Top Employers Institute

The podcast focuses on how new, innovative, HR/talent related insights and strategies will drive better business performance, raise the level of excellence of the worldwide human resource management profession.
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Now displaying: Category: Business, HR, Talent, Talent Management, Human Resources, Careers, Measurement
Jan 3, 2018

Miguel Premoli, Vice President of Talent Management for PepsiCo Europe and Sub Saharan Africa, which is their largest international division with operations in 40 countries, with more than 80 manufacturing sites, 46,000 employees, and revenues of $12 billion.


He shares how HR can adapt to an increasingly connected world, and how organizations can leverage both technology and entrepreneurs to drive innovation.


Read the full show notes and find more insights at





Production & Development for Top Employers Institute’s Talent is Transforming by Podcast Masters

Dec 13, 2017

Today we are excited to share Valerie Gervais’ insights. She is the Senior Vice President of Human Resources with Saint-Gobain, one of the world's largest building materials companies. The company was founded in 1665 and, today, they have over 170,000 employees in 67 countries, with eight research and development centers worldwide.


Saint-Gobain makes innovative materials to solve some of the world’s biggest challenges, in terms of sustainability and people's comfort and well-being, and as Valerie shared, “We're trying to do the same things with our employees.”


Read the full show notes and find more insights at





Production & Development for Top Employers Institute’s Talent is Transforming podcast series by Podcast Masters

Nov 15, 2017

Only about 13 percent of U.S. workers are passionate about the work that they do, across all industries, locations, and ages – not only is this number remarkably low, but it’s hurting our businesses.


John Hagel is the Founder and co-chairman of Center for the Edge, Deloitte’s Silicon Valley-based research center. He's also an author of the well-respected and well-read research report, “If you love them, set them free: Why building the workforce you need for tomorrow means giving them wings to fly today.”


We discuss the findings of this report, what it means to be passionate about your work, and how it plays a role in the economic impact of a business.


Read the full show notes and find more insights at




Nov 7, 2017

Wouter Hol is the Senior HR Director at adidas Group Amsterdam, a certified Top Employer organization. You’re probably familiar with adidas products, but you may not be familiar with the organization: they have a massive 55,000 employees worldwide, and they’re in the midst of a leadership transition that is transforming how the organization attracts talent and engages employees.

A big part of this transition is reducing the traditional, hierarchical structure of HR and leadership through initiatives that increase understanding and empower employees, and in this episode Wouter highlights three of adidas Group’s most successful initiatives.


Read the full show notes and find more insights at




Oct 23, 2017

CEB, now Gartner’s, research shows that the median time to fill a position increased a staggering 30 business days between 2010 and 2017 – and that costs money.


Thomas Handcock is the Global HR practice leader for CEB, now Gartner, the world's leading research and advisory company. Thomas works with chief human resources officers, heads of recruiting, and heads of HRIS to navigate through and adapt to the challenges and the opportunities in today's fast-changing, volatile, and increasingly digital business environment.

We sat down with Thomas to discuss why there are such significant talent shortages, how talent shortages are affecting businesses, and how your business can better compete for top talent in the digital age.


Read the full show notes and find more insights at




Oct 4, 2017

Mervyn Dinnen is a globally-respected HR and talent analyst who advises business leaders around the world on emerging trends impacting hiring, retention, engagement, and talent. He has spent over 20 years helping organizations craft and implement winning recruitment and retention strategies.


We discuss his book, Exceptional Talent: How to Attract, Acquire and Retain the Very Best Employees, and the emergence of what he dubs the New Talent Journey.





Sep 20, 2017

Rob Kelley is the Co-Founder and CEO of Ongig, an #HRtech platform that helps organizations around the world create a consistent and engaging visual experience for candidates who click over from Google, Glass Door, Indeed, and LinkedIn.

Ongig’s mission is to transform job descriptions into advertising vehicles. They believe every job is a million dollar transaction, and should be treated like a Super Bowl ad, to attract the best talent out there.


