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3Sixty Insights

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The buying cycle for enterprise software and technology shouldn't be a power struggle between departments. 3Sixty Insights is a research firm providing deep understanding of how to bridge the gap in perception and priorities between stakeholders. Through our research, we unearth strategic approaches for streamlining the decision-making process, successfully managing solutions, and maximizing value from business software and technology investments.
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For this episode of #HRTechChat, our guest was Caitlin MacGregor, chief executive officer and co-founder of Plum.io. As readers of the 3Sixty Insights blog know, we are convinced that there is a critical link in human capital management between artificial intelligence and psychometrics, and this critical link needs a cacophony of advocacy. The idea is that fast-developing AI for the world of work runs a risk -- a huge one, actually -- of failing to account for the most important, necessary aspects of humanness. That is, unless we intercede immediately and in a big way. If we don't, the prospects for humans in the future of work might not be too good. To be clear, I am hopeful. Caitlin and I went into some depth on the rationale behind this urgency and why this kind of key information may nonetheless be less than a priority among forces currently steering the evolution of workplace AI. Plum's expertise and value proposition are in the psychometrics side of this equation. Drawing on the latest science, the vendor deals in modern psychometrics. In other words, and to pilfer an old marketing slogan for Oldsmobile, a now-defunct automobile brand, this is not your father's MBTI. Advancements in the science behind industrial psychology have produced instruments capable of much depth and accuracy in testing for the potential of people. And the question has now become, what's stopping us from doing all we can to take all this new high-caliber insight into humans' potential and inform the development of AI for the world of work? We're talking about soft skills, by the way. These are the gold standard in predicting humans ability to survive and thrive in a given role. It isn't hard skills or past experience or past performance. Too many factors are at play. A bright future of work is possible. Its likelihood hinges on a number of things, and one of those is how good of a job we do right now in feeding still-young AI nutritious data on people potential. It's the dimension and perspective that conventional data on people's job eligibility (e.g., credentials) and past performance, while necessary, can't provide. Among the upsides, meanwhile, will be increases in retention from improvements to the employee experience and employer culture and brand. Readers can complete a Plum Profile, by the way, and get access to their own full Professional Talent Guide to learn "exactly what drives and drains them," as Caitlin puts it.
For this episode of the #HRTechChat, our guest was Melissa Swisher, chief revenue officer of Socrates.ai. To say Socrates.ai is an artificially intelligent chatbot to tie together various domains of the enterprise software ecosystem is probably the most straightforward description.  The description implies only a small sliver of Socrates.ai's potential application. Some of these domains themselves may have chatbots specific to various proprietary software, and Socrates.ai an draw information from it all. As Melissa elaborated during our chat, Socrates.ai "is an employee experience platform. Think of it as an experience layer" that hews to employees' preferences. My take is this: Think of it as a prosthetic to facilitate a unified experience in employee self-service as this pertains not just to staff's employment, but to anything they wish or need to know over the course of a given workday. In my experience, ESS for human capital management specifically offers a rich potential vein of return on investment, and I can only imagine that this ROI grows exponentially when applied to more of the employee experience. Melissa and I delved into some interesting numbers around newfound efficiencies deployments of Socrates.ai have produced. Naturally, because of the solution's relations to AI, our conversation expanded beyond Socrates.ai itself. And, as mentioned during the chat, I really wish something like Socrates.ai had been available to me much earlier in my career, when I worked with a team at civil engineering firm to figure out what the company had done, in its past, that was relevant to the many responses to request for proposals we drafted. A prosthetic to identify and pull that information from within the depths of the company's enterprise would have been nice. Then again, it was 2003, not 2021 -- the age of AI. We've come a long way, and I encourage everyone to listen this episode.
