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wants your , Win an , , Hero 2018, and Nest Learning Thermostat 3rd Generation.




Secures $25M in funding to transform digital businesses through Intelligent Integration & Automation. Investment from three of the largest companies - Salesforce, ServiceNow, & Workday.







"Fantastic Service" - Talent Spa is helping thousands of organisations find the best candidates, let us help you meet your recruitment goals.







What can SOLVE, our -powered workforce analytics and planning software, do? Check out this cool micro-demo (under 2 min, plays at link) to find out.




"Pay packets could be higher in 2019 given expectations in terms of skills are also rising.", said , Chief, Strategic Accounts & Alliances, PeopleStrong. Know More:




The fourth co-host, and the man behind the Twitter handle today, is internationally-recognised blogger, consultant and speaker on & - you can connect with him on LinkedIn here:



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Video with Peter Wiedmann of Are you doing anything with your partners here to help bring your mutual customers together? “We actually walk the startup section where innovation happens…”




Video with Peter Wiedmann of Are you anticipating to work with some of your partners & leveraging their network?–“We found a lot of new partners which we will join into our marketplace..."







Interesting article on “Which Comes First, the Culture or the Practices? The Chicken-and-Egg Problem in HR Tech” by



















Beth Loeb Davies, former Director of L&D at , believes that brain science and technology go hand-in-hand and are changing the . Take a look at how they reshape the auto industry.




Want to have access to over 20 million candidates? TalentSpa smart recruitment technology is capable of searching all the major CV databases. Filling your next vacancy never looked so easy.



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人事の例
新入社員が入社すると、1人につき複数のシステムセットアップが必要
→社員1人10分以上×人数分の時間がかかる。
例:勤怠管理、給与計算、人事労務、研修・教育、評価システム

優秀な人事でも単純な作業に多くの時間が取られてしまっている。

人事がより社員1人1人と向き合い、社員の事を考える時間を作り、人事らしい仕事ができるようにしたい。

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With eWorkforz© Benetech is helping business owners gain better control of their costliest asset–their employees.

eWorkforz© seamlessly integrates time and labor management, human resources, benefits administration, and payroll into a single, cloud-based solution. Employers may access and analyze data in real time, allowing them to see the full picture of their operations whenever they need to. The system is easy to implement and use, and can be accessed at anytime, from anywhere, with a web browser or mobile device.

eWorkforz© automates those processes that traditionally have been manual and time consuming (e.g. tracking hours, employee on-boarding, benefits administration, asset management, etc.). Additionally eWorkforz© integrates with Benetech’s ACAtrac© solution which provides healthcare reform compliance with Shared Responsibility/Pay or Play Mandate; thus, giving employers a complete compliance toolkit.

It works with virtually any browser and requires no changes in hardware or software. A robust reporting engine lets managers customize reports, view and export data in a variety of formats, and deal with employee issues directly and effectively. Self-service features empower employees and save time. 

Products may be used individually or as a suite. 

Call us at 203-286-8113 or email us at sales@hrdataandsystemsolutions.com to implement eWorkforz for your organization!

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Vibe HCM is a complete HR, Talent Management and Payroll Solution. Unlike traditional HR Technology, Vibe HCM is easy-to-use and highly personalized.

Customers are experiencing 90% employee adoption - driving true engagement and ROI.

Call us at 203-286-8113 or email us at sales@hrdataandsystemsolutions.com to implement Vibe HCM for your organization!

If you want access to a distributed workforce, you have to start by putting the right tools in place. If a small business fails to adopt something as ubiquitous as mobility, it could find itself overwhelmed by local and global competition. Luckily, size gives smaller enterprises an advantage.

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A glimpse of what we are doing at PeopleStrong…

Should you have Bar Raisers at your company?

‘If each of us hires people who are smaller than we are, we shall become a company of dwarfs, but if each of us hires people who are bigger than we are, Ogilvy & Mather will become a company of giants.’  – David Ogilvy from “Ogilvy on Advertising”

Introduction

Recently companies like Amazon and Google have challenged the traditional methods of giving full control of candidate offers to the hiring manager.  In order to remove hiring manager bias in the process (such as trying to solve a short-term hiring need), other hiring team members are given the power to either make offers or veto the hiring manager offer recommendation. At Amazon, these individuals are called Bar Raisers.

What are Bar Raisers?

