Career Transition in a Rapidly Transforming World

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Career Transition in a Rapidly Transforming World

Career Transition in a Rapidly Transforming World  
By: Joan Engel, Operations & Project Management, CCI Consulting

Thousands of bumblebees are tagged with RFID chips to study migration patterns and hive collapse rates. Google’s self-driving cars ‘learn’ from their mistakes. Amazon is working on an anticipatory shipping project that would send you items before you know that you need them.

Some may think that US companies are already deep into the digital revolution but rapid advancements in artificial intelligence, machine learning, natural language processing, robotics, big data, and advanced analytics place us squarely on the cusp of a massive surge of integrating technology into every aspect of our personal and business lives. This dance, where technology augments human capabilities, already influences the job market. As the tempo increases, job seekers will need to remain ever evolving and nimble.

So how will this technical coup d’état impact job search for both workers and companies? It exacerbates the current demand for trained and skilled workers. Bullhorn, a renowned provider of recruiting software, identified that nearly 1 in 4 respondents have indicated a current skills shortage in the industries for which they recruit and that they anticipate this gap to expand in the future.

With low unemployment rates, Monster reports that traditional industries struggling to meet top talent goals are hospitality, manufacturing, healthcare, and technology. A lead accounting firm acknowledged that the robust emerging companies market is generating demand for accounting and tax professionals with strong consulting skills. Baby Boomer retirements will create opportunities for those with managerial skills. Employers will compete for top talent or pay the price for empty seats. Companies are responding to this war for skilled workers in a variety of ways. Some, like Virgin Media, are reinventing their employment processes. Richard Branson identified a loss of both the most talented candidates and a $6M downside from a job application process that was so miserable that job candidates canceled their contracts after the disappointing experience and then signed up with competitors. His team is now challenged to ‘Make Virgin Media famous for the candidate hiring experience.’

In addition to an enhanced hiring experience, leading firms are modifying culture and practices to woo both younger generations of workers with different values and more senior ones who no longer require a 9-5 job. Work environments are becoming more casual, embracing work flexibility, workplace wellness, and creative reward structures. Offices are replaced with telecommuting. Career ladders are replaced by challenging projects. Continuous training will be critical as technology consistently modifies the work environment. Employees raised on interactive video games will expect that companies make learning and working a pleasure. Technological advances will enable this. Leading companies are already investigating conducting training using virtual reality and gaming applications.

The employment market will become more fluid. Contract, part-time, and gig employees will supplement a core workforce enabling an influx of specific talent for key projects and opportunities. The President of SHRM, Henry Jackson, noted in 2016 that the ‘rise of freelance’ workers was a top employment trend with many studies predicting that 40% of the workforce may be freelancers in the next few years. The composition change of the workforce will cause its own set of demands. Both full time and temporary workers will need team skills and the flexibility to come together as a team, produce results, and 











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What’s Next for American Healthcare? A Greater Focus on Insurance Consumerism

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What’s Next for American Healthcare? A Greater Focus on Insurance Consumerism

What’s Next for American Healthcare? A Greater Focus on Insurance Consumerism
Regardless of the ACA’s Future, Healthcare Consumerism Should be a Focus for Plan Sponsors

By John Turner | President and CEO, Corporate Synergies  | 4.11.2017

The sudden death of the legislation to repeal the Affordable Care Act (ACA) was yet another twist in the long and winding road of Healthcare Reform. The insurance industry, business and medical communities, the media and insurance consumers are all asking “What’s next for American healthcare?” To answer that question: we think the spotlight will focus on insurance consumerism.

How far will President Trump and Republicans go to dismantle the ACA through administrative and legal actions? Will there ever be a bipartisan effort to fix the parts of the ACA that don’t work well? Or will the GOP take another run at their bill, the American Health Care Act, to make it palatable enough to pass the House and Senate? And where does that leave the individual insurance consumer?

All we can say for sure is that the healthcare debate is far from over.  For now, the ACA is alive and that’s where employers should put their focus…

Link to the remainder of the article: https://www.corpsyn.com/insurance-consumerism/   








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October 14th Human Capital Analytics Forum Recap

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October 14th Human Capital Analytics Forum Recap

On Friday Oct 14, the Human Capital Analytics team led a meeting entitled, "The Tales that Analytics Enables". Hosted by SAP, with presentations by the Chief Learning Officer at Deloitte and the Global Head of Diversity at SAP, more than 50 people listened as HR Practitioners, Jeff Orlando and Nicole McCabe led us through their journey to success using metrics, reporting and analysis.

Nicole guided us through the changes at SAP to increase women in leadership roles from 19.6% to 24.3% in 3 years with a goal of 25% by the end of 2017. She showed us how they use reports on Gender Diversity in their overall workforce, management, external hires and attrition as well as Generational Diversity in their workforce and approaching retirement to justify programs and measures results.