3Sixty Insights is at the Hilton Diplomat in Hollywood, Fla., this week to attend isolved Connect, the vendor's annual customer conference. So, naturally, we recorded an episode of the #HRTechChat video podcast onsite with Amy Mosher, isolved's chief people officer, and Lina Tonk, vice president of marketing for isolved. For our chat, we dove deeply into isolved's recent rebrand, the positive impact this has had on its employees and customers alike, and, as well, isolved's successful internal use of its own platform to grow its own workforce by 40 percent this year. Earlier, this summer, 3Sixty Insights published a case study delving into the particulars. Download it for free, and, if you're feeling enterprising, go here to learn all about our case study on Key Training Center's successful use of the isolved platform. By the way, you read that right: #isolvedconnect is an in-person event this year. Related activities and festivities remain in full swing through the conclusion of Tuesday's Final Night Party, and it was my pleasure to deliver a presentation here on Monday: Melding the Two Hemispheres of HCM: Concrete and Abstract. After close to two years now meeting with colleagues only virtually, you tend to forget how great it is to see familiar faces and meet new people in real life. In my opinion, isolved has conducted itself in an exceptionally savvy way as of late -- Amy, Lina, and I even dipped briefly into analyzing the effect of isolved's new colors, pink and black.
This was an especially illuminating episode of #HRTechChat. Chief Strategy Officer Josep Elias joined our video podcast to discuss the company's new offering for earned wage access (EWA), CloudPay NOW. EWA is another term for on-demand pay, and CloudPay NOW is "the only earned wage access solution that can be deployed in 130+ countries," the company's website notes. Interestingly, CloudPay is bucking the trend in on-demand pay by targeting the entire world (or most of it, anyway). Much of the growth in EWA of late has been in the United States, but EY estimates that "a total of approximately $1 trillion is accrued in employer payroll accounts on any given day," as noted in a report published in September 2020. That report by EY is a good read all-around regarding the potential for on-demand pay and the impacts of its unavailability. Additional research elsewhere adds grist to the mill. Nearly half of employees will tolerate no more than one mistake or problem with their paycheck, according to The Workforce Institute at UKG. And, according to a 2020 survey by the American Payroll Association, more than two-thirds of employees would experience financial difficulty if their paychecks were delayed by just one week. Just as worrisome, data from CareerBuilder shows that nearly fourth-fifths of people (in the United States, at least) live paycheck-to-paycheck. Notably on this last point especially, as Josep pointed out, it's a dynamic just as apt to dog the six-figure set, not just entry-level or low-wage staff. It would be a major mistake to attribute a gathering momentum in the growth of solutions for on-demand pay, or EWA, solely to a growing appreciation for employee sentiment and wellbeing vis-à-vis their pay. This is one factor undeniably driving adoption, sure, and socially conscious vendors want to meet the need. Swoop up and out another 20,000 feet, however, and you'll notice something.... Cultural expectations among the newer generations have changed. Generation Z (a.k.a. Zoomers) genuinely wonders why it takes one or two weeks, sometimes a month, to get paid and in just a few ways (e.g., direct deposit to a bank account or, perhaps, via pay card). These limitations fail to align with their expectations of flexibility, instancy and immediacy. To the younger generations, their expectations are compelling. But expectations such as theirs alone still would not constitute enough of a groundswell to bring EWA to all. No, it's the technology that has caught up, as well, to eviscerate heretofore entrenched limitations  -- because, let's be honest: No matter our age or station in life, we've all at some point wished we could get paid right away without incurring some penalty or taking a risky loan out against income that we'd already earned and needed or just plain wanted right then and now, but couldn't have till the next payday. Together, the technological and regulatory landscape have only recently made the wish possible. The old impediments that made our agreed-to conventions tolerable in the realm of getting pay are falling away rapidly, and so will the traditional pay period, eventually. Josep's insights into the relationship between people and their pay are deep and intriguing. I highly encourage you all to watch. To learn more about CloudPay NOW, you can visit CloudPay's website site.
