The HR Digest Q3 Magazine 2015 by The Fastest Media

Editor’s Note To global expatriates hitting the trail to far-off locales by their employers, touching the frontier of liminality can be a euphoric, bewildering and a formidable experience. The commended sojourners’ opportunity to acquire new skills, acquaintance networks and cross-cultural experiences through a foreign delegation, may be offset by the potential failure to assimilate each nation’s body of laws – national or regional - governing immigration, labor, employment, taxation, and local corporate registration requirements, et al. Grappling with legal compliance, performance measurement, data management, risk mitigation and quality assurance, further complicates the matter. Global Mobility, beyond everything, is no bed of roses. Our Cover Story, ‘The Three P’s of Global Mobility,’ archetypes best practices and diagnoses avoidable

The hr digest Magazine [JULY 2015]

hiccups in the international movement of continued liberalization of personnel. Until organizations begin weighing up a collective approach to talent management, which incorporates all of HR’s functions such as learning and development, mobility, and talent management, it appears as if the ROI on international assignments will continue to fritter away (p64).Over and above that, retaining a sophisticated and agile, international assignee can cost you dearly! Further, in this issue, we have explored the established ways of addressing issues such as employee poaching and data theft and ways to shake it off. Employee poaching and data theft has always been a recurring character in some of the most embarrassing episodes in Silicon Valley. Plunge in - Legal Hub (p86) through the Fitbit V. Jawbone preIPO potential lawsuit.

Leadership (p30) highlights the significance of fixing the notorious deadline problem. Missed deadlines and unkept promises – if people on your team are constantly blowing deadlines, there’s a serious problem you need to address. Self Appraisal, A fodder to Self Obsession! delves into the lion’s den - the often-maligned self-appraisal process. How can managers turn it into an opportunity for employees to honestly and objectively consider and document their performance (p56)? “Knowing yourself is the beginning of all wisdom” – Aristotle. Knowing oneself is one of the hallmarks of great leaders. The clichéd term – Emotional Intelligence – plays a central role in this process. Workplace Culture (p100)

highlights the understanding of its role in the leadership process and impact on business today. Among other things, we have, HR Drift (p12), a compendium of the latest news and insights on the State and Federal employment laws, HR Help Desk (p36), The Hershey Company (p94) an HR Success Story, and Recruitment Point (p88) on the repercussions of hiring the wrong manager! We are bewildered – you will be too. Happy Reading! Like always, we welcome your comments. You may reach us at editor@thehrdigest.com or Editor The HR Digest, The Fastest Media, 3651Lindell Road, Suite 320D, Las Vegas, NV 89103.

Discover more at TheHRDigest.com

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The Team Editorial Anna Domanska, Editor-in-Chief

Christy Gren, Sub-Editor

Priyansha Mistry, Sub-Editor

Aubrey Chang, Associate Editor

Riana Petanjek, Sub-Editor

Design Kevin Paul Sr. Grahpic Designer

Project Management Tony Raval Project Director

Marketing Jason Miller Sr. Project Director

Jay Raol Project Director

Advertising Richard Dean, Advertising Manager

Technology John Hancock Head-Web Department

Le Manh Coung, Sr Sofrware Coordinator

Finance Control R R Baratiya

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Julia Hunt, Magazine Production

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Content Features

30 LEADERSHIP

12 HR Drift

You need to find out why your employees cannot meet deadlines

Namely, Human Resources in the Cloud, Gilded with $45 Million

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36 HR HELP DESK

A reader writes: I’m accustomed to having an on-site team, and I’m quite perturbed about how to manage two employees who work remotely. Help!

EMPLOYEE BENEFITS

COVER STORY

With the spotlight on addressing talent and rewards, The HR Digest uncovers what top performers really want

56 TRAINING & DEVELOPMENT

Paradoxes, Puzzles and Pitfalls. The HR Digest, looks into the growing overwhelming demand Global Mobility holds for future Mobility & HR Leaders.

HR professionals need to explore ways to enhance the selfappraisal process to initiate a dialogue, fuel personal growth, and aid employee development The hr digest Magazine [JULY 2015]

78 HR TOOLS & TECHNOLOGY

74 LEGAL HUB

Virtual Reality & HR Function: According to industry estimates, the VR market will amount to $5.2 billion by 2018. We need to talk about its potential applications.

A case of Employee Poaching & Data Theft

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88 RECRUITMENT POINT

When companies fail to identify high managerial talent in their hiring decisions

108

SUCCESS STORY

EVENTS & CONFERENCES

Hersheyâ&#x20AC;&#x2122;s long and unique culture of benignity, has made a significant impact on its culture, employee engagement and morale over the years.

100 WORKPLACE CULTURE

Top picks of conferences and professional events around the world.

The Emotionally Intelligent Leader

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HR Drift

The hr digest Magazine [JULY 2015]

A roundup of the latest news and insights on the State and Federal employment laws and human resources to keep you informed on issues at the forefront of the industry

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HR Drift

The hr digest Magazine [JULY 2015]

Human Resources in the Cloud, Gilded with $45 Million

amely, a New York based company that offers cloud-based human capital management platform, is gilded with another $45 million Series C investment led by Sequoia. Previous investors including Matrix Partners, Lerer Hippeau Ventures, True Ventures, and Greenspring Global Partners, also participated in the add-on, totting up Namelyâ&#x20AC;&#x2122;s total capital raised to $78 million. The funding for the human resource applications company comes after startups that offer human resources and recruiting software and services in 2014 raised the highest funding since the Internet bubble. According to the figures put forth by Dow Jones VentureSource, a whopping $542.79 million was invested in U.S.-based companies into the human resources and recruiting sector in 2014. It is the highest amount invested since 2000, when

venture capitalists invested $859.1 million. Namely targets the midmarket offering applications to run payroll, manage health insurance, track time off, track employee reviews and promotions. In addition, the company also offers a social module for collaborating on projects and sharing information across a company. It has now 250 customers operating in 20 countries, tracks nearly 40,000 employees and processes more than $1 billion in paychecks a year. Namely is often compared to the rather disruptive Zenefits, a licensed insurance broker, which offers its software for free, a practice that has riled the insurance industry. Namely, on the other hand, charges for its benefits software. Moreover, it also allows its customers to continue working with their existing brokers.

The hr digest Magazine [JULY 2015]

HR Drift

The hr digest Magazine [JULY 2015]

America to Clock Off at 6pm?

he Department of Labor (DOL) has expressed interest in employees’ smartphone use, and that interest may compel you to roll out a few significant policy changes in the near future. At the Spring 2015 Regulatory Agenda, the DOL announced that it is requesting information regarding: “The use of technology, including portable electronic devices, by employees away from the workplace and outside of scheduled work hours.” It’s no secret that millions of Americans work after 6pm, and the concept of 40-hour working week is completely alien to them. While the DOL announcement does not mention its intention to draft regulations, it’s highly probable that America may soon follow France’s footsteps in banning employers from communicating outside of business hours with clocked-out employees. Ubiquity of technology has made tracking of off-the-clock work challenging to deal with for employers in recent years.

Labor advocates in France, Germany and the United Kingdom have all expressed a keen interest in curbing unpaid/ underpaid “after hours” labor that these technologies, such as email, enables. America could be next. Under the FLSA, employees aren’t required, or asked, to work beyond the 40-hour workweek to be entitled to overtime pay. However, it does mention the “de minimis” worktime concept, saying that work done beyond the 40hour workweek by non-exempt employees is noncompensable. Common practice of workers’ reading and responding to emails on their smartphones post working hours has further complicated the issue. An increasing number of lawsuits have piled up as a direct result of non-exempt employees’ offthe-clock activities. Regardless of whether DOL uses the information to ban work-emails after 6pm, there are significant steps an HR manager can take to safeguard their firms from legal issues.

The hr digest Magazine [JULY 2015]

HR Drift

The hr digest Magazine [JULY 2015]

Workplace Laws and Regulations Come Under Scrutiny

orking Families Flexibility Act, Immigration reform and the Affordable Care Act are among a number of publicpolicy issues before the 114th Congress that affect head honchos and their workforces. It’s imperative that HR experts stay informed concerning such policies and federal regulatory activities. Paid Leave: Under the proposed Healthy Families Act (H.S. 932 and S. 497), nearly all employers would be obliged to provide employees up to 56 hours of paid sick time in a calendar year. Moreover, the Family and Medical Insurance Leave Act is expected to be reintroduced. Working Families Flexibility Act (H.R. 465 and S. 233) would change the Fair Labor Standards Act (FLSA) to permit private-sector employers to provide compensatory time to employees. Health care reform: The proposed Save American Workers Act (H.R. 30 and S. 30) is expected to alter the definition of full-time under the Patient

Protection and Affordable Care Act from 30 hours a week to 40 hours. Wellness programs: The proposed Preserving Employee Wellness Programs Act (H.R. 1189 and S. 620) would enable employers to offer financial incentives that reduce health insurance premiums for employees who opt-for employer-sponsored wellness programs, and would clarify that an employee’s spouse may participate. Overtime Regulation: The Department of Labor is expected to modernize and simplify the Fair Labor Standards Act’s overtime regulations under the act’s Section 541 by the end of 2015. Immigration reform: In November 2014, the president signed an executive order granting temporary legal status to up to 5 million undocumented immigrants. A series of focused immigration bills on worksite enforcement, green card reform and border security are expected.

