Accenture (No. 61 on Fortune’s 2019 list of the 100 Best Companies to Work For) has just published a new research report The Trust Imperative: Decoding Organizational DNA, in which it says that businesses are waking up to a new source of business growth–the ability to unlock the potential of their people by using new technologies to secure vast amounts of data on work and the workforce.
In the past, business reputations were dependent on word-of-mouth or ad campaigns expertly crafted by marketing firms. In the age of social media, it is critical that organizations build and manage their online reputations. Companies should manage their online reputations not only to increase profitability and establish themselves in the market, but also to attract and retain quality employees.
One in 68 Americans is autistic. Autism is a spectrum disorder, so many individuals only slightly differ from a "neurotypical" person. Many autistic adults have significant skills that could benefit many jobs and industries. So why hasn't this untapped group of possible employees been utilized to the best of their potential?
Fortunately, there are some ways you can enrich and enhance your job description to make it stand out.
When employees aren’t happy at work, they aren’t productive. Happiness at work is about feeling engaged and fulfilled–being confident, challenged and comfortable. When an onboarding process at a company is strategic, flexible and user-driven employees are more engaged and thus stay longer, allowing a business to save money.
Employers might welcome notice of resignation from a troublesome employee as a simple solution to a problem. But what are the ramifications when the employee tries to rescind his resignation?
Decision-makers love data. In fact, in the sixth annual “Big Data Executive Survey” representing senior executives from 57 large corporations, 99% of responders reported transitioning to a more data-driven culture and a full 97.2% had invested in Big Data and AI initiatives. Yet only one-third considered themselves successful in developing a data-driven organization, a disconnect that’s been apparent since the first survey in 2012. And while nearly half of 2018 respondents cited people challenges as their greatest barriers to becoming data-driven, I think there’s another factor at play here: data variety.
Candidates have the upper hand in today's job market. Unemployment under four percent means that there is a high quantity of jobs available but a lack of candidates who have the required skills. Great candidates are harder to find which increases the length of the hiring process Managers spend valuable time reviewing resumes and holding interviews—if the candidates even show up that is.
When struggling to retain employees, most HR professionals or talent managers start analyzing their company cultures, mentorship programs, onboarding efforts, and the like. But it often doesn’t occur to most of them that employee turnover issues could start long before team members even step foot inside the workplace as candidates. In their quest to address retention issues, they frequently neglect to consider the job description.
Many industries undergo transformations every few years, and talent acquisition is no exception. Rapid change followed the arrival of applicant-tracking systems in the late 1990s, and today it’s AI-enabled tools that are set to fundamentally reengineer how hiring is done. The adoption of those new tools is being driven in large part by candidates’ constantly shifting expectations. (In the 1990s, for example, companies didn’t need career sites but in the 2000s they did—and by 2012 companies that didn’t have mobile-optimized sites were in trouble.) Therefore, organizations that want to provide consistently great candidate experiences must adopt a forward-looking mindset.