This one has been in the queue for a while. Earlier this summer, I had the distinct pleasure of speaking with Debbie Tuel. It was the day ahead of Symphony Talent's annual user conference. Fittingly, Debbie found herself doing this episode of #HRTechChat from a very cool brewery adjacent to event preparations. In February 2021, Debbie became chief joy officer at Symphony Talent. When I first spoke with Debbie, not long after she'd landed the new position, I assumed hers was a job in the vein of chief people officer or chief culture officer. As it turns outs, this is not an HR role. Debbie's charter is to advocate for Symphony's core message, the idea that talent acquisition should be joyful. Talent acquisition should indeed be joyful. Plenty of clunky, legacy applicant tracking systems populate the landscape, sure, and this is one of the greatest impediments. But the caliber of technology exists today to take most of the frustration out of talent acquisition for practitioners and job candidates alike. For the latter, all that's left is the potential sting of not getting the job. And this should be more than enough frustration for anyone in the job search, really. Fortunately, the technology available has become more than good enough. Debbie explains how so and just what, exactly, it means for talent acquisition to be joyful. I thoroughly enjoyed our chat and encourage everyone reading this to give it a listen.
Our latest guest on #HRTechChat was Ryan Anderson. As vice president of global research and insights at Herman Miller, he helps lead a team keen on investigating aspects of the world of work long-linked to the employee experience. More recently, their efforts have focused on how those dynamics play out amid a worldwide pandemic. Some in our audience may be aware that, for a long time, Herman Miller has been about far more than office furniture. Alongside Boston Consulting Group, Fortune, and "quite a few HR leaders," Anderson says, the company is a founding partner of the Slack-launched Future Forum. This consortium strives to help "executives at leading companies deliver on the transformation needed to thrive in the post-pandemic world." Part of that centers, of course, around protecting the employee experience and maximizing positive aspects around it. With the sudden disruption of the pandemic last year, Ryan says, he's noticed the responsibility for optimizing office environments  increasingly becoming the domain of HR, and less the responsibility of facilities management. In parallel, the greatest influx of inquiries to his division, at Herman Miller, have come from leaders in HR asking questions on how to optimize employees' work environment as work, for many, becomes less of a physical place. This was a great discussion for the video podcast. Ryan shares much around the nature of these inquiries, as well as Herman Miller's philosophy around the employee experience. I encourage you to listen in.
For this episode of 3Sixty Insights' #HRTechChat, we decided to approach our favorite subject matter, technology for human capital management, from a slightly different angle. Joining us was Brenda Laughlin, SPHR. Brenda is not only co-founder and managing partner of Enavrio, a consultancy that helps "create tomorrow’s world of work for today’s workforce," but also CEO and principal consultant of PeakSource Consulting. A central area of Brenda's expertise is in helping to ensure organizations' "data collection and retention process aligns with industry rules, regulations and best practice." This is where our discussion focused: around the extensive considerations that wise organizations take when handling their people's data. The very idea that data privacy is important is just beginning to hit its stride, in my opinion. Highly varied across regions, countries and continents, the related regulatory landscape is still developing, and the act of complying can be complex. In the European Union, there's GDPR. In the United States, there are state-specific and even city-specific rules to follow. And those are just two of myriad examples. Beyond all this compliance, however, is the principle of protecting the security and privacy of employees' data. What's compelling from a philosophical standpoint is the notion that a person's data is akin to private property. It's not technically or exactly so, but it may as well be. Just look at the opinion many have about their own identifying information. Mess with it, and you lose their trust and exact possibly irreparable damage to your employer brand. Not that we always see companies treat customers' data with the respect patrons assume it enjoys, but it's interesting to hear organizations begin equating the potential downsides of mishandling customer and employee data. I thoroughly enjoyed speaking with Brenda and encourage viewers to watch this episode in its entirety. She was a great guest and brought a wealth of knowledge to this very important industry dialogue.