The hr digest Magazine [JULY 2015]

HR Drift

Thehrdigest The hr digestMagazine Magazine[APRIL [JULY 2015]

Report: Interview process now averages 23 days

ccording to Glassdoor Research, it now takes a job candidate 23 days to go through the interview process in U.S, as compared to 12 days in 2010. However, U.S. has a shorter hiring time when compared to Australia (27.9 days), the United Kingdom (28.6 days), Germany (28.8 days) and France (31.9 days). For employers, with 10 to 49 employees, candidates experienced a hiring process that took somewhere around 15.2 and 16.9 days over the U.S., Canada and the U.K. Employers with more than 100,000 employees, candidates experienced a hiring process that took between 23.0 and 36.1 days over these three nations. The Report, Why is Hiring Taking Longer? Covers 6 counties and presents a statistical analysis of trends in hiring times based on interview reviews left by job candidates on Glassdoor. The report evaluated four key areas: average hiring process in the past year, changes over time, factors contributing to delays,

and why changes occurred. The study also looked at these four areas by company size, job title, metro location and sector. Jobs that take the longer for candidates to undergo the hiring process were government, academic or senior executive positions. In the U.S., police offices report the longest process (127.6 days), followed by patent examiners (87.6 days), assistant professors (58.7 days), senior vicepresidents (55.5 days) and program analysts (51.8 days). The shortest process was found among lower-skill job titles. In the U.S., the shortest hiring times were for entry level marketing jobs (3.9 days), followed by entry level sales (5.4 days), servers and bartenders (5.7 days), entry level account managers (5.9 days), and dishwashers (6.9 days). The number why reason why the process take this longer is due to a growing number of candidates employee background checks, skills test, drug tests and personality tests.

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HR Drift

The hr digest Magazine [JULY 2015]

Supreme Court’s EEOC v. Abercrombie & Fitch ruling matters

he Supreme Court’s decision in EEOC v. Abercrombie & Fitch Stores turns out, is more about religious discrimination under Title VII of the Civil Rights Act of 1964. A candidate for a position with an Abercrombie & Fitch store wore a hijab, a headscarf worn out of devotion to the Muslim faith, all through her interview with the store’s assistant manager. Although, the manager determined that the candidate was qualified for the position, the headscarf would be a violation to the store’s “Look Policy,” which forbids head coverings of any kind. The manager then sought advice of the district manager, who then suggested that any headwear, religious or not, would be a violation of the store’s policy, and directed the assistant manager to not hire the candidate. At no time did the candidate give the store employees any actual notice of the reason she wore the hijab, nor did she request any accommodation from the store policy to wear one if she were hired. The critical inquiry of the case, then, was whether the potential

employer required actual knowledge of the employer’s religious reasons behind the headscarf or if the district manager’s conviction that the hijab may have been a piece of a religious practice was sufficient to involve Title VII. The Supreme Court concurred with the EEOC that actual knowledge was not obliged if the potential requirement for a religious convenience was a motivating factor in the employer’s hiring decision. Since the employer was aware that there may be a need for accommodation, it indicated disparate treatment under Title VII to the candidate because of her religion. The Abercrombie case may be the most grounded proclamation yet from the court on Title VII protections for religious discrimination. An employer can’t just claim lack of awareness of actual knowledge of the candidate or employee’s religion when the manager settled on a hiring decision based on the employer’s believed that the individual may require religious accommodation issues. The hr digest Magazine [JULY 2015]

HR Drift

Thehrdigest The hr digestMagazine Magazine[APRIL [JULY 2015]

Results of 2015 Federal Employee Viewpoint Survey Are In

overnment workers have finished submitting their annual feedback – 2015 Federal Employee Viewpoint Survey - on compensation, morale and job satisfaction, and early results will be made available in late August. Nearly 400,000 federal employees responded to last year’s survey, in which an overwhelming number, 90 percent of fed employees believed their work was important, and 96 percent said they put in extra effort to get their jobs done. However, the 2014 FEVS showed that federal employees did not believe their agencies offered pay raises, promotions or other opportunities fairly. Moreover, an astounding fifty percent of respondents agreed with the statement, “My organization’s

senior leaders maintain high standards of honesty and integrity,” down by 4 percentage points from 2013. According to the federal employee unions, the results of last year’s survey show morale among federal workers continues to plunge. An internal dashboard of survey data – Unlocktalent.gov has been created by Office of Personnel Management (OPM) for federal managers to help them get reports into the results from their agencies to improve where needed. OPM gathers demographic information, including the office and job of the employee, however no identifying information is shared. The 2014 FEVS included 12,000 data points for agencies to use in surveying how employees feel about their jobs and managers.

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HR Drift

The hr digest Magazine [JULY 2015]

EEOC issues updated Enforcement Guidance on Pregnancy Discrimination

he U.S. Equal Employment Opportunity Commission (EEOC) has announced an update of its Enforcement Guidance on Pregnancy Discrimination and Related Issues, accompanied by an FAQ document and a fact sheet for small businesses. The updated Guidance bespeaks U.S. Supreme Court conclusion that women may be able to prove delinquent pregnancy discrimination if the employer accommodated a few workers, but refused to accommodate pregnant women. The court explained that employer policies that arenâ&#x20AC;&#x2122;t planned on the basis of pregnancy may still violate the Pregnancy Discrimination Act (PDA) if the policy promulgates

significant burdens on pregnant employees without strong justification. The decision in Young v. UPS case, does not affect remaining of the July 2014 EEOC Enforcement Guidance on Pregnancy Discrimination and Related Issue and thus the following topics still remain the same: Termination or refusal to hire a pregnant individual, and other forbidden employment actions influenced by pregnancy PDAâ&#x20AC;&#x2122;s application to current, past, and potential pregnancy Prohibition of forced leave policies Access to health insurance Responsibility to treat women and men when it comes to parental leave policies

The hr digest Magazine [JULY 2015]

HR Drift

The hr digest Magazine [JULY 2015]

Rising Hiring due to Retirements in 2015

s an increasingly large number of baby boomers become eligible for retirement, state and local governments are facing a greater challenge in recruitment, retention, and succession planning. According to the â&#x20AC;&#x153;State and Local Government Workforce: 2015 Trendsâ&#x20AC;? report, an annual survey of human resources professionals conducted by the Center for State and Local Government Excellence, the International Public Management Association for Human Resources(IPMA-HR), and National Association of State Personnel Executives (NASPE), hiring has increased for the second year in a row. HIRING According to the survey, 73% of respondents reported hiring employees in past year, with 54% hiring more than they did in 2013.

42% reported hiring contract or temporary workers, a tremendous increase from the previous year. RETIREMENTS 47% reported higher levels of retirement in 2014 than 2013, and 13% reported an increase in retirement. Governments are handling the talent crunch by hiring temporary or contract employees. About 47% reported doing so, compared to 33% in 2013. A majority of respondents say their top human resources concerns are: Recruiting and retaining qualified personnel Succession planning Staff development Competitive compensation packages Retaining staff needed for core services Employee morale Employee engagement

The hr digest Magazine [JULY 2015]

Leadership

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The Key to Managing People and Deadlines The HR Digest explores the various strategies to create a resistancefree path towards implementation, thus reducing stress and building team confidence.

Human resource is a progressively changing and constantly challenging profession. People in human resources are constantly on their toes, juggling several major-minor projects at the same time. For a people-focused profession, itâ&#x20AC;&#x2122;s a rather busy career, that involves recruiting people, payroll functions, training people, administration, communication, internal and external audits, compensation, employee relations â&#x20AC;&#x201C; legal, CSR campaigns, employee satisfaction surveys and actions, employee motivation programs, succession planning, and on and on like a rolling stone. Almost every day is a like a snowflake in the constant hustle and bustle, no two are alike. Imagine juggling the same for a company that handles more than 70K employees, where you manage a team of perhaps, a dozen HR professionals? How do you make sure to nail every deadline? How do you ensure that as a leader you remove potential roadblocks to reach the set of goals? The deal lies in managing people and deadlines.

The hr digest Magazine [JULY 2015]

â&#x20AC;&#x153;

if you want a job done right and on time, you need to set a series of deadlines, and not just one.

The hr digest Magazine [JULY 2015]

Imagine a scenario: You assign a task to a team of subordinates, you set a deadline two weeks in the future, and then you wait. A couple of days after the deadline, the subordinate timidly presents to you the result of their work. Itâ&#x20AC;&#x2122;s unmistakably a job done in a rush, brimming with errors and negligence. Irritated, you wonder whether they saw the deadline as the end date for the project, or the start. Poor time management, impulse control, procrastination, and prioritization of a task is a prime reason for blowing deadlines and jobs done in a rush. Is there anything a leader can do to change it? According to a new research by two business professors, the way you set deadlines has a significant impact to an extent to which employees procrastinate and even on the ultimate quality of their project. In a series of experiments conducts by Dan Ariely of MITâ&#x20AC;&#x2122;s Sloan School

of Management in Cambridge, Massachusetts, and Klaus Wertenbroch, participants were asked to complete a labyrinthine proofreading assignment. The first group was given a single deadline, three weeks out, for finishing all the work. The second group was given a series of breaks, week by week deadlines for finishing portions of the job. The third group was told to set their own interim deadlines. Participants in the study were paid according to the number of errors they sorted out and were penalized for missed deadlines. The results indicated a dramatic difference between the timeliness and the quality of work submitted by the three groups. The worst performance was turned in by the first group, which was given a single, end of the project deadline. The best performance was turned in by second group that was given a series of interim deadlines. While

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the third group, which was told to set their own deadlines, fell in the middle. There, if you want a job done right and on time, you need to set a series of deadlines, and not just one. Getting your subordinates to meet deadlines is the sine qua non in team performance. Infuriated managers and supervisors often scout out effective ways to improve employees’ time management skills. When employees get accustomed to mothballing tasks, scrounging around tasks on their TO DO list, and failing to meet planned deadlines, it’s goading for the bosses relying on them. Sometimes, even the most understanding bosses can end up in a nagging mode as deadlines are constantly missed. When an employee fails to meet planned deadlines, it’s easy to lose faith in that individual. How do you deal with someone who constantly misses deadlines? What if you ask questions and get whiny, ambiguous answers? If truth be told, receiving negative or ambiguous feedback can be a blessing in disguise. It gives you a heads up that something isn’t right and you must look into it, at once.

