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4 Key Steps To An Extraordinary Workforce

Meghan M. Biro

If you want an amazing workforce, it’s not just about hiring. It’s about marketing. You need to shift your thinking of the workplace as an amorphous collection of desks to a product, and embrace the concept that in order to hire the best you have to market to the workplace on multiple channels.

Here are 4 key steps to do it:

1. Reconsider your recruitment channels and their effectiveness.

If you’re just trying to glean recruiting channel data by using LCA models, it’s not going to work. First, consider candidates as buyers, and then treat them accordingly, constructing an entire journey of content for candidates to encounter.

LCA is a myth, according to many; it takes a series of clicks and re-clicks, visits, consideration, reconsideration, another jump onto the company website, and a hop to social media before a potential hire decides to apply. So make sure you’re measuring the success of your recruitment campaigns across social channels and all promotional content, as well as the job posting itself.

2. Go deeper into social.

A recent SHRM study found that social was more important than ever: A full 65 percent of companies said they found new hires via social channels in the past year. Social networks, social media presences, and of course the networking powerhouse LinkedIn were found to be critical.

But don’t just rest on the same old tropes. There are niche groups, industry blogs, and new outlets like Vine, the video platform in which each video is 6 seconds or less. Vine’s tight format is ideal for showing the key aspect of a job — which certain firms, such as a mechanical engineering firm has successfully used to attract candidates. Social networking sites are among the top four top channels for sourcing candidates, according to the 2015 McQuaig Global Talent Recruitment Survey (along with employee referrals, online job boards, and corporate websites), but now that social networking is expanding in all directions, don’t just go back to those same letters of the alphabet (f, b) and think you’re done.

3. Showcase real-life, day-to-day experiences to candidates.

A can’t-stress-it-enough, hugely-massively-intensely critical factor in successful hires remains cultural fit — 43% of companies in a recent study said cultural fit was the most important factor in making a new hire. Not the much-ballyhooed cliché of “We all love foosball” cultural fit, but the very fabric of the workplace and its people. If you don’t transmit that effectively — and accurately — to a candidate, it’s a guessing game. And the disconnect between image and reality may just leave a permanent bad taste. So take off some of that slick veneer and show the grain. If you’re interviewing a candidate, invite them to conference into a daily meeting, and connect to staffers in their prospective department. Companies, don’t be shy.

According to the Talent Board, a huge takeaway from the 2015 round of CandE (Candidate Experience) awards is that candidate experience plays an ever-increasing role not only in engagement but referrals. Seventy percent of candidates said they are likely to apply to the same employers again, and 70 percent said they were likely or extremely likely to refer a peer to the employers to which they applied — whether or not they’d been hired (a majority had not).

4. Stay friendly and build that pipeline.

The fluidity of the mobile and social workforce also means we’re never really done talking, and the brevity of the chitchat means a lot of back and forth to get the whole picture. Moreover, candidate experience doesn’t stop at hire/not hire. The employer’s brand is very much at stake. Not sure about that? Here’s a compelling stat: according to a recent survey on candidate behavior by Career Builder, 65% of job seekers say they are less likely to buy from a company they didn’t hear back from after an interview.

I’ve described the talent pipeline as a great big, exaggerated funnel that requires serious tending. It’s also a resource that needs to be optimized for the right fits, so the talent is there, aligned with the right types of jobs, competencies and skills. To best pinpoint the best candidates, get to know them. Just because they were passed up for one job, don’t drop them: keep in contact. Don’t think about filling an open position. Grow that pipeline, and nurture everyone in it like the potential brilliant hire they may be.

This is a new hiring economy: complicated, competitive, but also, with a seemingly infinite reach into more and more channels. It’s like Cable TV back in its beginnings: a thousand channels was like the Wild West until we got to know it. But the switch to envisioning employees not as hires but as customers is what gives companies the edge. Make the candidate experience a wonderland of good faith and authentic interaction, a keystone of your employer brand, and as far as recruiting goes, you may have a very good year.

Join me next Wednesday for a podcast and Twitter conversation to discuss recruitment and workforce marketing.

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What Gen Z’s Arrival In The Workforce Means For Recruiters

Meghan M. Biro

Generation Z’s arrival in the workforce means some changes are on the horizon for recruiters. This cohort, born roughly from the mid-90s to approximately 2010, will be entering the workforce in four Hiring Generation Z words in 3d letters on an organization chart to illustrate finding young employees for your company or businessshort years, and you can bet recruiters and employers are already paying close attention to them.

