3Sixty Insights HRTechChat

Welcome back to another episode of #HRTechChat, the Podcast where we explore the latest trends, innovations, and strategies in the ever-evolving world of HR technology. I'm your host, Jennifer Dole. And on today's show, we have a very special guest joining us again, someone who has made a significant impact in the HR tech landscape with her expertise and thought leadership. She's a trailblazer, she's an innovator, and she's a true advocate for leveraging technology to drive positive change in the workplace. Welcome back, Pamela.

In this episode, we delve into the challenges that HR leaders face. The job market and talent shortage are hot topics in the news, with economic factors and uncertainties impacting companies' hiring strategies. As Pamela points out, the predicted recession seems to be pushed further into the future, and HR leaders must navigate these changing landscapes. One significant shift in the market is the emphasis on skill building. Upskilling, reskilling, and alternative routes to acquiring skills are gaining prominence in talent acquisition.

State governments, organizations like STAR, and initiatives like "Grads of Life" are recognizing the value of skills over traditional degrees. This shift opens up opportunities for underserved and diverse populations who may possess the necessary skills but lack formal education credentials. Pamela highlights the importance of tapping into underrepresented groups and using technology to increase visibility and encourage their participation in the job market.

However, she also emphasizes that skills cannot be solely assessed based on a list on paper. Real conversations and understanding how individuals acquired and applied their skills are crucial. As technology evolves, HR leaders can leverage advancements to gain more insights into candidates' capabilities and potential fit within the organization.

The conversation then transitions to the role of HR leaders as curators of company culture. Pamela explains her choice of the word "curate" and its definition: selecting, organizing, and presenting using professional or expert knowledge. HR leaders are tasked with carefully choosing the elements that shape the company's culture. With a myriad of responsibilities, they must prioritize and focus on areas that need attention, such as candidate experience, talent acquisition, skills development, and internal mobility.

To curate the culture effectively, HR leaders must be aware of external factors, such as market trends and talent gaps. By using their professional expertise and knowledge, they can make informed decisions and drive positive change within the organization. The key lies in carefully selecting the right initiatives and strategies that align with the company's goals and values.

In conclusion, this episode sheds light on the challenges faced by HR leaders in the talent marketplace and their role as curators of company culture. By embracing skill-based hiring, leveraging technology for inclusivity, and curating the right elements, HR leaders can create a positive and thriving workplace environment. Stay tuned for more insights and discussions on HR tech trends in future episodes of #HRTechChat.

Both my guests for this episode have appeared on the #HRTechChat video podcast previously - and it only made sense to host the two of them this time, at the same time. Why? Betterworks CEO Doug Dennerline and Vice President of HR Transformation Jamie Aitken have co-authored and published a book titled "Make Work Better," and our discussion revolved around it.

Let's get something out of the way first. Employers have six ways to Sunday to make work better: make scheduling better for work-life balance, make onboarding better for immediate employee engagement (and faster time-to-productivity), make payroll better so employees get paid incorrectly less often, make on-the-job learning better so staff can build their careers...

Have I missed anything? Probably, and we've been talking about how to make work better for years. Over 10 years ago, when I worked with executives at one of the well-known vendors of technology for workforce management, we argued (correctly) in our thought leadership that you could make work better for retail associates by modernizing WFM systems.

The list goes on. You could start anywhere to make work better. One of the best places to start to make work better, however, is by upending tired old approaches to measuring and assessing employees' performance. More specifically, the central tenet of Doug and Jamie's book is that you can make work much, much better by dispensing with performance management that revolves around the tedious annual performance review.

We've all heard the tongue-in-cheek term, The beatings will continue until morale improves. Well, what are we doing? We can do better than rely on an approach developed by the U.S. military early in the last century and specifically for military scenarios. As for the private sector, "massive research shows that it doesn't change performance," Doug said. "It's a ridiculous thing. Yet people still do it. So, this book was aimed at helping people understand the value of making the change, and giving them a bit of a roadmap on what happens when you do that" and insight into "the profound impact it has on companies that are brave enough to make the change."

What kind of organization doesn't want performance to improve? What's great about leaving the traditional annual review behind is that employees' performance finally does improve -- the goal all along. New approaches aided by the state of the art in cloud software for this (like Betterworks) promote regular dialogue between managers and their direct reports, result in greater workforce engagement overall, and elevate the caliber of leadership throughout the organization.

Over time, in fact, turning away from the old ways of performance management can be an important precursor to organizational transformation -- and HR transformation, certainly. Traditionally (and tellingly), HR departments have always measured success vis-à-vis performance management in simple terms of completions -- "as opposed to impact, what is it that you're trying to achieve?" Jamie said. "Well, it's not just 'check the box.' We need to have a completely different way of showing up for our employees. We need to be thinking about different ways to get them engaged, and focused."

HR departments end up escaping this cost-center-reinforcing mentality and, armed with rich data on workforce performance and engagement, elevate their own standing with organizational leadership. Getting out of the past and into the future of work with their performance management, in other words, is good all around for everyone involved.