You need to find out why your employees cannot meet deadlines Sometimes managers used words that undermine the confidence of their employees. “How shall I help you to get this done immediately?” – Even if you’re trying your level best to be resourceful here, your employee will end up feeling scolded. Worse, he’ll become skittish, start avoiding you, knowing he’s annoying you, and he’s under the eagle’s watchful eye. Of course, no manager wants to go down the dingy path, where they constantly beleaguer employees with such questions like, “What are you up to? Why isn’t the project ready yet?” Despite their best intentions to stay cool and professional, their disappointment definitely reveals itself in the tone of voice, if not their words. Managers need to find out what their employees have initiated so far, and what they haven’t. They need to look for any potential issues that can crawl up. If the employee says that it’s been really busy, and that he/she may need probably another week to finish it, then there, that’s your red flag.

The hr digest Magazine [JULY 2015]

There are two ways to deal with missed deadlines A.

You can negotiate with the employee and agree upon a more realistic time frame if needed. You need to find out if there’s enough time to give the employee an extra day or two, versus his typical week or more of being late. B. You need to say something like: “I’m afraid, going beyond next week’s deadline is impermissible. How can we make sure that we stay within our agreed-upon deadline?” Sometimes, the employee may inculpate his slow progress on lack of time. You need to know that time management issues arise, when an employee feel like they’re outside of their comfort zone. The excuses they conjure may appear as whining or paltering, which rarely helps the manager or the employee.

How to get employees to take ownership for their projects Instead of asking questions, that may put employees on the defensive mode, you need to probe in a manner that it encourages the employees to finish it within the required timeframe. You need to be more encouraging. You can ask the employee to summarize, take you through the steps necessary to finish the project within the said timeframe. You can ask if they see any potential roadblocks. Ultimately, you need to help them figure out what they need to do to ensure they have adequate time to finish the project on time. This approach will help point out the actions and resources needed to eliminate any potential roadblocks and complete the project before the deadline. The meeting with not only help go through the details, but also check your employee’s level of commitment, confidence, and ability to finish the said project. If the employee cannot walk you through all the steps, it’s a warning that the project might get delayed or is in the wrong hands. When an employee summarizes you through the steps, request that they put it in writing, including a brief, along with informal progress report e-mails through the week to show you the progress. In order to infuse that sense of ownership, instead of using words like, “Betty, here’s what you need to do”, do the above mentioned. That is where the ownership lies, moreover, it’ll fortify your employees’ determination to stay focused and finish before the deadline. The hr digest Magazine [JULY 2015]

Hdesk

r help

The official canon for brutally honest, straightforward answers to HR related queries, and concerns. A reader writes: I work for a nationwide fashion retailer, and have had quite a few roles there. Recently, I was having a challenging conversation with my boss on career development when he cut me off saying that a co-worker on another team that I work with, said that I just wasn’t working “with enough earnestness”. I requested him to elucidate or provide specifics - probably, an example of a project which I failed to accomplish on time? But, he didn’t explain further. Let’s just say that it helped him get out of our conversation about my career growth. I’ve had managers pulling the same trick on me in the past. Somehow, it feels as though I seem to always get bulldozed by it. It puts me on edge, and to be honest, the whole ordeal is quite distracting. Is this a technique that my manager was trained to use to divert the conversation? How do I counter this behavior to get my boss back to the same subject matter?

Answer: Well, it’s not exactly a technique. Its just managers being negligent about how they’re giving feedback.The most bothersome part in this case is the total lack of specifics. A feedback is not useful or particularly actionable, if it’s going to make someone defensive and paranoid. It’s as though managers think they’re obliged to pass all secondhand information without investigating it by themselves first. Besides, if you receive secondhand feedback, the first thing you do is to observe your behavior, and address it if it’s true, instead of just assuming that it’s true. With respect to what to say in response to your manager, you can always use this: “It honestly feels great receiving feedback from you about how I can improve, but without better understanding of what the concern is, I’m not certain what actions I can take accordingly. Without more details, it’s difficult to know what to change. Although, I’ll give a closer look and see whether there’s something to this. If you ever have specific feedback for me, I’d truly welcome it.” 36

The hr digest Magazine [JULY 2015]

Hdesk

r help

A reader writes: Quite recently, I started managing two employees who work remotely – one who works from home, and one who works from our branch office on the opposite end of the coast. I’m accustomed to having an on-site team, and I’m quite perturbed about how to manage in this capsized scenario, especially when it comes to making sure that they’re not slacking and are productive at all times.

Answer: Managing remote workers isn’t any different from managing on-site employees. Although, it’s important to be thoughtful and a little methodical in these few areas when managing remote workers: First and foremost, establish clear goals and benchmarks of tasks within a particular set of timeline, and check in on their progress regularly. Set up clear expectations around accessibility. Review regular reports using data indicating progress towards the set goals. Communicate regularly – a standard weekly or fortnightly call – where you can probe into how their work is playing out. Provide regular feedback, mentoring, opportunities to build their skills, and overall career guidance. 38

The hr digest Magazine [JULY 2015]

Hdesk

r help

A reader writes: My boss is totally fixated on my weight lately. I’m an average 21-year old girl weighing in about 120 lbs. with no weight concerns. I’ve been working here since past 12 months, and have maintained roughly the same weight. These remarks began a couple of weeks ago, when he passed a particularly revolting comment about me being anorexic in front of a couple of co-workers. Every now and then he keeps hinting that I’m anorexic by passing similar such vile, nasty comments. Worse, a few coworkers have begun to join in and make their own jokes about my weight. This whole “pass anorexia comments” affair has ticked me off. I’ve lost all respect for him. Moreover, it’s not appropriate for anybody to be concerned about my weight, besides my doctor and me.

Answer: Two words for his behavior: wildly inappropriate. Nobody has the right to scrutinize others for how they look, or what they eat. Particularly, comments on eating disorders can be extremely hurtful to someone, regardless of whether they have an eating disorder or not. You need to stand up to him, shut him up by giving an in-the-moment response, or talk to him later, privately. He needs to know that his conduct is not only crossing the line, but also making you feel uncomfortable in front of other people. You could handle your coworkers the same way. If it continues, you could A. choose to ignore, or B. talk to someone in the HR department. It’s likely they may put an end to it, given the legal issues it could raise. 40

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Hdesk

r help

A reader writes: Will it look pompous if I put my IQ score or Myers-Briggs Personality Type on my resume? The past couple of companies that I worked for used to conduct workshops in this kind of stuff. Would this be something worth adding to my resume to make it stand out?

Answer: Of course, you’re going to look vain for putting this kind of personal information on your resume. Resumes are for listing your achievements, not your personal traits. If you’re smart, it’s going to come across by itself in your achievements, and your interview. Try not to put it on your resume, unless you’re in a field where it’s widely viewed as a useful aspect. You don’t want to risk appearing as blatantly cheesy to the hiring manager who is looking for your experience on your resume.

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Hdesk

r help

A reader writes: A few months ago, we hired a new manager who also happens to be a close friend of mine. I’m her direct supervisor. Our company is planning to initiate a round of layoffs and her position is being eliminated. The announcement won’t come out for until another two months, and until then I’m supposed to keep the names of those affected, confidential. My friend is planning to start a family with her husband and is aware that there are rumors of impending layoffs in the air. Should I give her a head-ups and let her know? Or, shall I hold up until D-Day to spill the beans? If I tell her, there’s this tiny risk of my supervisors finding out that I broke the confidentiality. If I hold up until the day when the names are announced, it might cause a considerable amount of stress and financial hardships for her and her family. I’m baffled, should I tell her or not?

Answer: Your position gives you access to information that is confidential, the kind that you cannot share with others. If your boss finds out you’ve broken the confidentiality, it would raise doubt about your ability to keep data classified in the future, your ability to have personal relationships with people you manage, and so on. With the company knowing it will be laying her off and not letting her know for another two months is insensitive and inhumane. It’s a terrible situation. Nonetheless, there’s always a middle ground. Why don’t you give your friend a subtle hint like, you should wait until the end of next month before making such a huge decision? She might get the message, and proceed with caution, and wouldn’t feel that you stood still in spite of knowing what was going to happen.

The hr digest Magazine [JULY 2015]

Hdesk

r help

A reader writes: My manager is currently interviewing for an open position. A few days ago, I found out that one of the candidates is a former coworker of mine from my previous job. I have serious concerns about this individualâ&#x20AC;&#x2122;s ethics and characters coming from two particular incidents (one, along the lines of stealing) at my previous workplace. Sheâ&#x20AC;&#x2122;s unscrupulous. Should I bring up these issues with the hiring manager about this former coworker?

Answer: Yes, you can, and you need to talk to your manager. Be straightforward, enlighten her about the two incidents, as concisely and accurately as you can. Give your boss all the information, and not simply some piece of it. A reasonable manager would want to hear this, and would appreciate not being left to settle on a choice oblivious to the truth.

The hr digest Magazine [JULY 2015]

Runway for

Employee benefits 48

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With the spotlight on addressing talent and rewards, The HR Digest uncovers what top performers really want.