This past fall, the first group of Gen Z youth began entering university. As Boomers continue to work well past traditional retirement age, four or five years from now, we’ll have an American workplace comprised of five generations.

Marketers and researchers have been obsessed with Millennials for over a decade; they are the most studied generation in history, and at 80 million strong they are an economic force to be reckoned with. HR pros have also been focused on all things related to attracting, motivating, mentoring, and retaining Millennials and now, once Gen Z is part of the workforce, recruiters will have to shift gears and also learn to work with this new, lesser-known generation. What are the important points they’ll need to know?

Northeastern University led the way with an extensive survey on Gen Z in late 2014 that included 16- through 19-year-olds and shed some light on key traits. Here are a few points from that study that recruiters should pay special attention to:

  • In general, the Generation Z cohort tends to be comprised of self-starters who have a strong desire to be autonomous. 63% of them report that they want colleges to teach them about being an entrepreneur.
  • 42% expect to be self-employed later in life, and this percentage was higher among minorities.
  • Despite the high cost of higher education, 81% of Generation Z members surveyed believe going to college is extremely important.
  • Generation Z has a lot of anxiety around debt, not only student loan debt, and they report they are very interested in being well-educated about finances.
  • Interpersonal interaction is highly important to Gen Z; just as Millennials before them, communicating via technology, including social media, is far less valuable to them than face-to-face communication.

Of course Gen Z is still very young, and their opinions as they relate to future employment may well change. For example, reality is that only 6.6% of the American workforce is self-employed, making it likely that only a small percentage of those expecting to be self-employed will be as well. The future in that respect is uncertain, and this group has a lot of learning to do and experiences yet ahead of them. However, when it comes to recruiting them, here are some things that might be helpful.

Generation Z is constantly connected

Like Millennials, Gen Z is a cohort of digital natives; they have had technology and the many forms of communication that affords since birth. They are used to instant access to information and, like their older Gen Y counterparts, they are continually processing information. Like Millennials, they prefer to solve their own problems, and will turn to YouTube or other video platforms for tutorials and to troubleshoot before asking for help. They also place great value on the reviews of their peers.

For recruiters, that means being ready to communicate on a wide variety of platforms on a continual basis. In order to recruit the top talent, you will have to be as connected as they are. You’ll need to keep up with their preferred networks, which will likely always be changing, and you’ll need to be transparent about what you want, as this generation is just as skeptical of marketing as the previous one.

Flexible schedules will continue to grow in importance

With the growth of part-time and contract workers, Gen Z will more than likely assume the same attitude their Millennial predecessors did when it comes to career expectations; they will not expect to remain with the same company for more than a few years. Flexible schedules will be a big part of their world as they move farther away from the traditional 9-to-5 job structure as work becomes more about life and less about work, and they’ll likely take on a variety of part time roles.

This preference for flexible work schedules means that business will happen outside of traditional work hours, and recruiters’ own work hours will, therefore, have to be just as flexible as their Gen Z targets’ schedule are. Companies will also have to examine what are in many cases decades old policies on acceptable work hours and business norms as they seek to not only attract, but to hire and retain this workforce with wholly different preferences than the ones that came before them. In many instances this is already happening, but I believe we will see this continue to evolve in the coming years.

Echoing the silent generation

Unlike Millennials, Gen Z came of age during difficult economic times; older Millennials were raised in the boom years. As Alex Williams points out in his recent New York Times piece, there’s an argument to be made that Generation Z is similar in attitude to the Silent Generation, growing up in a time of recession means they are more pragmatic and skeptical than their slightly older peers.

So how will this impact their behavior and desires as job candidates? Most of them are the product of Gen X parents, and stability will likely be very important to them. They may be both hard-working and fiscally savvy.

Sparks & Honey, in their much quoted slideshare on Gen Z, puts the number of high-schooler students who felt pressured by their parents to get jobs at 55 percent. Income and earning your keep are likely to be a big motivation for GenZ. Due to the recession, they also share the experience of living in multi-generational households, which may help considerably as they navigate a workplace comprised of several generations.

We don’t have all the answers

With its youngest members not yet in double digits, Gen Z is still maturing. There is obviously still a lot that we don’t know. This generation may have the opposite experience from the Millennials before them, where the older members experienced the booming economy, with some even getting a career foothold, before the collapse in 2008. Gen Z’s younger members may get to see a resurgent economy as they make their way out of college. Those younger members are still forming their personalities and views of the world; we would be presumptuous to think we have all of the answers already.