Jeff told us about Deloitte’s transformation of their performance and training initiatives to a Fuel, See and Recognize program and mindset to use employee ‘check-ins’ and coaching for stage 1, then snapshots and surveys for stage 2 and then talent reviews and decisions for stage 3. He showed how the check-ins and pulse surveys translate into metrics that when combined with performance measures demonstrate that the more frequently Team Members check-in, the more engaged they are and those who are more engaged, perform better.

A huge thank you to Carle Quinn and SAP for hosting space and food and beverages and to Nicole and Jeff for their time and presentation excellence.
The HCA group is preparing for the next series of meetings based on the survey of our PSPS and professional community. Look for announcements on a webinar, white paper and an interactive dashboard!

 

Q4 Quarterly Program Recap

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Q4 Quarterly Program Recap

Over 110 members and guests were fully engaged in Mindy Hall’s Sept. 22 presentation, "Leading with Intention.” Challenged with thinking about “who do you want to be as a Leader?”, participants learned that when they write it down they are 43% more likely to succeed and if they share what they wrote down, 76% more likely to become the leader they want to be. Words like “courage,” “good listener,” “walk the talk,” “mentor” were among the responses that participants shared with the group.

HR Performance, while improving has remained pretty stable over time, according to data from Deloitte, Hall told us, making it all the more important for HR leaders to be intentional in how they show up as leaders. Hall shared with us 3 very useful tools to use to make us all more effective and intentional leaders. 1) Be in the moment, and watch yourself in the moment. Challenge your assumptions. #2) Awareness, integration and finally embodiment is the process we will undertake to become intentional leaders and #3) 2+2. For every meeting we attend, have 2 questions and 2 contributions in mind before the meeting begins. If, at the end, you have successfully contributed twice and asked 2 good questions, that will be a successful meeting, indeed.

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What Can Leaders Learn From Musicians?

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What Can Leaders Learn From Musicians?

What Can Leaders Learn From Musicians?
5 Lessons for Inspired Leadership
By Michael Y. Brenner, Ed.D. President, Right Chord Leadership LLC

At first glance, it may be difficult to discern what outstanding musicians and outstanding organizational leaders have in common.  A more thoughtful examination, however, reveals a number of similarities between the two:

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THE NEED TO FIND A NEW POSITION – THE TELLTALE SIGNS

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THE NEED TO FIND A NEW POSITION – THE TELLTALE SIGNS

THE NEED TO FIND A NEW POSITION – THE TELLTALE SIGNS

By Mitch Wienick, President and CEO, Kelleher Associates
April 26, 2016

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The Art of Leading through Motivation Complication

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The Art of Leading through Motivation Complication

Rob Fazio, PhD, OnPoint Advising, Inc.

Motivation is on top of anyone's mind who has a need to get things done. I had the privilege of working with the PSPS board on the Leadership Forum in 2012, and motivation was on top of our minds as well. As many of you know, we brought in Dan Pink who is a thought leader. Dan’s session provided us with practical tools and insights. Over the years I’ve become more and more interested in identifying different ways to tap into what motivates people and how to engage people for the long term to get a long return on leadership investment.

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Workforce 2020 Project Themes

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Workforce 2020 Project Themes

Created by Oxford Economics for SAP, July 2014

Program Overview: The Looming Talent Crisis
Preparing for the 2020 workforce is critical to business strategy and performance. To understand the challenges and opportunities around people issues, Oxford Economics and SAP conducted global surveys of 2,700 executives and 2,700 employees in 27 countries during the second quarter of 2014. We asked executives to identify their company’s performance level and employees to report their performance on their last appraisal. We found that, although companies must manage diverse, mobile, multi-generational employees, they lack adequate structure, strategy, culture, and resources to do so. In order to succeed, they must take action on several fronts, including the role and relevance of people strategy; changing employee demographics and evolving definitions of work; leadership cultivation and shortfalls; worker wants and needs; and talent development.

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4 Actions That Can Make You a Wellspring of Confidence

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4 Actions That Can Make You a Wellspring of Confidence

By: Wendy Axelrod

You will never read a single line from some of today’s best writers. Instead, you will hear them in a TV program or movie.

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Taking the Entrepreneurial Leap

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Taking the Entrepreneurial Leap

By Mitch Wienick, President and CEO, Kelleher Associates  

The Corporate America that existed in the 1980s through mid-2000s exists no more. Through the processes of rightsizing, downsizing, offshoring and adjusting to relentless economic pressures or outdated business models, corporations have terminated thousands of their former employees.

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Q2 2015 Program Recap

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Q2 2015 Program Recap

By: PSPS Programming Committee

On May 12th, 2015, PSPS presented our quarterly program: "The Purpose Economy: How Your Desire for Impact, Personal Growth, and Community is Changing the World" with Arthur Woods, co-founder and COO of Imperative. The program had a wonderful turnout and the audience garnered useful information about motivating their workforce through purpose.

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