The hr digest Magazine [JULY 2015]

Employee benefits Impactful, high-performers are 400% more productive than the average performer. Even so, when most managers are casting about for workforce statistics, all employees are coalesced into one all-inclusive category, such that it becomes hellish to render meaningful decisions. If your average employee tenure is five years, is a boon or a curse? You could benchmark the Fortune 100 and find that, you could sit comfortably at the 38th place. But, what if, the people you are keeping are low performers, and all your high performers are leaving? In 2014 SAP, conducted a study in collaboration with Oxford Economics, across 27 countries to find out what the future workforce wants. In a twin study of executives and employees, employees were asked how they were rated on their most recent performance appraisal rating. Out of the 2,872 employees, their responses were varied with about 40% being average, and about 20% below average. High performers in contrast with low performers are more satisfied with their

The hr digest Magazine [JULY 2015]

jobs, and less likely to jump to their next jobs in the next six months. Although, when you look at the figures (see image on left ) youâ&#x20AC;&#x2122;ll see that one in five high performers are likely to leave in the next six months (compared to one in four of employees overall who are likely to leave in the near term), and less than half are satisfied with their jobs. HR Leaders workforce strategy goal should be to strengthen their commitment towards retention tactics for high performers. In fact, high performers may not be getting what they need from their managers. Base pay followed by bonus pay is instrumental in job satisfaction for all employees. High performers cared considerably more about both of these factors compared to average or low performers. Tenure-based or compensation strategies with a trifling disparity

The hr digest Magazine [JULY 2015]

Employee benefits between high and low performers are no doubt the catalysts that alienate your high performers the most. The variance between a 2% raise and a 6% raise, as is common in compensation strategies, is now however that weighty to retain high performers who can easily find more options in the marketplace. Although, thereâ&#x20AC;&#x2122;s an impending risk in slicing up your workforce into low performers, average worker, high performers for compensation purposes. If a high-performing employee routinely earns 10% raises while average performers receives 2%, the bitterness could result into overall productivity losses, bullying or even failure to bond. If HR managers do nothing to differentiate, then they risk losing their most productive employees. Since performance can fluctuate over time, companies can compromise by offering

The hr digest Magazine [JULY 2015]

differentiation in annual increases with remarkably more variation in bonus pay for the top five percent of performers. In a survey, KPMG found that 73% of high performing companies placed no cap on bonus pay for its high performers. In comparison, 81% of low-performing companies put a ceiling on bonus procurement. High performers also displayed a greater tendency to steer their own learning, which could be one of the many ways to predict who will be a high performer. Especially, in North America, development is often put in the high priority bag, and top performers expect more than self-directed alternatives. Two-thirds of high performers grassed on that their managers did not deliver on supporting them for formal training programs. A high performer can make a difference,

The hr digest Magazine [JULY 2015]

Employee benefits even with limited funds for training, formulating assignments. Managers can offer new assignments to their people and also show them what new things they can learn by doing it. By doing this they can benefit a great deal, especially when employees are motivated to stay to learn new things. It was also found that low performers were more willing to relocate in contrast to high performers. About 51% of low performers were willing to relocate within their own country, while 42% of high performers, were willing to relocate to a different state of the region, 37% to a different country, and 28% to a different continent. Itâ&#x20AC;&#x2122;s surprising, given the fact that many high potential programs often entail relocation as a benefit or a feature. Managers should find out ways to give their high performers maximum flexibility if they want to retain them. They need to make sure that their high performing employees have enough options for

The hr digest Magazine [JULY 2015]

career advancement and the capacity to learn through various experiences via short-term assignments and by leading virtual global teams instead of relocating. Neglected, your high performing employees will seek options that offer more challenges, rewards and growth, and your competitors are going to love to poach them. Managers should step up to provide resources and online/offline training, a creative environment to work creatively and not just show the dollar value of working at the organization.

The hr digest Magazine [JULY 2015]

Training & Development

The hr digest Magazine [JULY 2015]

Self Appraisal, A fodder to Self Obsession! With self-appraisal in the lions den, HR professionals need to explore ways to enhance the process to initiate a dialogue, fuel personal growth, and aid employee development. We need to talk about something. Well, it’s something that’s deviously attractive than Medusa’s bait. We’ll make it short and snappy, it’s a common performance management practice that companies are smitten by: selfappraisal, the poisoned apple. “Are you one of the top 10% of performers in your company?” A few years ago, BusinessWeek surveyed two thousand Americans in middle management positions and above, with the aforementioned question. Not one of the subgroups in the survey had under 80% of the respondents answer the question in a positive way. Eighty-four percent of all middle managers reported that they were in the top 10% of performers in their organization. The executives proved to be the most deluded of all —97% of the individuals who were asked whether they were in the main 10% group answered yes. See the problem? We need to find a better way to manage the whole process.

The hr digest Magazine [JULY 2015]

Training & Development

The hr digest Magazine [JULY 2015]

An employee’s self-appraisal and rating is supposed to give managers a quick preview on valuable insights related to the quality of an individual’s performance. It gives a peep on what to expect when the manager and the employee sit down to discuss the ratings of performance appraisal. A languid manager may even copy-paste some better-looking phrases and paragraphs into the official performance appraisal form. The whole process is pretty spruce, except that it is not. Here: employee self-appraisal is a really bad idea, and needs to be castoff, by all means. Asking an employee to write a self-appraisal galvanizes a pretentious and bogus impression of what performance appraisal actually is. When an employee is asked to fill out the self-appraisal form, especially when the company’s official appraisal form is used, it becomes easier for an employee to suppose that both the parties will separately write their appraisals of the employee’s performance. Both, the manager and the individual then, share one another’s records, and come to a common agreement on the final appraisal. It’s a stupid process that makes the individual and the manager take the whole process of performance appraisal for granted. A performance appraisal is a record of a manager’s opinion of the quality of an employee’s work. The survey meeting is supposed to be a mast for a healthy discussion, not a negotiation. Asking an employee to write a self-appraisal fosters a false impression by both parties.

The hr digest Magazine [JULY 2015]

Training & Development

The hr digest Magazine [JULY 2015]

Dick Grote, author of How to Be Good at Performance Appraisals, in a research for his book found that individuals are notoriously erroneous in evaluating their own performance, and the poorer the performer, the higher (and more inaccurate) the self-appraisal. Further, research by consulting firm Lominger, Inc. shows that the overall link between self-ratings and performance was .00. The most precise rate by far is the immediate boss.” Further, in their article “Untalented and Unaware of It,” Cornell University scientists Justin Kruger and David Dunning report that the individuals who are inept performers are likewise incapable of evaluating the disparity between good and bad performance. As they put it, “When people are incompetent in the strategies they adopt to achieve success and satisfaction, they suffer a dual burden: Not only do they reach erroneous conclusions and make unfortunate choices, but their incompetence robs them of the ability to realize it. Instead, they are left with the mistaken impression that they are doing just fine.” One senior executive interviewed by Grote, stated that the same issue was prevalent in their organization too. The organization used a forced-ranking procedure to identify its A, B, and C performers, where, the As are apprehensive they’ll be viewed as Bs. Bs are afraid they’ll be seen as Cs, and all the Cs believed that they are A players.

The hr digest Magazine [JULY 2015]

Training & Development

How to make it more insightful and less deceptive? If company policy dictates that all employees be asked to write self-appraisals, then in that case, the policy must be followed. However, a manager can forestall a significant part of the insidiousness described above by clarifying precisely what the purpose is behind the self-appraisal, i.e. A. B.

To gain insights from the employeeâ&#x20AC;&#x2122;s point of view. The self-appraisal is then used by the manger as one of the many sources of data to prepare an actual performance appraisal.

The hr digest Magazine [JULY 2015]

It’s insightful to request the employee to present the self-appraisal to the manager well in advance of the performance evaluation talk so that the manager can use the data as an input in the official appraisal form, and not wait until the survey meeting for the employee to hand over the form and find out what he’s written. This way, the whole process will be divided into two junctures, “self-assessment” and “official performance appraisal”. Better, the manager can ask each direct report to send an informal list of his or her most significant accomplishments and achievements during the appraisal period. This “good stuff” list can either be emailed or written on a piece of paper – but there should be no official form. Nothing needs to be mentioned about the problems, shortcomings, or improvements needed. The process will help ensure that none of the employees’ successes go unnoticed. The list will give the same value as a formal self-appraisal, and may even help eliminate a percentage of stress and negativity linked to the performance appraisal process. Have you experienced the challenges of a self-appraisal before? We welcome your comments and any stories you may like to share regarding experiences related to the appraisal process. us @TheHRDigest

The hr digest Magazine [JULY 2015]

Cover Story The Three Ps of

Global Mobility Paradoxes, Puzzles and Pitfalls. The HR Digest, looks into the growing overwhelming demand Global Mobility holds for future Mobility & HR Leaders. 21st century careers are buoyed by obliterating boundaries. Companies today, are waking up from a deep slumber to take advantage of global mobility. For employees, it’s not just a passport spruced up with foreign-stamps to boost personal growth. Increasingly, they’re on the lookout for expatriate, commuter rotational and consecutive assignments to build their resumes. Beyond the fact that these kind of international assignments are great career development tools, they help companies address talent shortages and close skill gaps as well. Corporate mobility trend is indeed, coming of age. BRIC nations (Brazil, Russia, India and China) and Qatar and the UAE, are fast emerging as global talent hotbed, steered by shifting economic growth. By 2025, the GDP of Shanghai and Beijing will tower above the figures of Los Angeles and London, yet megacorps find it difficult to find and international assignees. Companies with multinational operations face sweeping challenges today – fostering & managing talent mobility, and compliance complexity. These organizations do not just want their talent gallivanting around the globe. By increasing availability of international assignments, they’re able to draw talent to the organization and retain the talent already in place – while providing individuals with new opportunities, skills, challenges and the experience needed to progress their careers.

The hr digest Magazine [JULY 2015]

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too many HR teams lack the information, infrastructure and investment to meet the evolving business demands and manage the growing number of internationally mobile employees

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The hr digest Magazine [JULY 2015]

Cover Story According to the new Modern Mobility Survey by PwC, 89% of companies expect to increase their global mobility volume in the coming three-five year period, with 50% of individuals taking up global assignments by 2020. In spite of this anticipated rise in global mobility, only 8% of global organizations are able to accurately put a cost on their mobility programmes, and only 9% measure their ROI from mobility.