Our guest for this episode of the 3Sixty Insights #HRTechChat video podcast is Anne Fulton, CEO and founder of Fuel50 and member of our Global Executive Advisory Council. On the chat, Anne shared her thoughts, informed by much experience in this market space, on workforce agility and talent mobility. And, for the latter, she shared sneak-preview findings from Fuel50's yet-to-be-released, related report. The result of a survey answered by more than 200 HR practitioners and their employees, Fuel50's report finds intriguing, highly statistically significant, correlations between positive organizational performance and progressive HR performance. Specifically, organizations that perform better in terms of NPS scores, revenue per employee, and innovation are home to HR departments that have evolved beyond a focus solely on concrete activities, such as eliminating inefficiencies, to act on the more abstract, strategic possibilities of human capital management (HCM). What's more, the number one strategic priority of these best-performing HR departments is to invest in the future of work. For those of us sounding the alarm that we prepare for the future of work right now, lest we miss the opportunity to realize the very best possible future of work, this particular finding is valuable grist for the mill. Getting back to workforce agility, there's a lot to be gained for employers that do it right. Anne and I discussed how those that apply a marketplace mentality to their internal hiring needs can increase the accuracy of their external recruiting and spend less on it. Meanwhile, these organizations also begin to maximize their utilization of the talent they already have in their workforce. Beyond this come boosts to the employee experience, innovation, and retention. Some might say those three are intertwined, and they certainly tend to follow as workforce agility is optimized. Anne and I talked a lot, and every minute of it was thoroughly enjoyable. She really knows her stuff, and I strongly encourage readers to view this episode.
Nate Smith, founder and CEO of San Francisco–based Lever, joined us for this episode of the 3Sixty Insights #HRTechChat. Lever's technology for talent acquisition, as well as the vendor's philosophy behind finding new hires, helps employers facing complex challenges in reaching their strategic goals identify and woo future employees whose skills are essential to the related tasks at hand. As you can imagine, this made for an interesting podcast. Nate and I first spoke last summer and openly wondered whether it might have been one year exactly to the day that we recorded this episode -- which was Monday, July 19. Being a calendar pack rat, I did a search, and it turns out that we were off by just one week. Imagine that. Many organizations today wrestle with antiquated, clunky or inadequate functionality to assist and facilitate talent acquisition. At the very least, it's the last two of these that make it seem like all three anyway. The thing is, the very idea of an applicant tracking system (ATS) is ill-matched to helping employers keep tabs on potential new-hires in today's recruiting environment. Long in the tooth, the concept of an ATS was so-named at a time when the workflow and scope of recruiting would have been nearly unrecognizable to today's talent acquisition professionals. Specifically, the vast majority of ATS functionality struggle to account for today's environment. The word "applicant" itself assumes that the only job candidate worth tracking is one who's elected to apply for a job. This is simply short-sighted. Social media and the evolution of recruiting technology have finally brought us to a point where employers can target new-hire prospects with accuracy and treat them as leads to manage and nurture over the long term. In other words, the length of the journey of a potential new-hire today is akin to that of a potential customer -- perhaps longer, if we're talking about consumer products. Truth be told, customer relationship management systems have facilitated long nurturing cycles, for sales, for many years. Talent acquisition is catching up. For example, a recruiter may have a conversation with a high-value person who doesn't apply for a job as a direct result or any time soon. The last thing he wants to do is request this person enter her curriculum vitae into any conventional ATS whatsoever. Instead, he'd want to enter notes of the details of this contact and the attendant conversation into a candidate relationship management (CRM) system, marking the record for follow-up when and if an opening suitable for her opens. Only once she becomes an actual applicant does her CV enter the ATS. Most organizations solve for this issue by deploying their ATS and CRM (candidate relationship management) applications separately, contending with nearly impossible integration challenges. Lever combines the two as one application running a single data set governed by a single rules engine. We've heard of single applications for multiple functions before, and it's often a very good idea. It's almost silly to call such a sophisticated, purpose-built thing an ATS, frankly. Nate and I explored so much more. I urge you to view the entire podcast.