You will learn:

  • Why talent acquisition is a sales and marketing role, not HR.
  • What the big trends are in Applicant Tracking Systems
  • Google’s three new pieces of tech that may change job search



Sep 5, 2017

In this episode of Talent is Transforming, Dave Nast, managing partner with Nast Partners, discusses how retention drives the health of your business, and shares how you can keep employees happy and engaged.


Dave is a three-time CEO and an award-winning business coach with over 25 years of experience in executive coaching, leadership development, change management, career coaching, executive search, talent acquisition, and human capital management.





Jun 27, 2017

How do you build a business culture that supports people, succeeds financially, and lasts for decades?


Today we’re exploring how CGI – a leading IT and business process services provider – established a culture more than 40 years ago that still appeals to younger generations and helps CGI adapt over time.


Bernard Labelle is Senior Vice-President of Global HR at CGI. He shares insight and examples showing how CGI was founded on belief in its people, how it balances the needs of its professionals, clients and shareholders, and why ethics and respect for diversity matter just as much today as they did to CGI’s founders in 1976.


You will discover:

  • Why CGI’s 40-plus year-old culture is still appealing to young talent
  • Why CGI has members, not employees
  • How CGI has stayed focused on people and how this has helped fuel its growth for over 40 years



Jun 1, 2017

“Millennials are tech savvy.  Gen Z’s are tech native.” -Shaara Roman

If your organization is still trying to engage millennials, unsuccessfully, then you are behind the curve. Millennials have been in the workforce for over 15 years and now Gen Z is knocking at the door.

In the U.S. alone, there are 70 million Gen Z’s -- about 25% of the population entering the workforce over the next 15 years, and it starts this Spring when the first class of Gen Z’s graduate from college. 

Shaara Roman, Founder and Managing Partner of The Silverene Group, joins us today to share what leaders can expect from Gen Z’s and teach you how to leverage their talents and digital brilliance to drive success.



May 10, 2017

Are you prepared to show your best self during an interview?

The interview (in-person and otherwise) is still the most important part of the hiring process, but people often stress themselves out and overcomplicate the process (even people in senior leadership positions).   

Because CEOs around the world turn to Louis Montgomery for his expertise when they’re choosing CHROs, CROs, and others to join their executive teams, we asked him to return to the show and simplify the interview process, for both organizations and candidates.


You’ll discover…

  • What makes a good, humanized, insightful interview in today’s world
  • How we use technologies in the interview process
  • How both organizations and candidates can put their best foot forward and prepare for interviews, both in-person and digital




Production & Development for Top Employers Institute’s Talent is Transforming by Podcast Masters

Apr 26, 2017

Do you want to help develop strategic, long-term, and sustainable strategies for recruitment?

Then you need to join the conversation, and we’re here to show you how.

Today’s guest, Sjoerd Gehring, is the Global VP of Talent Acquisition and Millennial Employee Resource Group leader at Johnson & Johnson. He oversees the company's global recruiting activities (approximately 25,000 hires annually), leads J&J’s talent innovation lab, is a fierce supporter of HR technologies, and is responsible for spearheading J&J’s consumer-centric approach to recruiting.


Sjoerd and J&J are truly reinventing recruiting efforts on a global basis – and he wants you to be a part of it.




Production & Development for Talent is Transforming by Podcast Masters

Apr 12, 2017

Is your culture hurting your bottom line?

Historically, companies invest a lot of time and effort on business strategy, but not culture strategy… but ignoring your culture is probably hurting your bottom line.

Fan favorite guest Laurie Colasanti, DHL Express America's Vice President of Human Resources, is back to share…

  • How strategic culture directly correlates to the bottom line.
  • Why the culture is so important to everyone at the company (from CEO to new hires).
  • How they implement new culture training.




Production & Development for Talent is Transforming by Podcast Masters

Mar 30, 2017

Does bias influence your decisions in the workplace?