The report, based on an in-depth survey of nearly 200 global executives, warns that â&#x20AC;&#x153;too many HR teams lack the information, infrastructure and investment to meet the evolving business demands and manage the growing number of internationally mobile employeesâ&#x20AC;?. On top of that, three in ten organizations are not even sure how many of their employees work overseas each year. From a business standpoint, there are many valuable things one can learn from working in a different country. It enables individuals to become better team members and business partners by learning to work with different group dynamics, grow their networks, and build stronger and more effective communication skills. Not to mention, individuals learn to be more culturally sensitive, and assimilate the survival skills necessary to thrive living in a foreign country. In terms of global business milieu, this kind of cross-cultural proficiency gained through traipsing assignments is a trump card. As the aforementioned survey suggests, a mobility manager has to shoulder even more complex and comprehensive international assignments for assignees. It requires a flexibility in a companyâ&#x20AC;&#x2122;s approach and assignments policies when relocating large volumes and different strata of talent for a wide range of purposes. Moreover, the global mobility manager has to get ready for an equally greater need to provide a quality experience for relocating employees and their families successfully. Companies and HR leaders are faced with the challenge of building flexible policies to support the talent needs of companies that need to segment the talent and build tailored policies to support each kind. Even when employees, are happy to relocate to a new location, their main concern remains the relocation package.

The hr digest Magazine [JULY 2015]

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more and more companies are inclining towards non-standard relocation packages – “light relocation packages”, which gives them the choice of providing benefits that are not mandatory.

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The hr digest Magazine [JULY 2015]

Cover Story The Makings of an Optimal Relocation Package Relocation packages are no longer fixed or all standard. Furthermore, companies are only reserving expatriate packages for high potential employees. With too much focus on compliance and cost-control, it has become even more obscure for companies to pilot strategies to help accommodate evolving relocation packages. Factors such as housing allowances and cost of living are being reassessed. Flexible policies help curb overall costs, enabling mobility managers to still provide good relocation opportunities for their employees. A lot of companies are doing surveys to find out which benefits and allowances can add a huge impact and most value to employees. Moreover, more and more companies are inclining towards non-standard relocation packages â&#x20AC;&#x201C; â&#x20AC;&#x153;light relocation packagesâ&#x20AC;?, which gives them the choice of providing benefits that are not mandatory. These benefits include language lessons, spouse assistance, etc.

The hr digest Magazine [JULY 2015]

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With too much focus on compliance and cost-control, it has become even more obscure for companies to pilot strategies to help accommodate evolving relocation packages.

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The hr digest Magazine [JULY 2015]

Cover Story Steering through the Paradoxes, Puzzles and Pitfalls of Global Mobility Navigating through the intricate and dynamic nature of national tax and immigration laws is one of the biggest compliance issues. What companies fail to realize is that a business/tourist visa is not always the right type of visa for work. Moreover, there are certain potential tax liabilities under each nationsâ&#x20AC;&#x2122; tax and immigration laws, when an individual crosses over a certain number of days. If Mobility managers want to minimize the risks of failing to meet national and regional compliance requirements, they need to have enough knowledge about these compliance risks. Moreover, mobility managers are faced with a number of challenges: Finding the right technology to manage it all Coordinating assigneesâ&#x20AC;&#x2122; taxes Meeting global tax and immigration compliance needs Itâ&#x20AC;&#x2122;s integral for HR leaders to actively communicate with mobility managers when dealing with short or long-term international moves to evaluate any compliance concerns. The question is, do these companies have such sagacious in-house resources and knowledge to customize optimal relocation packages? Small or medium-sized companies generally do not have the volume to hire a mobility manager. Under these circumstances, the job falls under the HR department. With HR managers being busy with others parts of their role, it would become more difficult for them to dedicate time to learn about the latest compliance regulations, or in developing relevant and strategic policies.This is when compliance and regulation issues can arise, especially when they lack the expertise needed to handle global mobility functions.

The hr digest Magazine [JULY 2015]

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If Mobility managers want to minimize the risks of failing to meet national and regional compliance requirements, they need to have enough knowledge about these compliance risks.

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The hr digest Magazine [JULY 2015]

Cover Story Crafting a Good Relocation Package Companies that don’t have the in-house expertise or manpower are more likely to hire an external vendor to craft good relocation packages. Engaging with external vendors to successfully relocate employees can help companies craft policies that ensure a steady and reliable approach globally, and help the company get some systems in place for compliance. Most importantly, it can help companies track and underline potential tax and compliance risks. For companies that do not have the resources to engage external vendors, crafting a package is the perfect solution. It should contain a few important elements – Meet the compliance requirements in the host country. This includes national and regional law requirements. The organization should be agreeable to the costs and contents of the internal mobility package. The organization should be mindful of relocating employees’ best interests and experience, and should play an active role in supporting them. The package should be designed keeping in mind the requirements and motivation of the organization, and the type of employee being relocated. For example, an intern will have a completely different package compared to a senior executive. Designing a mobility package depends on the culture of the organization. A lot of companies are very generous when it comes to designing packages. While, others remain laid back, and expect employees to raise their hand to grab the opportunity and invest by themselves in the whole experience. The key elements here are to make sure the right visas are in place and that the family gets settled without any difficulties. Most important of all, companies should offer packages for things like shipment allowance, flight allowance and temporary housing until the family gets settled. Flight allowance and shipment allowance are few of the optional choices a company can make, but most valuable support such as language lessons, spouse support and cross-cultural training, shouldn’t be missed. 72

The hr digest Magazine [JULY 2015]

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Companies that don’t have the in-house expertise or manpower are more likely to hire an external vendor to craft good relocation packages.

The hr digest Magazine [JULY 2015]

Legal Hub

A Case of Employee Poaching & Data Theft

The hr digest Magazine [JULY 2015]

Eight-year-old Fitbit, which has become one of the most prominent players in the fitness wearable’s market, has an unexpected kink amidst the celebration of its IPO’s success: a lawsuit from one of its biggest competitors, Jawbone. In May 2015, Jawbone sued Fitbit in California State Court, accusing its rival of “systematically plundering” confidential information by hiring Jawbone employees who indecorously downloaded sensitive materials shortly before leaving. “This case arises out of the clandestine efforts of Fitbit to steal talent, trade secrets and intellectual property from its chief competitor,” lawyers for Jawbone wrote in the complaint. As per the complaint, recruiters for Fitbit approached nearly 33% of Jawbone’s employees earlier this year. Some of those employees then chose to leave, however, before doing as such, they downloaded data, such as Jawbone’s current and future business plans and products. According to the court filing, those individuals used thumb drives to download records and used programs to cover their tracks or erase system logs. According to the complaint, one nowformer employee, Ana Rosario, was hired by Fitbit, as a user experience researcher around April 16 but did not disclose that she planned to leave Jawbone until April 22. On April 20, as per the complaint, Ms. Rosario held a meeting with Jawbone’s senior

director of product management to discuss the company’s future plans and then downloaded what the company said was a “playbook” delineating its future products. During her exit interviews, Ms. Rosario at first denied taking classified information, however she later acknowledged downloading Jawbone’s “Market Trends & Opportunities” presentation. Another employee who specialized in audio products, Patrick Narron, told Jawbone on April 8 that he planned to leave in two weeks to accept another job, however, did not disclose that he was making a beeline for Fitbit, and he was allowed to stay. The complaint claims that Mr. Narron had sent confidential information about future products to his own email address several times, in violation of corporate policy. In the court filing, Jawbone quoted an unnamed executive search consultant who allegedly said, “Fitbit’s objective is to decimate Jawbone.” Around April 17, as indicated by the complaint, Fitbit’s chief people

officer, Marty Reaume, called Jawbone and acknowledged that her organization had been poaching workers from its rival. Albeit, Ms. Reaume said nothing in regards to the alleged taking of sensitive Jawbone data. The lawsuit by Jawbone additionally comes as the organization confronts speculation about its financial health. Originally a manufacturer of cellphone headsets, Jawbone has tried to add a range of products under its sleeves, including remote speakers, wearable fitness trackers, winning several fans of its Up series of services and devices. Jawbone has been plagued by manufacturing issues all through its 16-year history. News reports have brought up issues, both concerning why the organization still is not profitable and about its most recent fund-raising round, a $300 million financing effort drove by the asset management giant BlackRock. Jawbone is looking for both financial damages and relief from the court to keep the former employees from utilizing the data Jawbone says they took from the organization. The hr digest Magazine [JULY 2015]

Legal Hub STAFF POACHING Staff poaching is laden with perils of potential legal consequences. Companies today want to hire people who have the right kind of experience. They want to hire candidates who are familiar with the industry setting as well as the workplace culture. For many hiring managers, the only practical source of finding such talent is their competitors’ talent den. Hiring from one’s direct competitors may first seem like a simple solution to those grave recruitment challenges, but there are several aspects such as non-compete agreements that should be taken into consideration before a company accelerates at the green light. Below are some great tips – DO’s & DON’Ts that might help you hire star talent in an efficient manner, without having to go through legal repercussions. DON’T: Turn Blind Eye to a NonCompete Agreement A non-compete agreement is issued so that employees don’t come into direct competition with their original employer when they leave the company. A non-compete in many cases can lessen your chances of hiring your competitor’s employee. A lot of companies out there ignore such agreements, however, it is strongly recommended that you hire an attorney to look at 76

The hr digest Magazine [JULY 2015]

James Park, Fitbit CEO the prospective candidate’s noncompete before issuing them an offer letter. The consequences differ based on how strictly a company imposes their non-compete agreements, however, in some cases, lawsuits are taken against both the employee and the new employer. Hence, before thinking of offering your competitors’ talent a new job role, you need to make sure that i.) The candidate doesn’t have a noncompete agreement and ii.) Consult an attorney before you land yourself in deep trouble. DO: A Salary Increase Candidates who are happy with their job role and the companies they’re at, are not going to risk

such as incredible experience just to join your company and become dissatisfied with their new role. This calls for having to go an extra mile, by providing an incentive if you want them to leave your competitor and work for you. A salary increase is the best form of incentive that you can provide. It will show that you’re really interested in hiring that candidate and are willing to go an extra mile to hire him. In case, a salary increase looks like a strain on your budget, you can incentivize in other ways, such as providing a career ladder or an incredible career move. In many tech startups, companies offer equity, especially when budget is tight and the prospects are bright. DO: Train New Employees Just because you have hired someone from your direct competitor doesn’t mean that, your new hire is going to know everything from start to finish about his/her job role. They are still going to need some time to ramp up and require some training in order to flourish in their jobs. A training is a great way of helping them understand how differently your company works from their previous one, in spite of being in the same industry. It may seem beneficial in hiring a successful employee from your competitor; however, there are several risks involved too. Before hiring someone from your competitor, it is highly recommended that one considers the right choice available.

