You’d think it was raining “social.” Social media, social networking, social marketing, social recruiting, social learning – so many aspects of business these days have a “social” component to them.
Human resources professionals must deal with volumes of workforce data that resides in disparate software systems, including individual spreadsheets. But although the data is accessible to them, many organizations don’t have technology to aggregate, synthesize and analyze it, and so cannot easily use it to make efficient and effective decisions about talent acquisition and talent management.
IQPC Europe, a global organizer of business conferences, recently held its Executive Customer Contact Exchange, where contact center and customer service executives and senior managers gathered to find out about developments in the management of customer interactions and the customer experience. Attendees had a variety of reasons for coming; the largest group consisted of attendees who (29%) said they were interested in customer experience management (CEM), while others expressed interest in...
Humanize every step of the employee experience. That was the grand theme of this year’s opening keynote just over a week ago at ERE Expo 2011 Spring by Matthew Jeffery, global director of talent brand for Electronic Arts, titled “Recruitment 3.0: Why traditional recruiters will be replaced by ‘emotional marketers.’” His speech emphasized the importance of emotionally connecting with candidates and employees alike and creating talent communities via social, mobile, cloud and collaboration...
When I entered the human capital management space over a decade ago, the Internet had just started to transform the way companies recruit, hire and manage their workforces. Since then the technological transformations have been astounding: Social media, mobile devices and cloud computing are just a few. And although every talent acquisition and talent management system available today is about getting users to the short list of qualified applicants faster and more accurately and managing all...
The new CEO of Hewlett-Packard, Leo Apotheker, has unveiled his vision of the future in the consumer and enterprise markets. His announcement carried some suspense after interviews in which he said “HP has lost its soul” and added that he will “get rid of cynics” inside HP who try to undercut his mission. Now Leo has defined what his company calls Everybody On, which is described as “seamless, secure, context-aware experiences for a connected world.” He intends that HP will reposition itself in...
The business intelligence (BI) technology market is undergoing a revolution. I’ve been working in this segment for 20 years, and it is and has been an exciting market in which to work, but its dynamic nature can be daunting to organizations trying to evaluate, purchase and deploy BI to improve their business processes. And despite the advances our benchmark research shows high levels of dissatisfaction with and immaturity in BI capabilities within organizations.
One of the many interesting findings that came out of Ventana Research’s comprehensive benchmark research on business analytics was partly buried in an analysis of maturity groups. The Maturity Index of our research benchmarks classifies organizations at four maturity levels (from bottom to top, Tactical, Advanced, Strategic and Innovative) in each of four categories: People, Process, Information and Technology. We’ve conducted more than 100 benchmarks during the past seven years, covering...
In today’s competitive environment, people working in collaboration can make the difference between a company’s success or failure. But hitting “reply to all” on an e-mail chain isn’t the kind of collaboration I’m talking about. Neither is managing your employee and business communications with cups connected by string and Ouija boards.
The state of the economy has intensified scrutiny of organizations’ people assets, and so we’re seeing new dialogues about human capital management. Deriving full value from the people in a workforce requires more than just HR managing annual performance reviews or occasional scrutiny of the compensation processes for increases to merit pay or incremental incentives. Investing wisely in workforce-related processes requires assessment and optimization using analytics that can provide a lens on...