Generational analysis is part research, but also part theory testing. What we do know is that this second generation of digital natives, with its adaption of technology and comfort with the fast-paced changing world, will leave its mark on the American workforce as it makes its way in. As a result, everything about HR will change, in a big way. I wrote a post for my Forbes column recently where I said, “To recruit in this environment is like being part wizard, part astronaut, part diplomat, part guidance counselor,” and that’s very true.

As someone who loves change, I believe there has never been a more exciting time to be immersed in both the HR and the technology space. How do you feel about what’s on the horizon as it relates to the future of work and the impending arrival of Generation Z? I’d love to hear your thoughts.

Social tools are playing an increasingly important role in the workplace, especially for younger workers. Learn more: Adopting Social Software For Workforce Collaboration [Video].

The post What Gen Z’s Arrival In The Workforce Means For Recruiters appeared first on TalentCulture.

Image: Bigstock

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How The Digital Economy Is Defining An Entire Generation

Julia Caruso

millennial businesswomen using digital technology at work“Innovation distinguishes between a leader and a follower.” – Steve Jobs

As a part of the last wave of Millennials joining the workforce, I have been inspired by Jobs’ definition of innovation. For years, Millennials like me have been told that we need to be faster, better, and smarter than our peers. With this thought in mind and the endless possibilities of the Internet, it’s easy to see that the digital economy is here, and it is defining my generation.

Lately we’ve all read articles proclaiming that “the digital economy and the economy are becoming one in the same. The lines are being blurred.” While this may be true, Millennials do not see this distinction. To us, it’s just the economy. Everything we do happens in the abstract digital economy – we shop digitally, get our news digitally, communicate digitally, and we take pictures digitally. In fact, the things that we don’t do digitally are few and far between.

Millennial disruption: How to get our attention in the digital economy

In this fast-moving, highly technical era, innovation and technology are ubiquitous, forcing companies to deliver immediate value to consumers. This principle is ingrained in us – it’s stark reality. One day, a brand is a world leader, promising incredible change. Then just a few weeks later, it disappears. Millennials view leaders of the emerging (digital) economy as scrappy, agile, and comfortable making decisions that disrupt the norm, and that may or may not pan out.

What does it take to earn the attention of Millennials? Here are three things you should consider:

1. Millennials appreciate innovations that reinvent product delivery and service to make life better and simpler.

Uber, Vimeo, ASOS, and Apple are some of the most successful disruptors in the current digital economy. Why? They took an already mature market and used technology to make valuable connections with their Millennial customers. These companies did not invent a new product – they reinvented the way business is done within the economy. They knew what their consumers wanted before they realized it.

Millennials thrive on these companies. In fact, we seek them out and expect them to create rapid, digital changes to our daily lives. We want to use the products they developed. We adapt quickly to the changes powered by their new ideas or technologies. With that being said, it’s not astonishing that Millennials feel the need to connect regularly and digitally.

2. It’s not technology that captures us – it’s the simplicity that technology enables.

Recently, McKinsey & Company revealed that “CEOs expect 15%–50% of their companies’ future earnings to come from disruptive technology.” Considering this statistic, it may come as a surprise to these executives that buzzwords – including cloud, diversity, innovation, the Internet of Things, and future of work – does not resonate with us. Sure, we were raised on these terms, but it’s such a part of our culture that we do not think about it. We expect companies to deeply embed this technology now.

What we really crave is technology-enabled simplicity in every aspect of our lives. If something is too complicated to navigate, most of us stop using the product. And why not? It does not add value if we cannot use it immediately.

Many experts claim that this is unique to Millennials, but it truly isn’t. It might just be more obvious and prevalent with us. Some might translate our never-ending desire for simplicity into laziness. Yet striving to make daily activities simpler with the use of technology has been seen throughout history. Millennials just happen to be the first generation to be completely reliant on technology, simplicity, and digitally powered “personal” connections.

3. Millennials keep an eye on where and how the next technology revolution will begin.

Within the next few years Millennials will be the largest generation in the workforce. As a result, the onslaught of coverage on the evolution of technology will most likely be phased out. While the history of technology is significant for our predecessors, this not an overly important story for Millennials because we have not seen the technology evolution ourselves. For us, the digital revolution is a fact of life.

