data and evidence to the conversation in the form of HR analytics creates a more credible, valuable conversation. And doing so on behalf of the employees is critical.
Even if you didn’t get into HR because you love data and numbers, you need to learn to speak the language of the business or risk being ignored, shut out, and forgotten when all of the important decisions are being made in your company.
Who’s with me?
Employers have increased their focus on measurement in recent years with a 4x growth in the number of companies with an HR analytics team. Why this relatively sudden change, and what can it tell us? Continue reading
The quest to hire developers, data scientists, and technology engineers is more competitive than ever before. It seems as though organizations in almost every industry need to grow their teams due to the ever-increasing need for a strong digital presence, apps, in-house I.T., tight cyber security, and other critical tech and A.I. based roles.
“With all of the tech startups and niche pharma companies popping up all over the country, it’s no wonder there’s much more demand for A.I and I.T specialists than supply. It poses a real challenge for hiring managers,” explains Sarah Groom, Director at Groom & Associates.
If you find attracting talent for these hot fields seems nearly impossible, your recruiting tactics might be in need of some updating. For a better shot at attracting A.I and I.T talent, consider these five rules. Continue reading