When it comes to HR trends and best practices, we know there's an excess of information. HR is a broad function, and even talent management serves multiple priorities and initiatives. It can be difficult to know where to start when budgeting your time and resources.
Not to worry.
We’ve taken a second look at 10 key trends affecting HR in 2016, and we’ve narrowed the list down to three major initiatives to kickstart your efforts to future-proof your talent management strategy.
1. Empower Your Recruiters to Focus on Recruiting
Over the past few years, we’ve asked recruiters to take on a lot. In addition to sourcing highly qualified candidates, we’ve asked them to own and manage employer branding, overhaul candidate experiences, and to accomplish all of these tasks as quickly as possible.
All these disparate elements are important to your recruiting strategy, but in order to maximize the value of your actual recruiters, you need to empower them to get back to actually recruiting.
That is, identifying highly qualified candidates and influencing them to engage with your company and positions.
The best way to help your recruiters is to equip them with a powerful next-generation applicant tracking system (ATS).
The traditional ATS only exists to help recruiting professionals manage the influx of new applicants that come with each new position. This means your recruiters are missing an valuable candidate source: your existing database.
With a next-generation ATS, recruiters aren’t doomed to start each new search from scratch. Instead, they get segmented talent pools of previous applicants, internal resources, and active new applicants from which to build a list of possible matches based upon any number of filters.
If you want to supercharge your recruiting efforts and build a stronger workforce, evaluate whether your current recruiting technology is really helping recruiters excel at their jobs—and consider making a switch.
2. Tweak Your Review Process to Better Serve Your Employees
We’re deep into the dreaded performance review season, and we seem to hear the same complaints from managers every year about the process:
- “It takes too long to complete these evaluations.”
- “I can’t remember everything this employee did all year – I don’t think a lot of my feedback is even relevant to their current work.”
- “There has to be a better way.”
Head’s up, managers: your employees feel the exact same way about regimented, annual feedback sessions. The issues with performance reviews are not in the actual need for feedback, which is something every individual craves, but rather in the way that feedback is constructed.
Feedback should be frequent and delivered with specific goals and wins in mind, not just annually in a way that can’t be tangibly measured.
This type of performance management isn’t actually helping drive better performance at all. It's important to remember that performance feedback should also not be limited to your executives and managers. The always-on performance model should include personalized feedback from peers as well as managers to ensure that development opportunities are well rounded and actionable.
Building and executing an always-on performance strategy requires the right technology that allows you to deliver this continuous feedback. Make sure you have the right tools to empower both your managers and employees with the right feedback at the right time.
3. Drive Innovation with Your Inclusion Practices
Diversity and innovation are current hot-button topics across industries, but as HR pros know, you can't focus solely on the diversity count. You have to make inclusion count for your organization.
Simply ensuring diversity compliance isn’t enough to help drive organizational success. The most proactive and successful talent management professionals are focusing instead on how to use inclusion programming to drive innovation.
Create a workplace where diverse teams can thrive with training from D&I experts at Affirmity.
Multiple voices lead to new ideas, new services, and new products, and they encourage out-of-the-box thinking. Leaders must empower their workforce to support growth and inclusion initiatives.
Sharing success statistics, aligning business goals and individual goals, and building in training initiatives around natural biases and impediments to diversity and inclusion success will always reinforce and accelerate initiatives.
Inclusion and diversity efforts must become part of your organization’s DNA. Your company’s leadership should be a partner to HR, not only in supporting and communicating about the importance of inclusion, but in fostering a new set of leaders that value diversity as well.