If you don’t think bias affects your people and talent decisions, then it almost certainly is. We incorporate unconscious bias in everything we do, and not addressing our implicit biases can negatively impact our businesses and organizations.

Our guest, Dr. Lauren Aguilar, is one of the world’s foremost scientific experts on diversity and inclusion (D&I), and specializes in translating the science of diversity into actionable strategies. She is a diversity and inclusion partner with Forshay, a consulting firm that designs and implements comprehensive organizational D&I strategy(s) informed by scientific research and evidence-based practices.


You will learn...

  • How to address the reality of unconscious bias.
  • How bias negatively impacts people and talent decisions.
  • How strategy, structure, and consistency can minimize unconscious bias.




Production & Development for Talent is Transforming by Podcast Masters

Mar 15, 2017

Do you know what CEOs are truly looking for from their HR teams today?

Today’s HR and Talent professionals need to become productivity experts.

Josh Bersin is the Principal and Founder of Bersin by Deloitte, Deloitte Consulting LLP, a leading provider of research-based information, benchmarking, professional development, and advisory consulting services for strategic HR, talent management, leadership development, recruiting, and training organizations.  

More than 60% of the Fortune 100 leverage his insight on an annual basis. Today he’s offering you his insight on…

  • People and talent predictions for 2017.
  • How talent, business, and HR align in today’s business environment.
  • The role data and technology will continue to play in the transformation of HR.



Feb 28, 2017

Are you prepared to adapt in the war for talent?

There's been a seismic shift in the war for talent. The shift is a reaction to years of restructuring and cutting back benefits (including pensions and healthcare). These changes affect everyone, but they affect Millennials the most.


Today’s guest, Jennifer Boulanger, is an expert talent acquisition specialist and sourcing strategist with over 18 years of experience. In this episode, you will learn...

  • Why millennials behave differently in the workforce (and how your business can adapt).
  • How to build a recruitment model that scales.
  • How to recruit like a marketer.



Production & Development for Talent is Transforming by Podcast Masters

Feb 22, 2017

Behind the Scenes: Dow’s Onboarding Strategy

When we think of onboarding plans, we often envision a checklist of steps to support a new hire as he/she begins their new role. But we’re seeing more and more companies ditching their checklists and tweaking their onboarding strategies to focus more on making an employee feel truly integrated into their new workplace. It’s a mind shift that directly correlates to better retention.

Talent is Transforming recently spoke with Tammy Sherman, Dow’s North America Talent Acquisition Leader, for a podcast about the company’s StartGreat program and how it tracks success and uses data to keep its talent engaged and aligned with business goals.

New approaches to onboarding

Tammy says Dow, which delivers a broad range of technology-based products and solutions to customers all over the world, has a long history of onboarding new hires quickly and successfully, but always looks for ways to improve and found one in the integration piece of their onboarding program(s).

“How do we get them up to speed very quickly so they not only feel like a valued member of the organization, but they also get support from the people around them and can produce more quickly,” Tammy told us.

The company’s StartGreat program was crafted as an answer to that question. It first eliminated the standard hiring and onboarding checklists and leveraged technology to automate emails to people involved in the recruiting and hiring process. So a hiring manager may get a note that says, “Now it’s time to review goals with your new employee and explain the process to them.”

Dow’s new hires also get paired with an integration coach, who guides them through the ins and outs of working at Dow. The integration coach is usually a colleague who has requested advanced training on how to help employees feel like they’re part of a team.

The StartGreat program also involved bringing together all the technologies within HR like payroll and benefits. That way the process of setting up how the new hire was going to be paid is now part of that onboarding process.

Is this working?

Tammy says Dow conducts routine surveys to get feedback from employees on how things are going. The first survey comes 30 days in, asking new hires to provide feedback on the onboarding process.