For an example of how this plays out, watch this episode of #HRTechChat from last summer, when we interviewed Betterworks user Jeff Andes, vice president of talent management at University of Phoenix. And I almost forgot: another member of leadership at Betterworks appeared on the podcast last year. In the meantime, and as always, Doug and Jamie were great guests.

Joining 3Sixty Insights Co-Founder Brent Skinner for this episode of the #HRTechChat video podcast was guest Adam Famularo, CEO of WorkFusion. In monitoring for financial crime, WorkFusion's "AI Digital Workers" may well be more accurate and efficient than any human could ever be. But it's actually good news for real humans in the world of work. In their discussion, Adam and Brent dig into why this is so.

Ready to unlock the secrets of HR success? Tune in to the HR Tech Chat podcast, where we dive deep into the world of human resources and explore the latest trends and innovations in HR technology. In our latest episode, we had the incredible Maria Scarangella sharing her expertise on HR economics and its impact on organizations. From optimizing staffing to leveraging HR technology, Maria's insights will transform the way you approach HR strategy. Don't miss out on this valuable conversation! #HRtechchat #Podcast #HRsuccess

Megan Coen, vice president of HR services at isolved, was a guest on the #HRTechChat video podcast. isolved calls HR outsourcing by a different name, HR augmentation, and this episode provides a glimpse into why. Megan shared war stories from her previous lives in helping to drive change management in HR and did a great job in laying out how isolved combines "the right blend" of technology and services.

In a recent episode of HR Tech Chat, host Jennifer Dole and guest Pamela Stroko delved into the crucial topic of supporting women in the workplace and ensuring equitable promotions and opportunities. Pamela, an HCM practitioner and HR tech expert, provided valuable insights on the impact of HR technology in enabling women to access greater opportunities. Listen in as we will explore the key points discussed in the podcast episode and shed light on the importance of HR technology in empowering women in their careers.

“How do I make a 120,000-person organization data-aware?” asks Amaresh Tripathy, my guest on this episode of the #HRTechChat video podcast.

Amaresh is senior vice president and global business leader at Genpact. A General Electric spin-off, Genpact is several billion dollars in size. A publicly traded professional services firm, Genpact mainly focuses on two things. One is all about running various digital operations on behalf of Genpact's clients, which are Fortune 1000 companies around the globe. The other involves data, technology and artificial intelligence, wherein Genpact concerns itself with helping these clients transform some of these same digital operations for the better. Amaresh's role is with this second focus, working to make "our clients more data-intelligent and data-aware," he says.

You probably already see the tie-in with Genpact's workforce. Amaresh believes that, at Genpact, he and his team have built the world’s largest data awareness program. Solutions such as EdCast, found in the Cornerstone suite, factor largely into the effort. We discussed this. An illustrative example of organizational and digital transformation, the initiative relies, critically, on well-sorted learning technology and modern tools for curating and delivering content just right for the task at hand.

Phenomenally, Amaresh is more than halfway to achieving an ambitious goal: so far, somewhere between 65,000 of and 70,000 of the company's own employees have completed the associated certification program, which leaves them highly versed in understanding the tools to extract and blend enterprise data. Graduates then go on to use their newfound knowledge and skills in order to help a client—in the process earning from Genpact what is akin to a black belt in data awareness.

During our chat, Amaresh shared the philosophy behind his vision and delved into the thinking that has helped make it a reality at Genpact. This vision is empowering staff with the high-impact upskilling that is an essential ingredient not only for their success individually, but also for Genpact’s overall. Indeed, like so many initiatives notable for their positive effects on business, Amaresh’s is redolent of the idea that an organization’s people are an asset to cultivate and engage. This is the model for success. All at once, Genpact’s data awareness program is good for the company, its clients, and its people. If you're looking for an example of how the future of work is happening right now, look no further than this episode of the podcast. It was an absolute pleasure speaking with Amaresh.

In today's fast-paced world of technology and automation, it's easy to assume that human interaction is becoming less relevant. However, when it comes to building meaningful relationships and effective hiring, technology will never fully replace the role of a recruiter.

Kim Slowik, a seasoned talent acquisition professional, emphasizes the importance of genuine connections in her conversation with Jennifer Dole on the HR Tech Chat podcast. While technology offers valuable tools for filtering and finding candidates, it's the human interaction that truly makes a difference.

When recruiters take the time to engage with candidates on a personal level, asking meaningful questions and actively listening, they gain insights that go beyond a resume. By understanding a candidate's aspirations, values, and career goals, recruiters can identify the perfect fit for both the candidate and the company.

Building relationships also extends to the hiring managers. Recruiters who invest in understanding the unique requirements and dynamics of a team can find candidates who not only possess the necessary skills but also align with the team's culture and goals. It's about creating a cohesive unit, just like building a sports team.

While technology provides tools like applicant tracking systems and LinkedIn Recruiter, which aid in the recruitment process, it cannot replace the nuanced understanding that comes from personal conversations. Technology may filter candidates on paper, but it often fails to capture the intangible qualities that make a candidate an ideal fit.

