White Papers

Connectivity, Communication and Collaboration Fuel the Next Generation of Workers and Unleash Enterprise Potential

A new wave of workers entering the workforce is more socially connected andtechnology enabled than any previous generation. Described by market research firm Nielsen as “Generation C,” where the C stands for connected, this group bringsnew levels of social engagement, communication and collaboration to the workforce. Gen C workers are also bringing new social expectations to the workplace, requiring organizations to implement social strategies that transform or augment traditional business processes.

Social Recruiting Inside and Out of the Enterprise: 9 Ways Social Recruiting and Collaboration Tools Enhance Recruiting Processes

New technologies are fostering greater social participation and new ways of working, changing how people connect, collaborate, learn and gather information. Social media and collaboration tools – now increasingly used across a range of enterprises – are also altering how organizations attract, recruit and retain talent, as well as how individuals learn about potential employers. Whether it is a passive or active candidate tapping into their network to learn about a company or job, an employee investigating career path opportunities, or individuals connecting with colleagues around the world, social collaboration tools are creating a seismic shift in how work gets done, how information is shared and how businesses produce results.

Put the Power of Knowledge in Employees Hands: The Intersection of Mobile and Learning

Broadening access to information and increasing knowledge is a critical factor for individual development and competitive advantage. In addition to cultivating talent with new skills and capabilities, organizations that support a learning culture can enhance individual job satisfaction and loyalty while demonstrating the commitment to career advancement and personal growth - key factors for retaining top performers.

But creating and supporting a learning culture that gets broad adoption across the workforce means more than developing a program; it also means adapting that program to the tools and channels most favored by today’s knowledge workers.

Discover how mobile tech can empower a learning culture; download Put the Power of Knowledge in Employees’ Hands:The Intersection of Mobile and Learning today!

Make Onboarding a Social Activity

As exciting as starting a job may be for a new hire, there is typically some trepidation. Anxiety associated with new people, different routines and an unfamiliar culture are often part of the first few days or weeks at a new company. Onboarding processes are designed to help new hires get acclimated to the organization, but onboarding has evolved beyond making sure the employee is entered in the HRIS, the workstation is prepared and first-day meetings are scheduled. Successful onboarding goes beyond provisioning and paperwork; it gives employees the confidence, connections and tools they need to succeed right from the start.

Putting HR in the Driver’s Seat of Social Collaboration

Whether it’s using FaceTime to connect with colleagues across the globe, posting a query on Quora or reading reviews on any number of websites, new social media tools offer potential for new and interesting ways to interact, share experiences and compare and contrast workplace events. Social media, new technologies and shifting workforce demographics are changing how work gets done, culminating in a highly collaborative environment where group creativity powers productivity and innovation.

Total Talent Acquisition for Today's Job Market: Managing the Workforce as a Single Entity

Even when it is handled well, talent acquisition is an increasingly costly process in today's job market. Hiring the wrong people or in the wrong positions wastes times, money, and effort. The intense competition for scare talent makes mistakes more damaging - you may not get a second chance to hire the right person. In addition, inept hiring practices not only damage an organization's reputation with other candidates but also may violate regulatory compliance.

Facing a Skills Shortage? Bring Back The Baby Boomers!

Even with unemployment remaining high, many industries and organizations are facing or will face a skills shortage and talent gap. While some industries and geographies are facing serious labor shortages now, its effects are likely to impact more organizations in the future. New entrants into the workforce will not have developed the skills needed to fill the jobs that are available. And, in addition to a skills gap, McKinsey & Company notes that by 2020 there will be an estimated 1.5 million fewer college graduates than needed entering the workforce. With fewer people entering the workforce and a shortage of soft and technical skills, how can organizations find the talent they need for competitive advantage?

Social Collaboration and Human Capital Management: Using New Channels To Optimize Engagement of Talent

Social media websites, initially created to enable individuals to connect with each other or broadcast their opinions, have taken the world by storm. Hundreds of millions of people use these sites and associated tools daily to do everything from post family pictures to challenge repressive political regimes. Now businesses are realizing that they too must harness both the momentum and the energy of this hurricane, for both proactive and defensive reasons. Because so many employees are adept at using social media, it provides a ready-made channel for communication, collaboration, and decision support.

The Mobile Revolution in Talent Management: Enabling an Engaged, Interactive Workforce

Smartphones and tablets began as consumer products, and revolutionary ones at that, giving users new ways to interact with information and each other. Thus, it was only a matter of time until employees insisted not only on bringing their devices to work but on using them in their jobs. That time has come, and mobility is rapidly changing the way businesses operate.

The Business Case for Unified Talent Management: Identifying Benefits and Justifying Investments

To retain skilled talent and attract new recruits, organizations must show clearly that the work these individuals do or will do has value - that it will align with and further the goals of the business. Creating this picture requires cohesive workforce management processes and easy access to information about employees' work and how they are evaluated and rewarded. Our benchmark research on managing performance to motivate talent confirmed that this is important: More than two-thirds of organizations participating in our research said it is very important to them to have a comprehensive view of performance. However, fragmented systems and processes work against developing one.