Bar Raisers are involved in each step in the candidate selection process. They help with filtering and screening candidates.  They help the hiring manager and recruiter select interviewers with a range of experience for on-site interviews. Bar Raisers work with the hiring team to define the competencies and divide and conquer them across the team to ensure full coverage of the evaluation criteria.

The main raison d’être for Bar Raisers is to ensure that a new hire is accretive and not dilutive to the overall organization capacity.  Bar Raisers have the power to veto a hiring manager’s offer if they believe the candidate would not ‘raise the bar’ at Amazon.  Of course, they must have well-substantiated reasons for such a decision. Bar Raisers can also help find a different opportunity for a candidate elsewhere in the company even if they were rejected by the interview team or hiring manager.

At Amazon, Bar Raisers can spend 10-20 hours per week across several jobs on top of their daytime job. There is no explicit reward system for Bar Raisers in their performance management process, but it is considered a prestigious role earned by only to a select few.

Is your company ready for Bar Raisers?

First off, does you company have a problem with the quality of your hires?  Do you feel that you are making too many bad hires? If not, then there may not need to solve a problem that doesn’t exist.

If you do have concerns with your quality of hires, what are the sources of the false-positive signal that led to the offer? Was it the wrong skills or a company fit issue?  If it was a skills issue, does your company have a structured interviewing process? Do your hiring teams define the skills or competencies required for the job ahead of candidates being interviewed? If it was an issue with fit, have you defined your company values and cultural traits that you are seeking? Once again, without some structure for the hiring team on what to evaluate, inconsistency is bound to permeate your hiring process. If your hiring process does not plan ahead with competency and culture/value fit evaluation, then your organization may have more fundamental issues that Bar Raisers alone would not be able to solve.

Pros

When it comes to interviewing, almost everyone thinks they are an above-average interviewer.  Most hiring managers and interviewers have an inflated view of their evaluation capabilities. Having candidate selection experts who are regular employees solves a real problem by bringing experience, best practices and consistency to every job req.

When hiring managers have an immediate need that needs to be filled, they are much more focused on their short-term goals than the overall health of the company.  Hiring someone that partially solves a near term problem for the hiring but then creates downstream organizational issues. Bar Raisers are specifically responsible for ensuring this short-term pressure is minimized.

In fast growing organizations that are hiring thousands of new employees each year, it is very common for a relatively new hiring manager to be less familiar with the company culture and organization work norms.  Bar Raisers ensure that new hires will fit in well with the company’s values and adapt well to their new environment.

Cons

What is average? In a company with thousands of employees, determining if a candidate would be in the top 47% vs the top  53% is very subjective.  Given a natural bell curve distribution, being able to make that kind of judgment call with such accuracy is very difficult even for someone who is familiar with hundreds of employees. This leads to the next concern…

Are bar raisers really above average at picking winners?  Another large high-tech company is testing their modified version of the Bar Raiser program, but will not give Bar Raisers veto power until they have collected statistically significant data which proves that a Bar Raiser has shown to have a better hiring recommendation-to-good-hire batting average than hiring managers and regular interviewers.  While it is nice to assume that Bar Raisers are better at drafting great team members, each Bar Raiser will be different and you may find that not all Bar Raisers have the golden touch.

One additional item to consider is to ensure the proper context of the specific functional role and business team.  Google now has over 50,000 employees.  It is very difficult to see how an ad support specialist in their customer operations group is raising the bar for the company compared to a software engineer working on the next big idea. In large companies sometimes you just need someone who wants to come to work and do their job really well without bigger aspirations or greater organizational impact. This is good for both the company and the employee, even if the role does not require someone to be an above average contributor when compared to the entire organization.  Not every role requires demonstrated leadership and creativity skills in order to be successful.

Conclusion

Introducing a Bar Raiser program is a big investment for both the company and the Bar Raisers.  The key to hiring great employees is ensuring consistency in how the job-specific competencies and cultural fit attributes are evaluated. This can be done in many ways. At Procter & Gamble, a ‘promote from within’ company, all managers are expected to be able to have these abilities – so the responsibility is shared amongst the hiring team. Picking the best practices that are right for your company’s stage in its lifecycle and your specific culture is most important.   What is probably most important is senior level commitment to a structured candidate selection process and ensuring that there is a data-driven system in place to continually improve your hiring capability.