The 6-month survey is a little more critical with questions about whether that new employee feels integrated into the organization, has their new manager talked about their professional goals, and how often they’ve met with their integration coach.

Tammy says the most recent survey resulted in a 4.2 out of 5, which the team was pleased with but because she and her team always strive for ways to increase engagement, realizes there’s room to improve.

How data helps with the war for talent

Tammy says one of the challenges of using tools or solutions in talent acquisition is that they’re always changing. She leans on the company’s digital team for guidance and is also a fan of simple, free tools like state labor data.

“When comparing strategic staffing plans and looking at what the businesses need, [state data] should be a go-to,” she says.

Dow relies heavily on its own survey data, as well as “time to fill” and “time to onboard” metrics, to align its strategic HR programs with its business objectives. That data is collected monthly and shared with HR and hiring managers. The company also conducts surveys on how well its recruiting teams are doing in the eyes of hiring managers, asking questions like, “How well did the recruiter explain the hiring process to you?”

That kind of survey allows the company to continuously look for gaps in its hiring process. Tammy says the company is scoring a 4 out of 5 on a quarterly basis.

Three action items for HR leaders

  1. Tammy says don’t be afraid to get creative, do things differently and push yourself.

“We had many people tell us the StartGreat program was just too complicated,” she says. Now, due to its success and ease of use, “We’re looking to implement it more widely.”

  1. She also recommends that companies elevate the integration piece of their onboarding plans. Poor integration practices directly impact retention -- and integration should come in early in the onboarding process.
  2. As soon as someone is hired at Dow, they get an email with a welcome video from the CEO. And just a couple days later, the hiring manager gets an email reminding them to call the new hire to welcome them to the team.

“It sounds simple, but we’re all humans, we all want personal relationships. This helps build that way before they even start,” she adds.

Jan 30, 2017

4 Strategies for How Startups Should Tackle Talent Acquisition


One thing that startups have little to spare is money, so making sure new hires are happy enough to stay, thrive and be innovative is a major investment.


Talent is Transforming recently spoke to experts at two startups about best practices for talent acquisition and overall human resources. Emily Markmann, vice president of people at WeddingWire, and Warren White, director of human resources at Citelighter, gave us their four amazing pieces of advice for making sure startups are putting useful people strategies in place.


  1. Use data to elevate the role of HR


Emily says some of the most important people decisions should involve data. Being able to present certain data-driven trends to a startup’s leadership team goes a long way in terms of being to show a picture of where the company’s talent pool is and where it’s going.


Some of the first steps for a company in collecting data could be as simple as creating a spreadsheet of where its talent is and different roles in the company to using software like Tableau to view data on graphs. Emily says being able to analyze that data can help HR predict the future. For example, are employees only staying two years? What roles have the shortest retention rates?  “It can elevate the role of HR very quickly when you’re talking to your financial folks and high-level executives,” Emily tells us.


  1. Start an HR strategy sooner rather than later


Warren says as a startup expands, it’s important to start developing an HR strategy that can be executed by a designated leader within the company. One of the mistakes a lot of startups make in that regard is they wait a little too long to start really focusing on talent, says Warren.


The value of an organization, aside from its innovation, is its people. The wrong people strategy or an absent people strategy can be a huge detriment and expense for the company. “Startups can’t afford to make a lot of people mistakes because people are expensive,” he adds.


  1. Engagement is the voice of the employee


Emily says measuring and monitoring employee engagement drives productivity and the bottom line. Through “voice of the employee” surveys, a company can drive engagement numbers and quantify engagement period over period. “It’s extremely fun to watch and be able to see the impact period over period when you take specific targeted programs that are identified through the voice of the employee and being able to strategically map out programs,” she says.


A strong employee engagement survey includes a few key components: Share employee survey results with the entire team so that it encourages even more feedback. A good survey program is also an opportunity for the company to share its priorities.