Technology has undoubtedly sped up the recruitment process, but it is the personal touch that fosters lasting relationships. Recruiters who go the extra mile, provide feedback, and genuinely care about candidates build a reputation that garners trust and loyalty. It's not just about filling a position; it's about nurturing long-term careers.

Technology may enhance efficiency and widen reach, but it will never replace the essence of human connection. Recruiters like Kim Slowik understand that building meaningful relationships with candidates and hiring managers is the key to successful recruitment. By combining technological tools with genuine empathy and insightful conversations, recruiters can truly find the perfect fit for both candidates and companies.

In today's rapidly evolving world, the intersection of technology and inclusive leadership is shaping the future of organizations. The qualities of inclusive leaders play a crucial role in fostering a culture of belonging, collaboration, and innovation. In this podcast, we will explore some key attributes of inclusive leaders and discuss how technology can be leveraged to enhance inclusive leadership.

Courage: At the heart of inclusive leadership lies courage. Inclusive leaders must have the courage to challenge the status quo, address biases, and create an environment where every individual feels valued and respected. They understand that being a great leader means embracing diversity and making intentional efforts to be inclusive, even if it involves taking risks or stepping out of their comfort zones.

Desire to Help People: Inclusive leaders have a genuine desire to help people thrive. They recognize that by fostering a sense of belonging and inclusivity, they can unlock the full potential of their teams. They actively seek opportunities to create conditions that allow everyone to contribute their unique perspectives, skills, and knowledge. By nurturing an environment that encourages collaboration and cooperation, inclusive leaders drive greater team performance and overall success.

Embracing Human Qualities: Inclusive leadership involves recognizing and embracing the human qualities that set us apart from machines. While technology can enhance efficiency, it is the human touch that enables true empathy, compassion, and self-awareness. Inclusive leaders listen with empathy, act with compassion, and demonstrate genuine care for their team members. These human qualities foster trust, build stronger relationships, and promote a sense of psychological safety within the organization.

Leveraging Technology for Inclusive Leadership: Technology can be a powerful tool for inclusive leadership. It provides leaders with actionable data and insights, enabling them to understand the voice of their employees better. Tools like coaching platforms offer valuable support for managers, helping them navigate conversations around well-being, mental fitness, and career growth. Additionally, technologies that promote diversity and inclusion in the hiring process, such as AI-powered interview analysis, can reduce bias and create fairer opportunities for all candidates.

Business Outcomes of Inclusive Leadership: Contrary to the notion that inclusive leadership is just "soft stuff," it has tangible business outcomes. Studies have consistently shown that diverse and inclusive teams outperform homogeneous ones. Inclusive leadership leads to higher employee engagement, increased productivity, and improved retention rates. By quantifying and presenting these outcomes, inclusive leaders can demonstrate the value of their approach to stakeholders, including the CFO.

The intersection of technology and inclusive leadership presents an exciting opportunity for organizations to create an inclusive and thriving workplace culture. Inclusive leaders, driven by courage and a desire to help people, are leveraging technology to enhance their leadership practices. By embracing human qualities, using technology as an enabler, and focusing on quantifiable business outcomes, inclusive leaders are shaping the future of work. In this age of technology, it is essential to recognize the power of inclusive leadership in unlocking the full potential of individuals and driving organizational success.

Are you someone who dreams of a fulfilling career, but feels bogged down by challenges and setbacks? Do you feel like you're constantly pushing yourself outside of your comfort zone, without seeing the results you want? If so, you're not alone. But the good news is that there are ways to build resilience and overcome the obstacles that stand in your way.

As someone who is passionate about career development, I've seen firsthand how a resilient mindset can help people achieve their goals. It's not just about bouncing back from failures or setbacks, although that's certainly important. It's also about having the right mindset, one that is open to growth, learning, and taking ownership of your career.

This is especially important in today's fast-paced and constantly evolving work environment. As technology and automation continue to disrupt industries and change the nature of work, it's more important than ever to be adaptable, flexible, and resilient. This means not only being able to handle challenges and setbacks, but also being proactive about your own career development.

So what can you do to build resilience and take ownership of your career? It starts with developing a growth mindset, one that is open to learning, feedback, and continuous improvement. This means being willing to take risks, try new things, and embrace failure as a learning opportunity.

It also means being mindful of your own needs and goals, and being willing to speak up and advocate for yourself. This could mean setting boundaries, asking for support or resources, or taking on stretch assignments that challenge you in new ways.

But perhaps most importantly, building resilience and taking ownership of your career means cultivating empathy and understanding for yourself and others. This means recognizing that we all have limitations, and that it's okay to ask for help or support when we need it. It also means being mindful of the impact that our actions and decisions have on those around us, and striving to create a supportive and collaborative work environment.

In the end, building resilience and taking ownership of your career is about recognizing that we all have the power to shape our own futures. By cultivating the right mindset, being proactive, and staying true to our values and goals, we can overcome challenges and achieve success in all areas of our lives. So why not start today?