EMPLOYEE DATA THEFT One major component of compliance and risk management plan is data protection. Every organization deals with sensitive employer data. Whether it is future plans and products, like Jawbone did in this case, client list, or trade secrets, employers need to do everything that can to prevent data theft. As seen in this case, data could be stolen from an internal source (an employee) or an outside source (a hacker). HR, along with IT need to develop security guards that will stop employees, or any unauthorized person from stealing data. Employment agreements and policies can help when it comes to employee-related theft from the cloud as well as collaborative and portable storage devices. While strong password protection and technologies, along with greater employee education on cybersecurity to prevent theft from an outside source are some ways to deal with it. The most worrisome aspect of theft by outsiders is the damage it can cause to the employer’s reputation. There’s one policy employers must adopt – access to data should never be stored locally by a user, whether it is on a personal device or on workstations. Companies should make sure breaches are documented properly and accurately to retain a written record in case of any future legal or regulatory scrutiny. The hr digest Magazine [JULY 2015]

HR Tools And Technology

The hr digest Magazine [JULY 2015]

Virtual Reality & HR Function The technology buzzword on the tip of everybody’s tongue has been virtual reality (VR) and the potential applications it may have. As dependably, with the arrival of any innovation, some believe VR could be a game-changer, becoming as significant as smartphones did a decade ago, while some think it’ll be somewhat of a false down.

t’s going to take a few years to know the answer, but here’s this for now: according to industry estimates, the VR market will amount to $5.2 billion by 2018. We need to talk about its potential applications. So, it’s generally asserted that companies of the future will be virtual. Although, the precise definition of what it means to be a virtual organization are hard to find, the origin of the phrase is, however, clear. It stems from the term “virtual reality”, computer stimulated life that replicates an environment that stimulates physical presence in places in the real/imagined world. A virtual organization bears resemblance to a normal organization in its inputs and outputs. Although, it differs in certain ways in which it adds value during the journey in between. A virtual organization has, practically unlimited tiers to its structures, all of them are versatile and evolving. A large number of these tiers don’t need employees virtually. Did you know

that the UK’s Virgin Group held 5% of the British cola market with just 5 employees? This was accomplished by firmly focusing on its core competency: its marketing. A virtual organization depends generally on a network of part-time electronically connected freelances, which can also be alluded as e-lances. A virtual organization has a couple of physical assets, mirroring in a way that add value, thus becoming more dependent on portable knowledge, and less dependent on fixed plant and machinery. Hollywood is often cited as an ideal example of a virtual organization. The industry has been virtually since it liberated itself from the studio system. A large number of freelancers, from directors to actors through publicity agents, come together for a common goal: to make a movie. It goes on and on, and is productive indeed. Inspired by Hollywood, we wanted to narrow down some of the truly exciting potential uses we see within the Human Resources industry. The hr digest Magazine [JULY 2015]

HR Tools And Technology

The hr digest Magazine [JULY 2015]

Recruiting

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Using virtual reality candidates can be interviewed and get a realistic preview through a tour the company, all from the toasty comfort of their home.

sing virtual reality candidates can be interviewed and get a realistic preview through a tour the company, all from the toasty comfort of their home. Very few organizations use video to give a quick preview of the company, although, that doesn’t allow the opportunity for an interaction with the recruiter.

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It can also be used by recruiters who’re recruiting for a highly technical engineering role, in which they need to assess the candidate’s abilities properly. In order to accomplish this, they could use Virtual Reality technology to allow them to remotely assess the candidate’s set of skills and check whether they are up to the standards they need.

The hr digest Magazine [JULY 2015]

HR Tools And Technology

The hr digest Magazine [JULY 2015]

Onboarding

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Using a virtual reality set up, People in human resources department can let new hires experience being welcomed by the CEO, meet fellow colleagues and get acquainted with the particulars of the organization.

eople in the human resources department are often overworked, and orientation and onboarding of new employees doesn’t make it any easier. Using a virtual reality set up, they can let new hires experience being

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welcomed by the CEO, meet fellow colleagues and get acquainted with the particulars of the organization. It can also be a perfect way to get an employee who’s going to work remotely, connect with the organization.

The hr digest Magazine [JULY 2015]

HR Tools And Technology

The hr digest Magazine [JULY 2015]

Training

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Virtual reality technology can be used to simulate real world scenarios and situations to replicate situations and help employees more easily prepare for various situations.

raining in the customer service department entails teaching existing and new employees the skills and knowledge required to increase, retain and understand customer happiness. The training given generally includes how toâ&#x20AC;&#x2122;s in greeting customers, body language, listening, dealing with discontented customers, managing an appropriate tone of voice. Virtual reality technology can be used to simulate real world scenarios and situations to replicate situations and help employees more easily prepare

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for various situations. Organizations can even gamify the whole experience of employees. They could use VR to make the environment more competitive: companies can simulate a sales scenario, for example, a customer wandering through the shop floor, deciding between models. Organizations can design competitions, and grade sales employees based on various merits such as price point achievement, close-rate efficiency, etc. to induce a more performance-based environment in to the organization.

The hr digest Magazine [JULY 2015]

HR Tools And Technology

The hr digest Magazine [JULY 2015]

Collaborative Assessments

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Virtual reality can help arrange for everybody to be in the same place at the same time, especially for top level executives who have very busy calendars.

articularly when recruiting for senior roles, the decisions involve assessment from a number of other senior members of the staff from within the organization. Virtual reality can help arrange for everybody to be in the same place at the same time, especially for top level executives who have very busy calendars. Virtual reality technology is here,

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and is constantly evolving. The real challenge is changing those who want to stick to rather traditional parts of the organization. Whether you’re a global player or a startup in Silicon Valley, you’re going to need to keep up with the constant changes occurring in the digital world. We can’t wait to see what the future holds for us, human resources and the business world!

The hr digest Magazine [JULY 2015]

Recruitment Point

The hr digest Magazine [JULY 2015]

Half dust, half deity, unfit alike to sink or soar One of the most important decisions companies make is simply whom they name manager – yet, what if that decision is poorly made? In the steeplechase for innovation, that maze-like path to economic growth and corporate prosperity, heavily depends on – creating new products, and newer and better ways to serve customers. Companies that are best at innovating are the ones that have a concrete appreciation for leadership. And, why not? Leadership and management are central to innovation. A manager motivates people, creates a purpose-driven culture, influences and implements changes, makes an impact, and adopts a tailored leadership approach to motivate his employees, and acts as a catalyst that makes all the essential elements work together. Without a savvy manager, an organization’s resources lie dormant. One of the most important decisions companies make is simply whom they name manager – yet, what if that decision is poorly made? According to Gallup’s The State of the American Manager: Analytics and Advice for Leaders report, companies fail to identify high managerial talent in an astounding 82% of their hiring decisions. The study lasted over four decades, polled 2.5 million manager-led teams across 195 countries, and measured the engagement of 27 million employees. Management talent is incalculably as rare as a pearl. The Gallup report is a paradigm of myriad aspects of executive management, the most basic of which is the exiguity of Human Resources departments and the hiring managers within the organizations to pick the right people with the natural management talents to continuously perform well in a managerial role. Only one person in ten today has the talent needed to manage others. “Though many people are endowed with some of the necessary traits, few have the unique combination of talents needed to help a team achieve excellence in a way that significantly improves a company’s performance,” the report stated. The hr digest Magazine [JULY 2015]

Employee Engagement Triumphs Everything The study chalks up the inability of companies to hire proficient managers to lack of science or research done prior to recruiting them. The report furthermore revealed that it was essential for companies to choose managers with the right talent, considering the impact that talent quality has on managers’ engagement levels. Managers with high talent were found to be more likely to be engaged than their associates. 54% of managers with high talent were engaged, 39% of managers with functioning talent, and 27% of managers with limited talent. What is even more interesting is that female managers are more likely (41%) to be engaged than male managers (35%).

Jim Clifton, chairman and CEO of Gallup

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Most CEOs I know honestly don’t care about employees or take an interest in human resources. Sure, they know who their stars are and love them — but it ends there. Since CEOs don’t care, they put little to no pressure on their HR departments to get their cultures right, which allows HR to unwittingly implement all kinds of development and succession strategies that don’t work.

The report underlined that it was imperative for organizations to judge managerial engagement levels, in consideration of the fact that managers’ engagement directly influenced employees’ engagement. Employees managed by highly engaged managers were 50% more likely to be engaged on average than those managed by actively disengaged managers. In fact, one in two employees left their job at some point in their careers to get away from their disengaged manager. Employees who worked for a female manager were, on the other hand, 6% more engaged, on average, than those who worked for a male manager. “The fact is, real management talent exists in your company right now. Companies that use predictive analytics and intense development techniques will have a profound advantage in the all-out war for the best customers,” Clifton said.

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Why? Companies often tend to pick a politically safer choice. Companies more often promote people into a management position, because it was their turn to take the reins. Companies are more likely to hire a candidate that was successful in a lesser role. Executives are hiring people whoâ&#x20AC;&#x2122;re like themselves, thus disseminating the problem. Can you think of a few people in your organization who were promoted based on one of the aforementioned criteria? As per a Gallup estimate, the US economy alone loses over $300 billion attributing to bad hiring decisions, while some estimates run as high as $500 billion.

What Next for Hiring Managers? The right process of manager identification makes a massive difference in companies. Top performing managers make the organizationâ&#x20AC;&#x2122;s goal and objectives actionable at every accessible level. They constantly engage their teams, inspire unbeatable performance, while mediocre managers cost nothing more than the organizationâ&#x20AC;&#x2122;s time, resources, money, customers, market share, ideas, opportunities and innovations. Companies need to create a holistic, talent-based human capital strategy, and rewarding job performance to hire and develop more managers with great talent.