Companies like SAP, Amazon, and Apple did not invent the wheel. Rather, they were able to create a new digital future. For a company to be successful, senior leaders must demonstrate a talent for R&D genius as well as fortune-telling. They need to develop easy-to-use, brilliantly designed products, market them effectively to the masses, and maintain their product elite. It’s not easy, but the companies that upend an entire industry are successfully balancing these tasks.

Disruption can happen anywhere and at any time. Get ready!

Across every industry, big players are threatened — not only by well-known competitors, but by small teams sitting in a garage drafting new ideas that could turn the market upside down. In reality, anyone, anywhere, at any time can cause disruption and bring an idea to life.

Take my employer SAP, for example. With the creation of SAP S/4HANA, we are disrupting the tech market as we help our customers engage in digital transformation. By removing data warehousing and enabling real-time operations, companies are reimagining their future. Organizations such as La Trobe University, the NFL, and Adidas have made it easy to understand and conceptualize the effects using data in real time. But only time will tell whether Millennials will ever realize how much disruption was needed to get where we are today.

Find out how SAP Services & Support you can minimize the impact of disruption and maximize the success of your business. Read SAP S/4HANA customer success stories, visit the SAP Services HUB, or visit the customer testimonial page on SAP.com.

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About Julia Caruso

Julia Caruso is a Global Audience Marketing Specialist at SAP. She is responsible for developing strategic digital media plans and working with senior executives to create high level content for SAP S/4HANA and SAP Activate.

How Much Will Digital Cannibalization Eat into Your Business?

Fawn Fitter

Former Cisco CEO John Chambers predicts that 40% of companies will crumble when they fail to complete a successful digital transformation.

These legacy companies may be trying to keep up with insurgent companies that are introducing disruptive technologies, but they’re being held back by the ease of doing business the way they always have – or by how vehemently their customers object to change.

Most organizations today know that they have to embrace innovation. The question is whether they can put a digital business model in place without damaging their existing business so badly that they don’t survive the transition. We gathered a panel of experts to discuss the fine line between disruption and destruction.

SAP_Disruption_QA_images2400x1600_3

qa_qIn 2011, when Netflix hiked prices and tried to split its streaming and DVD-bymail services, it lost 3.25% of its customer base and 75% of its market capitalization.²︐³ What can we learn from that?

Scott Anthony: That debacle shows that sometimes you can get ahead of your customers. The key is to manage things at the pace of the market, not at your internal speed. You need to know what your customers are looking for and what they’re willing to tolerate. Sometimes companies forget what their customers want and care about, and they try to push things on them before they’re ready.

R. “Ray” Wang: You need to be able to split your traditional business and your growth business so that you can focus on big shifts instead of moving the needle 2%. Netflix was responding to its customers – by deciding not to define its brand too narrowly.

qa_qDoes disruption always involve cannibalizing your own business?

Wang: You can’t design new experiences in existing systems. But you have to make sure you manage the revenue stream on the way down in the old business model while managing the growth of the new one.

Merijn Helle: Traditional brick-and-mortar stores are putting a lot of capital into digital initiatives that aren’t paying enough back yet in the form of online sales, and they’re cannibalizing their profits so they can deliver a single authentic experience. Customers don’t see channels, they see brands; and they want to interact with brands seamlessly in real time, regardless of channel or format.

Lars Bastian: In manufacturing, new technologies aren’t about disrupting your business model as much as they are about expanding it. Think about predictive maintenance, the ability to warn customers when the product they’ve purchased will need service. You’re not going to lose customers by introducing new processes. You have to add these digitized services to remain competitive.

qa_qIs cannibalizing your own business better or worse than losing market share to a more innovative competitor?

Michael Liebhold: You have to create that digital business and mandate it to grow. If you cannibalize the existing business, that’s just the price you have to pay.

Wang: Companies that cannibalize their own businesses are the ones that survive. If you don’t do it, someone else will. What we’re really talking about is “Why do you exist? Why does anyone want to buy from you?”

Anthony: I’m not sure that’s the right question. The fundamental question is what you’re using disruption to do. How do you use it to strengthen what you’re doing today, and what new things does it enable? I think you can get so consumed with all the changes that reconfigure what you’re doing today that you do only that. And if you do only that, your business becomes smaller, less significant, and less interesting.

qa_qSo how should companies think about smart disruption?

Anthony: Leaders have to reconfigure today and imagine tomorrow at the same time. It’s not either/or. Every disruptive threat has an equal, if not greater, opportunity. When disruption strikes, it’s a mistake only to feel the threat to your legacy business. It’s an opportunity to expand into a different marke.