We welcome Tom Cielak to this episode of the 3Sixty Insights #HRTechChat video podcast. Tom and I met several years ago to discuss his team's use of Ceridian Dayforce when he was director of HR operations at ACCO Brands. He later joined global asset management firm Allianz Global Investors, in mid-2018, as its vice president of HR operations. This is his current role, and Tom's team at Allianz Global happens to use Ceridian Dayforce too. Tom is an advocate for the notion that, to be effective in their craft and as an asset to the organization, HR leaders today must become technologists. In today's environment, where decision-making to buy enterprise software involves a broad variety of stakeholders, the IT department still has a say. The HR Technologist is far better at articulating a technology-buying decision to the satisfaction of IT and able to get the most of out of a deployment. Technology for human capital management proved to be fertile ground for a spirited discussion. One highly relevant tangent we took revolved around the various generations in the workforce today, from Boomers to Zoomers and everyone in between. Differentiation in functionality between vendors may resonate only for some buyers in that mix. For the younger generations, HCM technology vendors may need to make their case in other ways, especially as Millennials move up the ladder and take on buying authority. This led us to analyze the rationale behind why so many of these vendors focus on the strength of their own employer culture as their marketing message. From there we took a slight detour to delve into an idea covered previously on this podcast: that employers ought to rethink their calculus fundamentally by treating the workforce as an asset, rather than as a cost. Make sure to watch this episode. Tom brings a savvy perspective to HCM and the role of the HR leader.
Joining us for this episode of the 3Sixty Insights #HRTechChat is Richard Limpkin, chief product officer at Dublin, Ireland-based global payroll provider Immedis. Richard and I spoke at length a couple times prior this. The insights we unearthed in those conversations were intriguing and, fortunately, the podcast captured the gist of these idas as we reiterated previously covered ground. When you think about it, payroll is perhaps the most concrete and most abstract aspect of human capital management. On the one hand, it's an indisputable number of outgoing money every one or two weeks (for some organizations, once monthly). Mess with that number or its delivery, and an organization can very quickly have a mutiny on its hands as job satisfaction suffers an acute, palpable blow. Above all, what must payroll be, without fail? It absolutely has to be timely and accurate, Richard says. He's right, of course, and this applies to all payroll situations. Get payroll wrong or produce it late, and an organization immediately experiences the aforementioned potentially disastrous crisis of employee sentiment. Exacerbating matters is a strict regulatory environment reflecting the basic importance of payroll and governing how the organization must proceed to rectify the situation, whatever it is. Here is where concrete and abstract HCM really come into play, and this gets us to the other two things payroll must do, in Richard's sage estimation: Be fully compliant with all applicable laws and fully protect the security and privacy of employees' data (for which some of that regulatory framework also applies). Notably, as an organization's payroll becomes global, the complexities of all these factors behind payroll intensify. In a way, global payroll is the ultimate point solution, and there's essentially no way to implement that solution for global payroll until the moment you need one. We got into all that too, and I encourage readers to view this episode of the podcast. It was a pleasure to speak again with Richard, who brought deep expertise to this discussion.
Joining us for this episode of the 3Sixty Insights #HRTechChat is Tom Tonkin, Ph.D., member of our Global Executive Advisory Council. A former colleague of mine, Dr. Tonkin is now CEO of The Conservatory Group, where he and his team "help executives, middle-managers and sales leaders to self-actualize in their roles." Dr. Tonkin's background in technology for the enterprise stretches back many years and includes just shy of two decades at Oracle in a multitude of roles spanning sales, technology enablement, professional services, and more. My conversation with Dr. Tonkin centered on diversity, equity and inclusion. Through his observations, informed partially by his doctoral work, Dr. Tonkin believes several things must happen for DE&I initiatives and ideas to move beyond awareness -- frankly, only the first step of many that must take place. For example, he believes strongly that so-identified historically privileged stakeholders' active, observable empathizing with women's and minorities' struggles in these areas will help to advance DE&I efforts overall. It's a great point. He sees much utility in the role of various affinity-related and other employee resource groups in giving voice and establishing representation for women and minorities in the workplace. The usefulness of these groups, however, while necessary, falls short in advancing the actual equity and inclusion sought. Our discussion eventually landed on the scientifically underpinned idea of neurodiversity. Who are the neurodiverse? They are, mainly, those who place along the spectrum of autism. Our world, Dr. Tonkin explains, is structured around the neurotypical's way of thinking. The vast majority of people are neurotypical. Their minds are considered, for lack of a better term, normal. Real-world experience shows, however, that the neurodiverse have much to contribute to the success of teams. A program at SAP is one example. The problem is that they struggle, because of their deficiencies in social interaction, to get hired. Here is where our discussion segued into the potential for psychometrics and other tools to help organizations make sure the neurodiverse make their way through the recruiting process and get a "fair shot" at joining the organization in order to offer the employer their very particular, valuable skills. The idea is that this ultimately benefits organizational performance. Thinking even further into the future of work, we pondered the possibility that artificial intelligence may one day equip both the neurodiverse and neurotypical with "mental prosthetics" that might greatly help them understand each other and collaborate optimally. Visitors here really do owe it to themselves to watch this especially fascinating episode of the podcast. Along with his work leading The Conservatory Group, Dr. Tonkin is heavily involved in organizations whose missions intersect with these and related ideas. One, SAMI (short for Smart Answers for Modern Issues), bills itself as a "Real Time Crowd-Sourced Solution for Soft Skills. Another, aptly named Diversity Equity Inclusion, provides a "SaaS-driven solution that makes diversity, equity, and inclusion high-tech and easy to understand for any organization or business."