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The Hershey Company A Legacy Richer Than Chocolate

haritable or seasonal altruism can seem as though it is a selfless act, but they are also a significant driver of organization’s culture, identity and employee morale. Benevolent barons like Ford, Carnegie, and Rockefeller established foundations with large donations meant to carry on their legacy forever. With an unprecedented amount of wealth, these patrons build a sustainable platform for global growth, deliver exceptional shareholder value, and strengthen the corporate image and reputation. One such company, honoring the legacy of its founder is

The Hershey Company or commonly known as Hershey’s that ranks as one of America’s best corporate citizens due to its global Corporate Social Responsibility (CSR) efforts. While global growth, shareholder value, and reputation are some of the external benefits of a corporate charitable giving program, its internal benefits are equally important: employee morale, engagement and teamwork. Hershey’s long and unique culture of benignity, has made a significant impact on its culture, employee engagement and morale over the years.

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Matters of the Heart

he founder of Hershey’s, Milton S. Hershey, donated his entire personal fortune to The Hershey Trust Company before he passed away. Strangely enough, he never spoke about it, and it was only discovered accidentally a few years ago. Today, the trust runs a school of about 2,000 children who come from diverse backgrounds. The school provides, books, uniforms, a nurturing home, health care, meals, counselling and career training to

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these children in social and financial needs. Charitable causes like this, is something people at Hershey’s are very proud of. Employees like to work for companies that make them feel good and social responsible and let them engage in volunteer work for various causes. It’s a simple and an effective way to boost morale, build team spirit, and improve the company’s brand reputation.

Building a compelling Employer Brand Hershey’s relentless focus on talent development and employee growth makes it one of the top employer brands in the U.S. When an employee start working at Hershey’s, the employment turns out to be much bigger in two years since the business grows, the organization grows, and the employee gets diverse opportunities to play in a different league. Employees at Hershey’s get growth opportunities by means of a new responsibility, without having to undergo job rotation. There’s also internal talent development policies that HR managers at the great American chocolate company work on. In past 12 months, Hershey’s appointed a dozen senior leaders to its various regions – North America, Asia, Europe and Middle East. Not one of these appointments are internal. In such assignments, Hershey’s moves leaders from America to Asia and vice versa. A very brilliant example of the latest corporate trend – corporate mobility that provides employees exciting career opportunities. Hershey’s also has first-class leader development programmes

in Asia and America for more junior leadership levels and globally for its senior leaders. The company believes that employees love to be part of a place where they can learn and grow. Today’s workforce wants to be associated with companies that are interested in their future. Hershey’s has also integrated the 70:20:10 model for learning and development for its employees. One can say, it’s a wonderful experience for its employees, who get to work on exciting new projects, that sometimes even lead them outside of their comfort zone, provide new dimensions of learning, of business, and of cultures beyond the society they live in. Hershey’s continues to provide such development opportunities to attract and retain top talent. In addition to these, Hershey’s conducts systematic employee engagement surveys, to measure its employer branding effectiveness. It believes that an organization’s ability to internally staff its key positions, including how much an organization has to take external help to recruit external people is a good measure of its employer brand effectiveness.

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Transforming HR through Technology There is a skills gap, where a lot of organizations don’t even have the frameworks in place to use innovative technologies. It’s vital, today’s HR leaders need to become more strategic on the business table. In past few years, Hershey’s has heavily invested in its ability to accumulate date, analyze it in the same way that business do to receive consumer insights, and utilize it to make better hiring decisions. HR leaders at Hershey’s are expected to do much more when it comes to big data and analytics. Although, companies have a long way to go to get acquainted and ready in this particular domain, it’s nice to see a company already leading the way. Moreover, Hershey’s has won accolades for providing topnotch candidate experience. The company has designed an end-to-end hiring experience for candidates, which is applicable in all its business units. HR teams globally use social media, including Facebook and LinkedIn, as well as its own internal social media tool and other innovative recruiting technologies to hire the best of the best. Hershey’s is encouraging its HR leaders to focus more on enhancing its qualitative and quantitative skills and get ready to change certain processes when it comes to managing talent. HR leaders at Hershey’s have a very strong global coordination, hence all processes are only created once. For example, the company has a new performance management tool that it development for the world, and then each region was represented within it, so that it could basically fit just any market. This has allowed the company to save a considerable amount of time on walking through the steps required in making the tools, by simply focusing on making it successful. 98

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Emotionally Intelligent Leader Emotional Intelligence broke the old school business archetype: a smooth talking, cigar smoking, and pinstripe-suited leader, who with his blunt or aggressive disposition would eat the weak for breakfast Some of the greatest moments in mankind’s history were powered by emotional intelligence. In 1963, when American civil rights activist Martin Luther King, Jr. stood on the steps of the Lincoln Memorial in Washington D.C. and presented his dream, he chose a language that would touch the hearts of his audience. Delivering these galvanizing message required emotional intelligence – the ability to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and emphatically. King showed phenomenal dexterity in managing his own emotions and in igniting emotions that moved his audience to action. 100

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The term ‘emotional intelligence’ was coined in 1990 in a research paper by two psychology professors John D Mayer of University of New Hampshire and Peter Salovey of Yale. But, it was the 1995 publication of Daniel Goleman’s international bestseller Emotional Intelligence, Why It Can Matter More Than IQ that turned out to be a paradigm buster, it reinforced the use of the term as a source of business success and impact. It broke the old school business archetype: a smooth talking, cigar smoking, and pinstripe-suited leader, who with his blunt or aggressive disposition would eat the weak for breakfast.

What makes a great leader?

Organizations today, are facing ginormous challenges following the downturn of the economic milieu. It is conceded that strong leadership skills are the most important asset of leaders. At the core of great leadership skills is the ability to develop and maintain interpersonal relationships. These include, effective communication, managing conflict, active listening, and motivating employees, initiating and managing change, and collaborating and cooperating with the team to reach shared goals. The above mentioned traits seen in the most effective leaders are the ones who have a high degree of emotional intelligence. A great number of studies have shown a positive association between emotionally intelligent leadership and employee satisfaction, performance and retention. Without it, an executive can have the best of everything: training, an analytical mind, an endless supply of innovative ideas yet,he wonâ&#x20AC;&#x2122;t make a great leader. As organizations become more and more aware of this, they are looking for eccentric ways to recruit and promote people that are strong in emotionally intelligence. A large number of global companies, including Amazon Web Services, American Express, British Airways and Credit Suisse have employed competency-based leadership models to help them in identifying, training potential stars in the leadership orb. The higher the rank of a person considered to be a potential superstar in an organization, The hr digest Magazine [JULY 2015]

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An open and nondefensive leader makes it easier for subordinates to provide honest information.

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the more emotional intelligence capabilities appear as the grounds for his or her effectiveness, rather than cognitive abilities. Researchers have confirmed that emotional intelligence not only helps in distinguishing outstanding leaders, but can also link it to strong performance. Without emotional intelligence, leaders wouldn’t be able to effectively collaborate, communicate, and would fail to take input and feedback. Findings of renowned researcher, David McClelland in a 1996 study of a global food and beverage company, showed that when senior leaders had a critical mass of emotional intelligence capabilities, their divisions beat annual earnings goals by 20 %, and those without that critical mass underperformed by almost the same amount. The findings, interesting, held as true in the company’s U.S. divisions as in its Asia and Europe divisions. It’s not that IQ and technical wizardry are trifling, and not so-equally important in strong leadership. They do matter, but only as square one abilities, i.e. they are the entry-level requirements necessary for executive 102

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positions. Although, without emotional intelligence, it would be unavailing. Technical skills, IQ and EQ are the sine qua non that leaders “need to have”. It’s a good thing, that emotional intelligence can be learned. The process is not that easy, but, it requires time and most importantly, commitment. Although, the benefits that reap from having a precocious emotional intelligence, make it worth the effort.

How to Spot an Emotionally Intelligent Leader?

According to Daniel Goleman, Emotional Intelligence, the blanket term includes five essential components: Self-awareness, Selfregulation, Motivation, Empathy, Social Skills. Open & Non-Defensive: A leader with a healthy dose of emotional intelligence can identify and manage his feelings, moods and motivations, and their effect on others. Insecure leaders often demonstrate low E.I by becoming defensive and taking things more personally,

particularly when they face criticism or a challenge to their authority, while secure leaders do the opposite. Subordinates under insecure leaders often mitigate and hide the worst of the situation. An open and nondefensive leader makes it easier for subordinates to provide honest information. Leaders with emotional intelligence are more aware, are able to develop skills that can help them manage their own emotions, allowing them to reciprocate more effectually to tricky situations that appear. It helps them attain a clear understanding of their strengths and weaknesses without any obstruction. Instead of hastily reacting to their emotions, they are better able to engage their thinking ability to come up with better decisions. They don’t make it about them, they strive to pacify the situation for everyone involved. While, leaders who react headlong from their emotions without filtering them can damage workplace relationships, and increase mistrust amongst their employees. Great leaders are able to recognize emotions as they ascend in response The hr digest Magazine [JULY 2015]

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Leaders with a healthy dose of emotional intelligence can quickly pacify any incongruities that surface between employees, customers, and other parties.

to a situation or an action. For this reason, they are better able to address impending problems and handle complications efficiently. Aware of their own emotions: Leaders who are ignorant of their own emotions and their impact on others have no awareness of their actions or words can affect others. Employees under such leaders generally have low morale and productivity. On the other hand, self-aware leaders have an awareness of emotions, how they manifest, and how they influence others. The more self-aware leaders are, the less likely they are to jump to conclusions or helter-skelter judgment. They are able to regulate themselves and stay in control. Moreover, effective leaders are more likely to get to the root of the degenerating issue, and the cause of vehement emotional reactions of others. They wait until such strong emotions have toned down and thinking about the situation instead of rushing impulsively into a rash decision, or letting anger or frustration take the reins over their behavior. It is imperative that individuals in managerial positions master their emotions, as it will help them stay in a respected position. Picking on emotional state of others: Most people fall into the habit 104