  1. Great people feed the talent ecosystem


Great people make great companies, says Emily. There’s a talent ecosystem at work every day where everything feeds itself. In other words, talent acquisition builds great talent in the organization. You have to cultivate that talent, engage that talent and it all feeds itself, says Emily.


To go even further, Warren says startups should create and foster an environment that allows its people to perform at their maximum ability, he says. That means having the resources to do their jobs, along with the peace of mind of knowing they have benefits in place and predictable paychecks. Not having to focus on those things really allows employees to perform their best.


Want to hear more about how startups can approach their HR strategy? Listen to the entire Talent is Transforming podcast. 

Jan 3, 2017

In sports, it’s all about the best players and coaches. Sound familiar? Businesses of all sizes are also heavily reliant on finding and keeping the best talent to succeed. So why don’t we take more lessons from professional sports teams on how they recruit and retain the top players?

Talent is Transforming recently spoke to Louis Montgomery, who leads Korn Ferry’s executive search practice for the mid-Atlantic and southern regions. He’s been outspoken on the valuable lessons we can take from sports.

“Successful sports teams and successful organizations have many things in common,” Louis tells us. “But the most important thing is that they really focus on getting and developing the best talent.”

Louis, who’s a two-time Talent is Transforming guest, gave us three tips on thinking more like a sports team when it comes to developing a talent management strategy. 

  1. Have a well thought-out talent acquisition process.

Football teams have about 300 professional football players to choose from and teams are limited by their own record in terms of getting access to those players. The better teams tend to have some of the most developed acquisition processes in place. Louis says you can be a 13-person firm or a 100,000-person firm, but ultimately you’re only going to be as good as the people you bring into the organization. “You need to have some real clarity around what you need and want to do from a talent acquisition standpoint,” he says.

  1. Have an assessment process to determine the star players.

Performance is one thing, potential is another, says Louis. Have a way to determine who are the people you should be making more investments in to help them get better. Those are going to be the people who lead your organization in the future. Identify your organization’s “diamonds”—the people who have more potential than you can actually see. Figure out the “blockers”—those who tend to stay put in positions that are really stepping stones to other roles within the organization. “Make sure you know what you need for the various kinds of positions and you get people in the right kinds of roles,” Louis told us.

  1. Have a plan around succession and development.

A brand new organization may not be thinking about succession, but they should, Louis told us. In fact, companies at all stages should be thinking about their company’s next generation of leadership. Use data to help—do talent reviews more regularly, study the types of traits needed in certain positions and invest in developing current employees for future positions within the organization. “We continue to talk about a war for talent, but it can be won if you have an effective talent management strategy,” Louis says. “If you don’t, you’re doomed to mediocrity.”   

Louis had much more insight during our chat, so click to hear the rest of our conversation on the Talent is Transforming podcast.  

Dec 14, 2016

One Company’s Secret to Employee Happiness

We know from research that having a company’s executive leadership team involved in all aspects of HR and people programs makes for happy employees who stay longer. But how are companies finding creative ways for their executives to do just that?

We recently spoke with Kathy Klein, director of human resources at Top Employer certified BSH Home Appliances, for the Talent is Transforming podcast. If you know Thermador and Bosch appliances, then you know BSH Home Appliances – the largest home appliance manufacturer in Europe and the third largest in the world.

Kathy shared with us the global company’s onboarding practices and how executive leadership welcomes new talent. (Spoiler alert: It involves good food.) Kathy also filled us in on BSH’s leadership programs and the fun way the company keeps its employees healthy.

“Proper onboarding is as important for the impression made on the employee as the first interview,” Kathy told us.

One onboarding example she shared is that as soon as an employee is hired, BSH sends an electronic file with benefit information rather than mailing a bundle of papers. The employee can then review and sign the information electronically, making the process more professional, faster, better for the environment and less expensive for the company, says Kathy.