For this, the latest episode of #HRTechChat, our guest is Marc Havercroft, global chief customer officer for SAP SuccessFactors. Marc and I had a conversation a couple weeks ago and were both struck by how much we have in common in terms of our views on HCM. We at 3Sixty Insights speak of abstract and concrete HCM, and how you need both. Marc shares a very intriguing rendition on this, equating the two to operational-related HCM and experience-related HCM -- i.e., the employee experience. And we agree that whether it's abstract and concrete or operational and experience, all of it comes to bear squarely and undeniably on employee sentiment. Our podcast together reiterates these points and continues in this vein. Ultimately, our discussion explores wide-ranging topics related to the principle premise: Organizations that treat HCM as solely operational (i.e., concrete) struggle to see their people as anything but a cost to contain. In contrast, those employers that treat their people as an asset will invest in them and win. Going deeper, organizations should move their workforce out of the cost column and into the asset column -- literally. Old-school financial-minded executives might question the wisdom behind doing so. As Marc puts it, however, and I paraphrase, there comes a point when you can't worry about explaining that the world is round anymore. The world is round anyway. This or the other effort having to do with improving the employee experience may be an abstract idea and may not translate to a financially quantifiable line item any accountant or anyone in finance would recognize. It matters to success anyway. We must begin to take as postulate that the general ledger is not a full view of the health of the organization -- i.e., of its ability to succeed over the short or long term. Employee sentiment matters to an organization's success -- to the bottom and top line. Finance may not see it. They're entitled to their opinions, but not to the final say. I encourage you to click on the video above and view this entire episode. Marc brought much-needed energy, passion and ideas to this very important discussion.
The latest guest on the 3Sixty Insights #HRTechChat is Mitch Zenger, founder of Synctrics and member of our Global Executive Advisory Council (GEAC). Mitch brought to this episode a wealth of wisdom culled from decades of successful, high-profile work in executive coaching and team building. The HCM industry and professions gathered around it speak in depth and widely about the pressing need to get better at producing and interpreting data that enables employers to make better decisions in forming teams that will operate in harmony. To achieve this, there is an urgent need to pull in big data sets produced with modern psychometric models. As if this weren't enough of a challenge to achieve this pressing goal, however, there is a similarly urgent need to completely rethink and drastically streamline organizational data models to give analytics-deriving and -delivering systems the breathing room to play their role. As with so many other things, all the encouraging potential future-of-work scenarios we hear about just won't happen without this. Mitch makes great, provocative points here. If you have an interest in learning more about just how we can transcend some of these limitations that the evolution of enterprise software has thus far left us, click on the video.