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of thinking of a response instead of actively listening, while others are still speaking. Emotionally intelligent leaders realize that they need to not only understand what others are saying, but also pick feelings behind those words, and by doing so are able to connect with them on a deeper level. Highly effective leaders are good communicators. Even when delivering bad news, they are able to cushion the impact, by making employees know that they are aware of how they might be feeling. It is only when emotions are conceded, that employees feel that they are being heard. Leaders with strong emotional intelligence put themselves in the shoes of employees receiving a negative feedback or criticism, thus allowing them to deliver it in a manner that would be more constructive than destructive. Such leaders always end the conversation on a positive note, thus allowing employees to not only improve, but feel as a valued member of an organization. Available at all times: Emotionally intelligent leaders are not only aware of what is going on with their people in tête-à-tête conversations, but also pick the mood and feelings of their work environment. Moreover, they are aware of the several factors

that can influence the feelings of their employees. They understand and support employees during a life crisis such as death of a loved one, relationship breakdown. Leaders with strong emotionally intelligent skills are able to sympathize with others by putting themselves in their employee’s shoes. The feelings that leaders understand, and care about the well-being of their staff increases trust, loyalty, and productivity. It’s imperative that leaders are in the know about emotions in their workplace and effectively communicate that to their people. If leaders are inept at empathizing with their employees, they’ll find it even more difficult to earn respect or loyalty. Cushion the impact of an impending conflict: Emotionally intelligent leaders are able to apprehend how others are likely to react to situations that can threaten or disrupt the efficiency and productivity of a workplace. Hence, if they are aware of forthcoming adverse situations, such as business closures, emerging conflicts, or layoffs, they do what they can to respond to them using their emotional and social skills and not wait until the damage is done. Leaders with a healthy dose of emotional intelligence can quickly pacify any incongruities that surface between employees, customers, and other parties. They can use their strong emotional intelligence skills to lay the foundation of an effective workplace.

Role of Emotional Intelligence in Business Today Just as it’s imperative to look out for new hires with emotional intelligence, it’s equally important for managers and senior leaders infuse EQ in their personal and organizational

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effective leaders are more likely to get to the root of the degenerating issue, and the cause of vehement emotional reactions of others.

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management philosophy to meet the needs of today’s workplace. The baby boomers started their careers and retired at the same companies. A job, was seen as a platform for earning an income. Today, however, things have changed. With the baby boomers generation reaching retirement age, it’s going to be increasingly significant for companies to have a good hold on their employees. The younger generation simply works to receive a paycheck, and have zero hesitation in jumping from one company to another for a better offer as opposed to their older counterparts who started their careers and retired at the same companies. With competition becoming even fiercer to get hold of top performers from rival organizations, employees who don’t feel that they are treated fairly will find employment elsewhere. Leaders can’t dismiss that fact that their employees are people too, with emotions that affect how they feel, think, and act. They need to invest in EQ to understand that their workers are people first and employees second. It may seem like a tough proposition, but it’s worth the end results. 106

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Human resources Events & Conferences 10-11 Aug 2015 People In Technology The People In Technology, organized by the Talent Management Alliance will take place from 10th August to the 11th August 2015 at the 3 west club in New York, USA. The conference will cover areas like Assessing Behavior, Competencies and Cultural Fit in Technical Talent Candidates,Case Study: Creating a Culture of Engagement for Engineers.

Venue: 3 West Club | New York, USA 24-25 Aug 2015 HR Analytics in a World of Big Data

The HR Analytics in a World of Big Data, organized by the Marcus Evans will take place from 24th August to the 25th August 2015 in Sydney, Australia.

Venue to be announced | Sydney, Australia 24-28 Aug 2015

International Human Resource Management - Managing People in a Multinational Context The International Human Resource Management - Managing People in a Multinational Context, organized by the The Management Centre GB Ltd will take place from 24th August to the 28th August 2015 in Kuala Lumpur, Malaysia. The conference will cover areas like International business Environment and Challenges for HRM Strategic International Human Recourse Management International business and management strategies and IHRM Strategies.

Venue to be announced | Kuala Lumpur, Malaysia

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09-10 Sep 2015 International Congress of Human Resources The International Congress of Human Resources, organized by the AMEDIRH Mexican Association In Human Resources will take place from 9th September to the 10th September 2015 at the International Exhibition and Convention Center World Trade Center in Mexico City, Mexico. The conference will cover areas like major financial and market on the planet circles, new ideas that add value and power projections organizational development and more.

Venue: International Exhibition and Convention Center World Trade. | Mexico City, Mexico 14-15 Sep 2015 HR And Employee Benefits Summit

The HR And Employee Benefits Summit, organized by the Forum Events Inc. will take place from 14th September to the 15th September 2015 at the Ritz Carlton Orleans in New Orleans, USA. The conference will cover areas like Unparalleled networking opportunities, A relaxed business like environment, A professional, time saving way to find products, services, and solution providers and more.

Venue: Ritz Carlton Orleans | New Orleans, USA 14-15 Sep 2015

Annual HR And Talent Management In Oil And Gas The Annual HR And Talent Management In Oil And Gas, organized by the Inside Intelligence will take place from 14th September to the 15th September 2015 in Houston, USA. The conference will cover areas like practical knowledge on employee retention and efficient resource planning to ensure you maintain competitive advantage and sustain a strategic, long term outlook.

Venue to be announced | Houston, USA

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Human resources Events & Conferences 16-17 Sep 2015 HR Leaders Resources summit The HR Leaders Resources summit, organized by the Media Corp International will take place from 16th September to the 17th September 2015 in Gold Coast, Australia. The conference will cover areas like Resourcing & People Services Origin Energy, Supply Chain, Peabody Energy and lots more.

Venue to be announced | Gold Coast, Australia 23-24 Sep 2015 Your Workplace Conference 2015

Your Workplace annual conferences brings together industry experts and modern HR teams which include senior executives, managers and HR professionals for two days of learning, networking and inspiration. Itâ&#x20AC;&#x2122;s Canadaâ&#x20AC;&#x2122;s premier thriving workplace event. This September 23/24 join us to discover how you and your team can create a resilient workforce, optimize your business goals with productivity innovations and build a thriving workplace that is an amazing place to work. Resilience allows you and your organization to thrive even in tumultuous conditions and turn potential disasters into opportunities.

Venue: Bellagio | Toronto, Canada 24 Sep 2015

International Conference on Human Rights At Work The International Conference on Human Rights At Work, organized by the AMEDIRH Mexican Association In Human Resources will take place on 24th September 2015 at the Talent Development Center in Evanston, USA. The conference will cover areas like Universal Declaration of Human Rights: Legal framework governing universal human rights, International labor Declaration on Fundamental Principles and Rights at Work: Legal framework that regulates the fundamental rights and work, The 10 Principles of the Global Compact in the United Nations human rights. Analysis and review of the Collective Labor Agreements: Impact on the organization of these principles and how they link to the workplace and World Employment Pact: As this agreement affects the world of work in the day etc.

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29-30 Sep 2015 Strategic Recruitment Summit Europe The Strategic Recruitment Summit Europe, organized by the Talent Management Alliance will take place from 29th September to the 30th September 2015 at the DoubleTree by Hilton Hotel London - Victoria in London, United Kingdom. The conference will cover areas like the advancement of strategic talent management and leadership development practices, a resource for business leaders around the world to find information and services to help recruit and develop the best employees and prepare their organizations etc.

Venue: DoubleTree by Hilton Hotel London | London, UK 30 Sep-01 Oct 2015 HR Transformation

The HR Transformation, organized by the IQPC will take place from 30th September to the 1st October 2015 at the Swissotel Sydney in Sydney, Australia. The conference will cover areas like Converting HR strategies & initiatives into a tangible asset to align with business objectives and achieve competitive growth Ensuring right HR service delivery model to create a solid foundation of HR capabilities Securing senior stakeholder buy-in to sustain transformation Creating appropriate HR infrastructure to measure performance and track results.

Venue: Swissotel Sydney | Sydney, Australia 01-02 Oct 2015 Strategic Talent Onboarding

The Strategic Talent Onboarding, organized by the Talent Management Alliance will take place from 1st October to the 2nd October 2015 at the The Westin San Diego in San Diego, United States Of America. The conference will cover areas like Onboarding Before Day One to Aid in Candidate Interest, Selection, and Retention Creative Onboarding Techniques and Programs to Keep New Hires Engaged.

Venue: The Westin San Diego | San Diego, USA

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Human resources Events & Conferences 11-12 Oct 2015 International Conference on Organization Behavior and Human Resource Management The International Conference on Organization Behavior and Human Resource Management, organized by the International Scientific Academy of Engineering & Technology will take place from 11th October to the 12th October 2015 at the Holiday Inn Dubai - Downtown Dubai in Dubai, United Arab Emirates. The conference will cover areas like scientists, scholars, engineers and students from the Universities all around the world and the industry to present ongoing research activities, and hence to foster research relations between the Universities and the industry.

Venue: Holiday Inn Dubai - Downtown Dubai | Dubai, UAE 14-16 Oct 2015 Better Workplace Conference

The Better Workplace Conference, organized by the The Conference Board of Canada will take place from 14th October to the 16th October 2015 at the Hilton Lac Leamy Hotel, Gatineau in Gatineau, Canada. The conference will cover areas like leadership and organizational development, to that of resiliency and the impact of change on workplace culture.

Venue: Hilton Lac Leamy Hotel, Gatineau | Gatineau, Canada 24 Sep 2015 HR Tech World Congress

The HR Tech World Congress, organized by the HRN Europe will take place from 27th October to the 28th October 2015 at the Palais des Congres in Paris, France. The conference will cover areas like market leaders and disrupters on how communities, leadership, deliberate practice, process modelling, decision science, software, technology systems and collaborative tools are bringing about surmountable change in the way people and organizations work.

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