Anyone who’s started a new job understands how overwhelming those first few weeks can be. And making long-term decisions about health care and retirement plans can be daunting. Kathy says BSH checks in with employees six weeks after their start date about a number of items and to make sure the new employee feels that they have made the right decisions about their benefits.

Then at 90 days, the HR team does another follow-up to discuss whether the employee is happy and what can be improved in the onboarding process. “[We do this] so over the next 90 days, they start to feel like a veteran of the company,” says Kathy.

The company also started connecting new hires with executive leadership over lunch in the company’s product showroom. This practice gives new team members the chance to meet with leadership in an intimate setting over food. “Not only do they get to see a beautiful showroom, they get to sit down and share a meal together,” Kathy adds.

BSH employees are not always sitting though. The company started offering adjustable desks for sitting or standing which has become quite popular. Kathy says so far employees are feeling better and engaging in more casual conversations. And it turns out that stand-up meetings are proving to be more efficient.

To hear Kathy’s perspective on leadership development and how Top Employers’ certification has affected BSH, listen to the entire Talent is Transforming podcast.  In addition, be sure to download our global HR Insights reports for additional best practices and case studies: click here.

And remember…Develop. Always.

Dec 7, 2016

Why Talent Acquisition Needs To Get More Chatty


 “More than 80% of today’s shoppers conduct online research before making a purchase. Just like a sophisticated consumer, candidates are researching your company to help them decide whether they will apply or accept a job with your organization.” ~ Proactive Talent Strategies

 The “you have to reach people where they are” mantra has been around for decades. But what exactly does that mean for candidate attraction efforts in today’s war for talent?

 We recently spoke to Ed Barrientos, CEO of Brazen, an #HRtech software company, for the Talent is Transforming podcast. We wanted to identify how companies engage with prospective talent by leveraging technology and today’s preferred communication style -- texting. Brazen found a way to engage with the next-generation workforce that could completely change talent acquisition.


“Employers are 2X more likely to capture candidate interest via online chat over online applications.” ~ Brazen

 Brazen, founded by two Millennials and a Gen Xer, built a platform that uses text-based chat to engage with prospective and current employees. “Think about how Millennials communicate,” Ed shared. “They text, they chat, they’re online all the time and it’s all text based. Why fight that trend, why not embrace it and find a way to connect employers with candidates with some form of chat.”

 So why does text-based engagement work? Ed says companies need to get back to the basics of engagement, which means human interaction. Engagement used to happen over the phone but that model isn’t scalable anymore. Text-based chat solutions allow companies to engage with several candidates at the same time. And they’re not necessarily chatting with a recruiter but with current employees in roles that the candidate is interested in. So an engineering candidate will text chat with a member of the engineering team about their projects and experience working at the company.

 Ed says this is particularly powerful with “passive” candidates, who are already in jobs and not actively looking to make a change.

 “Nearly 90 percent of a company’s pool of candidates are passive. Being able to attract and engage those individuals is a lot tougher than just sending them an email and asking them to call you,” he says.

Another notable shift in talent acquisition has been from “everybody wants to work for us and we’re here to filter out the bad and pick the good” to using more of a marketing approach to engaging with candidates. Ed says a great example of this is GE’s “Owen” commercials, which creatively attempt to change the stereotype of GE as just an industrial company. “This is using a marketing approach and technique to communicate and engage with candidates at scale,” says Ed.


The marketing “call to action” is also changing talent acquisition. Calls to action are used in marketing to get people to take the next step, like buying their product or clicking a link to get more information.

 In recruiting, the call to action has always been the singular “apply now.” The majority of candidates avoid it because of the long process of applying and then potentially being rejected. The new call to action for recruiters should be “come chat with us.” Companies are scheduling chat events with internal teams who can tell candidates about the projects they’re working on.