Our most recent guest on the 3Sixty Insights #HRTechChat was Dr. Chris Mullen, executive director of The Workforce Institute at UKG. Chris brings an extensive background relevant to the #HRTechChat conversation. Prior to joining what is now UKG, he carried out a leadership role in HR at the University of Chicago and helped to lead employee and faculty recruiting at Colorado State University. For this episode, we delved into why employees' feelings matter. By feelings, we mean employee sentiment. What is the role of human capital management and the technology for it in bringing about and supporting positive employee sentiment. Chris notes that there's plenty of research showing that positive employee sentiment matters to organizational success. And he's right about this. The obstacle many HR professionals run into as they argue for investments in related solutions is that improvements in employee sentiment, the very results that bolster an organization's ability to succeed, do not translate to financially quantifiable line items in a spreadsheet. Leaders on the financial side of the equation struggle to see the value, efforts stagnate, and inertia sets in. My own key takeaway from this conversation with Chris, partially covered in the podcast itself, is the following. One way to get around these seemingly intractable differences in perspectives is to understand that the nuts and bolts of HCM deeply influence employee sentiment too -- and show how these effects are not discrete, but part of the whole of the rationale, both tactical and strategic (i.e., concrete and abstract), for investing in efficient clocking-in technology or efficient, accurate, modern payroll processing software. The result is a toehold that HR can build upon to expand organizational leadership's concept of what constitutes worthwhile investments in the workforce. This is only a small snapshot of the our chat. We covered much ground, and Chris is a wellspring of knowledge and wisdom on these topics.
Joining me for this, the latest episode of the 3Sixty Insights #HRTechChat video podcast, were two guests from iCIMS: Rhea Moss, director of data insights and customer intelligence, and Nicole Tucker, manager of talent acquisition. Together, we delved into the recently published "Class of 2021 Report." Drawing on data from a survey "conducted among 500 U.S. human resource or recruiting professionals, 500 U.S. college seniors, 250 U.K. college seniors, and 250 France college seniors between April 9 and April 23, 2021," iCIMS Insights explored the expectations and hopes that this year's college graduates have for their first professional jobs. In the year that was 2020, industries of most stripes welcomed much discussion -- and took much action -- around bolstering and improving the employee experience. Employers of front-line workers faced their own challenges with hybrid arrangements and the like. Meanwhile, for desk workers, a fog set in as work from home became the norm. We began to equate improvements in the employee experience as necessarily linked to organizations' flexibility in accommodating WFH arrangements. What's interesting is iCIMS' findings around this. Whereas, anecdotally, we may conclude that Millennials and others embraced WFH as helpful to them as they tended to children attending school online or home from closed daycare facilities, the data show that Generation Z (a.k.a. Zoomers) doesn't wish to put up with much of this WFH dynamic. We may infer, from the research, that they want to experience the traditional rites of passage into full-fledged adulthood, and one of those is the opportunity to go to a brick-and-mortar office, make work friends, and experience their careers IRL. It's just one of the many intriguing findings from iCIMS' annual survey research in this area. In the data from iCIMS' latest research are several deep implications for talent acquisition and the onboarding and subsequent employment of young new-hires. Give this episode a listen. Rhea and Nicole bring much insight to this important discussion.
Mike Erlin, co-founder and CEO of AbilityMap and member of the 3Sixty Insights Global Executive Advisory Board, has the esteemed distinction of being the first-ever repeat guest on #HRTechChat. In the previous episode with Mike, we dove into the deep end of psychometrics, which have advanced considerably since the old days of Myers-Briggs (considered for many years now a largely ineffective instrument). In this, the latest episode, we went down the rabbit hole to ponder the future impact of artificial intelligence in hiring and human capital management generally. It's of paramount importance and urgent, we agreed, that humans develop and apply the soundest psychometrics possible to the evaluation and hiring of people, lest AI eventually apply its own and, possibly, prioritize profits and cost containment in ways our imagination can barely fathom. AI-driven criteria for hiring certainly wouldn't necessarily be ethical or value the human purpose in work, but a human-driven psychometrics model just might. And, in veering into these topics, Mike and I talked about whether civilization just might be putting too much faith, proverbially and literally, in AI. Watch the video to catch our full conversation -- and thank you, Mike, for your wise contributions to these conversations.