SAP_Disruption_QA_images2400x1600_4Liebhold: It starts at the top. You can’t ask a CEO for an eight-figure budget to upgrade a cloud analytics system if the C-suite doesn’t understand the power of integrating data from across all the legacy systems. So the first task is to educate the senior team so it can approve the budgets.

Scott Underwood: Some of the most interesting questions are internal organizational questions, keeping people from feeling that their livelihoods are in danger or introducing ways to keep them engaged.

Leon Segal: Absolutely. If you want to enter a new market or introduce a new product, there’s a whole chain of stakeholders – including your own employees and the distribution chain. Their experiences are also new. Once you start looking for things that affect their experience, you can’t help doing it. You walk around the office and say, “That doesn’t look right, they don’t look happy. Maybe we should change that around.”

Fawn Fitter is a freelance writer specializing in business and technology. 

To learn more about how to disrupt your business without destroying it, read the in-depth report Digital Disruption: When to Cook the Golden Goose.

Download the PDF (1.2MB)

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Automation And The Future of Work: Are Management, Creative, And Administrative Jobs At Risk?

Michael Rander

An astounding 47% of jobs in the United States alone are at high risk of being automated over the coming 20 years. A combination of new business models, technology, workforce automation, and globalization is changing the way that companies do business – and the workforce is at the crux of it all. New job categories will replace many of these automated jobs. But the real question is: What happens to the people rendered redundant, and how likely will companies help ensure their success?

Traditionally, robots and automation are associated with the displacement of more manual labor. However, the stark reality is that jobs across the workforce are at risk. Factory and construction workers may be robotized, taxi drivers could be replaced by self-driving cars, and bookkeepers have the potential to be displaced by pieces of software.

But could managerial roles, creative jobs, and administrative functions be affected as well?

R2-D2 in the corner office

With just under half of the workforce at risk of being automated, the impact will indeed be felt across a broad range of jobs. A Deloitte study suggested that as many as 56% of finance functions in the United Kingdom could be automated over the coming years. This trend will likely spread beyond the finance area into administrative and analytical jobs that are heavily centered on organizational procedures, strict business rules, and defined outputs. And this change will be felt throughout the hierarchy as well.

Your next manager may not be a shiny R2-D2 robot sitting in the corner office, but managers are certainly feeling the pressure of automation and subsequent risk to their job security. Artificial intelligence (AI) and automated information analysis, in many cases, already enable better staffing and resource allocation decisions than what humans can do on their own. Decisions can be made based on real-time changes in the environment – affecting everything from delivery truck traffic routing to coordinating global crisis management responses and making informed investment decisions on new machinery based on financial conditions, external economic factors, and expected ROI. Ultimately, it is about business optimization and efficiency as it takes human error, politics, and emotions out of the equation.

Creativity is at the fingertips of the beholder

When it comes to creative jobs, most will argue that machines can’t compete with humans precisely because of our inherent human traits such as emotions, intuition, and sensibility. Yes, you can find computers making music and robots making paintings and artificial intelligence writing code. But, it is unlikely that they can inject that special something that makes the work stand out among the masters of the arts who define our humanity.

The leap, however, may not be as big as you might think. AI can now reduce massive amounts of machine data into readable information. In fact, experimental initiatives are combining existing literature into new novels, and considering the potential for machine-generated news stories based on available data, sensors, and cameras. It might not be worthy of Hemingway and Faulkner, but writers, nonetheless, could conceivably be affected. For example, a service could provide on-demand, personalized novels based on specific literary preferences. Or automation could bypass onsite journalists by reporting news the moment it occurs, not just after the data arrives and the article is written.

The potential of automation: Workforce transformation

The jobs that are safe from this robot revolution are the ones that involve the generation of original ideas, innovation, negotiation, and a high level of social intelligence. Additionally, jobs that require human interaction – such as healthcare, physical assistance, sales, and teaching – will largely remain important parts of the workforce.

The big change to come in the digital economy will be the rise of the digital worker, which will create a whole host of new, critical roles focused on running a Live Business and reacts in the moment based on real-time changes in both the internal and external environment.

To learn more about the rise of the digital worker and how those roles will affect the Future of Work and your workforce, read the executive research white paper “Live Business: The Rise of the Digital Workforce.”

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About Michael Rander

Michael Rander is the Global Research Director for Future Of Work at SAP. He is an experienced project manager, strategic and competitive market researcher, operations manager as well as an avid photographer, athlete, traveler and entrepreneur.