 “If you’re paying to reach individuals, why not take advantage of a higher percentage of people engaging with you. It may not be immediate hires, but now you have them in the pipeline.”  Ed Barrientos, Brazen


Want to hear more about how talent acquisition is changing? Listen to the rest of the Talent is Transforming podcast. (insert hype

Dec 1, 2016

Why The Boss Is Becoming The Coach


Performance management is evolving to a more collaborative, open dialogue between managers and employees


Business cultures are evolving as organizations become flatter and more agile to align talent with business goals and strategies. And these changes are forcing many HR functions to change with them.


One of the most dramatic changes we are seeing is in the area of performance management. Gone are the days of annual reviews and other formal, passive methods for measuring employee performance.


By some estimates, more than 1/3 of U.S. companies - from Silicon Valley to New York - and in offices across the world, organizations are replacing annual reviews with frequent, informal check-ins between managers and employees.

~ Peter Cappelli & Anna Tavis, Harvard Business Review


Managers are transitioning into coaches and employees are rejecting forced rankings, revealed Top Employers Institute’s recent Performance Management HR Insights Report.


Traditional annual review programs are backward-focused, holding people accountable for past behavior, versus focusing on improving current performance and priming talent for future leadership roles. 

Traditional performance review programs also leave employees with little control and input. So it’s no surprise leading-edge organizations across all industry sectors are favoring a more responsive and progressive approach. One that goes beyond the once or twice-yearly “check-in” and favors collaborative dialog and feedback. Goals are flexible, more agile, and embedded in the day-to-day operations of a person’s given job function.


Many companies, such as Microsoft (see our case study), Deloitte, GE, the Gap, and Adobe Systems, have shifted from annual reviews to programs that support coaching for development, with a greater emphasis on teams, versus the individual.


A manager’s ability to provide timely, honest and constructive feedback is a skill in and of itself and should be part of the leadership culture from the beginning. People want managers who:

  1. regularly engage with them about their work and progress, and
  2. routinely share how their performance is evaluated.


The good news is that organizations are ensuring managers can fulfill this new role as coach. Among Top Employer certified organizations, managers are routinely instructed and trained to provide their teams with open and constructive feedback on an on-going basis. Our study shows that it’s as high as 93 percent among #TopEmployer certified organizations.

The idea of coaching is in direct response to employees not wanting to be ranked in their organizations. Ranking encourages competition over collaboration. Companies are realizing this and changing their practices.

We saw a great example of this from Microsoft, which completely overhauled its performance and development program by removing all ratings and moving to a conversation-based approach. (Read the case study on Pg. 14 of our HR Insights Report)

Nov 9, 2016

The Business Case for On-boarding


In less than 5 minutes, listen to this special edition of the Talent is Transforming podcast to learn more about key global trends in on-boarding -- and read the research: click here


“Approximately 70% of new hires decide whether to stay or leave an organization within the first six months of joining”

Human Capital Institute


Insert link to podcast HERE


Over the years, on-boarding has been viewed by some as merely a way to introduce new employees to a team and ensure important tax and health care paperwork were completed.


Recently, however, on-boarding has seen a surge in focus among leaders as research identifies it as one of the most effective ways to address engagement and retention challenges and ensure a smooth and welcoming transition for new hires.


With almost 25 percent of staff turnovers occurring within the first 45 days of employment, there’s a real business case to be made for effective on-boarding programs since the cost of losing an employee within the first year adds up quickly -- often equating to 150 percent or more of an employee’s salary.


Based on the business case and numerous indirect team benefits resulting from updated and more effective on-boarding programs, companies are no longer waiting until the first day of employment to start bringing new hires into the fold.


At leading-edge companies, the on-boarding process begins as soon as an offer is accepted. Some effective practices include sending a welcome box with goodies, or providing access to online portals for new hires to access information on the company’s values, history, key corporate information, and pre-boarding tasks (DHL case study).


These online portals replicate the function of social media platforms with content that can be liked, shared, and recommended. We’re seeing videos, blog posts, and games being used in various on-boarding portals.