Jennifer Ravalli was our guest for the latest episode of the 3Sixty Insights #HRTechChat podcast. Following long stints at ADP and, most recently, iCIMS, Jenn joined PandoLogic in September 2020 to head all marketing efforts. Jenn and I met and first spoke at the Spring 2021 HR Technology Conference & Exposition. It's when we delved specifically into PandoLogic's solution, a programmatic job advertising platform with underpinnings in artificial intelligence and available on the iCIMS marketplace. Naturally, this episode of #HRTechChat covers much ground in the areas of AI, the future of work, and more -- among our favorite topics at 3Sixty Insights. (Go here and here for our blogging on these ideas.) Jenn sees AI transforming the roles of recruiting (and sourcing, for that matter). Drawing on lessons learned from the analysis of massive data sets, AI will eventually become just plain better than even the most seasoned, savvy, innovative professionals at certain things in recruiting and sourcing. Some of that will the machine learning part of things -- the repetitive things recruiters would rather not do anyway. But AI will also be better at other things, such as being far more accurate than human intuition when it comes to knowing where the best candidates for an open requisition are likely to be and where they're likely to look. Who exactly these candidates are or should be is another thing AI will get better and better at determining, eventually better than any human ever could be. And AI will make organizations better at producing job descriptions that attract the most qualified, most diverse candidates for the job. In sum, soft skills, skills such as people skills, will grow ever more critical to recruiting professionals' success as their day-to-day work grows to encompass mostly this aspect of their roles. And that's just a small peek into my conversation with Jenn. I encourage you to give this episode a listen.
For this, the latest episode of the 3Sixty Insights #HRTechChat, Core-Mark International Senior Director of Human Resources Ahmad Noordin joined us. Responsible specifically for systems, payroll and people analytics at Core-Mark, Amhad is also a member of our Global Executive Advisory Council. During our chat, he and I discussed the many factors employers must consider when attempting to bring order to critical aspects of human capital management at a geographically dispersed, decentralized organization. A Fortune 250 company, Core-Mark is one such entity, a behind-the-scenes supplier to thousands of convenience stores across North America. When thinking about centralizing certain HCM functions at an organization that services a broad geographic footprint and possesses a commensurate physical presence to accommodate this, Noordin says it's important to understand that balance is critical. Satellite offices bring much to the table in terms of boots-on-the-ground intelligence on what works, and what doesn't. At the same time, the HR department absolutely needs deep visibility into activity such as, for example, compensation planning -- whose UKG module Noordin and his team are presently implementing. And, workforce-related compliance overall must hew centrally lest the organization lose control of it entirely -- and suffer the risk. Our conversation was wide-ranging, and we got quite introspective as to the role and mission of HCM. Be sure to watch the video.
For the latest episode of the 3Sixty Insights #HRTechChat video podcast, my guest was David Barak, chief marketing officer of CloudPay. Through a unified cloud platform, CloudPay provides managed global payroll in more than 130 countries. The company also offers treasury services across this geographic footprint. Here's a sampling of the ideas we covered: Virtually no employer ever really, truly plans for global payroll in advance. At some point, most organizations that get large enough and global enough get to a place where their company-wide payroll is practically unmanageable. This becomes the official outset of a typically three-stage process that eventually gets them to a straightforward scenario wherein their global payroll is under control and working for, not against, them. The journey there is almost always backward. You'll have to watch the video to learn what these stages are. Sure, there are vendors of full-suite software for human capital management who offer a substantial ability to deliver in the grand theater of global payroll. What's intriguing, however, is that global payroll is really a point-solution deployment. The complexity of it just lends itself to this. There is a need for so-called best-of-breed providers because the expertise in it must be deep and ability to deliver, broad. Global payroll is never a technology-only exercise. If the software isn't up to task, yes, insurmountable problems will scuttle efforts. Deploy highly capable technology that is just right for global payroll, however, and the constantly evolving, highly complex regulatory environment remains. This is why employers ready to get their global payroll in order behoove themselves to partner with a provider that has a cadre of subject matter experts on hand to help the user navigate the span of local, regional, and national laws applicable to processing payroll internationally. If global payroll is at all interesting to you or important to your work, then you will definitely enjoy this episode of #HRTechChat. I know that I did. Enjoy the podcast
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