We’re also seeing more and more companies assigning a “buddy” to each new employee -- someone who can provide advice, guidance, and encouragement to help new employees settle-in, while senior management actively introduces new hires to the business purpose and legacy. In fact, 66 percent of Top Employer certified companies assign a buddy to new hires and about half assign a mentor – a trend that’s continuing to increase in popularity.


“We expect the importance of mentors to be recognized more in the near future as the use of mentors is something that millennials, in particular, see as both an engaging way to welcome them to the company and an effort immediately impacts their leadership development needs.”

David Plink, CEO Top Employers Institute




The active measurement of on-boarding’s effectiveness is also a growing trend. Leadership is following the progress of employees throughout on-boarding and looking at areas of improvement in the actual process.


Our study found that 83 percent of companies consistently have meetings with new employees at the end of their probationary period and 74 percent are asking employees to evaluate their own on-boarding experience against expectations.


Companies are also collecting qualitative feedback at regular intervals from new hires and managers via online platforms, allowing the company early insight into any potential challenges during the settling-in period.


To hear additional ways in which you can affect engagement via your on-boarding practices, listen to this special 5 minute episode of the Talent is Transforming podcast for key trends and download the full report for additional case studies. Develop. Always.




Oct 28, 2016

The Change Mentality and Why Leaders Need To Embrace It
What’s the next frontier in Human Capital Management? How about leveraging an Uber-type software platform to recruit the right people at the right time? Or using analytics to show how someone’s unrelated background can actually translate and fulfill your organization’s employment needs.
Business leaders need to embrace this type of people-focused innovation and use data in new and unique ways to identify and engage the right talent at the right time to ultimately drive business performance.
Aneesh Chopra was the U.S. Government’s first chief technology officer and is now focused on helping health care organizations use data to increase efficiency. Aneesh recently with me about innovation, culture, and how data plays a role in acquiring and engaging top talent.
He stressed that while technology and innovation can play an important role in health care and other industries, organizations need leaders who truly embrace the new world and lead their teams on new paths.
“It’s obvious when leadership is just squeezing the last [bit] of lemon juice out of the lemon because the model they’ve been accustomed to for so many years had worked,” he said. “They’re just not that committed to change, even though they’re saying it just to get by the next couple of years.”
A great case study of a leader pushing change is Trinity Health’s new CEO, who had previously run the Center for Medicare-Medicaid Innovation.
He arrived three years ago, pushing for Trinity to function as a people-centered health care system as opposed to having a doctor or hospital focus.
How did that translate? He:
• Encouraged new processes for finding the right talent
• Established a startup mentality modeled after Silicon Valley technology companies
• Made line managers accountable for their business units and encouraged to run them as startups
• Encourage innovation by awarding funding to groups within Trinity to try new ideas.
“Having a leader come in and, over the course of several years, put that marker in the ground and back it up with these [innovative] processes and training and recruitment is absolutely critical [for growth],” said Aneesh.
If the global economy matched talent with opportunity at a more accurate clip, it would get a $2.7 trillion boost, said Aneesh, citing a recent McKinsey study.
The global economy is moving in a direction where we can clearly match talent with opportunity, much in the same way that we can use a platform like Uber to recruit a driver. But it should be taken a step further by using analytics to match skills, not necessarily past job titles, with a company’s current needs.
“So you can find that military veteran who had phenomenal experience managing complex projects and bring them in with training to lead some of the more sophisticated IT projects that are in desperate need of project management,” Aneesh said. “Being able to find talent in new and clever ways and put them to work in an organization is the next frontier in HR/Talent.”
Another data source to help business leaders break into the next wave is standards. When there’s so much disruption going on in every industry, especially digital disruption, the HR function should have benchmarks to know if they’re keeping up or falling behind, said Aneesh.
“Certification models can help ensure an organization is moving forward and has enough feedback loops to determine whether they need to course correct,” said Aneesh. “In this era of digital disruption, change is about every sector of the economy, not just the high-tech sector.”

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