"Siemens knew the best children's marketers in the world work for Disney, so rather than competing to attract that talent, it decided to partner with [the Burbank, Calif.-based mass-media corporation] instead," says Boudreau, a professor of management and organization at the University of Southern California's Marshall School of Business and the co-author of a forthcoming book titled Lead the Work: Navigating a World Beyond Employment.
The underlying lesson is that "the best talent in the world may not want to work for you in the area you need them to," he says. And, in an economy that is growing ever-more mobile and boundary-less, such partnerships will increasingly be the norm in the year 2020 and beyond -- and will require a significant rethinking of how HR goes about finding the best people.
Human Resource Executive’sTop 100 list of largest companies in 2005 contained the names of 31 female chief HR officers. This year's list shows 49. That's a 58-percent jump, folks, in women sitting at the tops of HR organizations. And that's almost 50 percent of those top 100 HR departments now being led by females. Clearly, the business world has woken up to the fact that talent matters more than gender when it comes to leading the HR function at the major institutions.
Also intriguing are the new and different faces this year from our Most Powerful Women in HR a decade ago. While many from that first list have retired, all have been on the move. In fact, the only two chief human resource officers to make both lists are heading up HR at different companies today -- Mirian Graddick-Weir, executive vice president of human resources for Merck & Co., formerly the HR chief at AT&T; and Kathleen S. (Katy) Barclay, senior vice president of human resources for The Kroger Co., formerly the head of HR for General Motors
Every enterprise vendor talks about making their UX more attractive, especially to Millennial workers.
At HCM World this week in Washington, DC I was pleased to see how Oracle has been leveraging social networks, personal health trackers and other consumer technologies to “digitally transform” the talent management life cycle – in the location, engagement, retention and education of talent.
In a keynote, Chris Leone, Senior Vice President of Development for HCM and in breakouts with analysts, Gretchen Alarcon, in charge of HCM Strategy and Mark Bennett who focuses on Collaboration technologies at Oracle provided details.
They include “work/life” apps focused on reputation management – which provides a clearer picture of how a candidate or employee is viewed by peers and the communities he / she works across enhancing the “social” glimpses LinkedIn and other networks provide.
Another focuses on wellness and competition with peers, leveraging growing “quantified self” data that FitBit, Apple Watch and other personal technology is generating.
More are coming in the “work/life” category including one on “My career development” which allows employees to benchmark themselves against career paths and even their fit for roles in other parts of their enterprises.
Oracle Learning Cloud, highlighted at the event, sources content from both internal and external sources, including YouTube and Massive Open Online Courses (MooCs) and personalizes recommendations.
When I asked Gretchen the risk of leveraging technologies also available to competitors, she pointed out few could match the role of Oracle’s technology infrastructure. That includes its global network of cloud data centers and its investments to support transcoding and bit-rate adaptive video streams which remove latency issues as users publish and consume whether they are on slow 3g cellular or speedier WiFi networks.
The “consumery” vibe for the event was introduced and constantly reinforced by the host, Oracle’s Cara Capretta. She goaded the audience to tweet and had a couple of artists capture the key themes on the “social listening wall” that she projected early and often throughout the event.
In general, these tests ask candidates to agree or disagree with a series of statements intended to gauge hard-to-measure areas such as assertiveness anddependability. The programs use data analyses of the answers to determine when a candidate might shine or struggle in a particular job.
Such tests also help companies scale their hiring. "We want to systematize the hiring process," says Chris Presswood, co-owner of Murray, Kentucky-based Finish Line Car Wash & Detail. The family-owned company, which began using PeopleClues employment tests at the end of 2013, fields about 1,000 applications a year and asks candidates to take the 30-minute online test. Presswood thinks seeing the results helps less experienced hiring managers quickly learn what to look for in a candidate. "We don't want to just hire on a hunch or a good feeling," he says.
One of the most impressive demos during Convergence last week was one during the opening keynote where Julia White, GM for Office, showed a vision of next-gen selling using an opportunity for a 3D printer proposal and presentation.
It was a showcase for CRM, Office365, Skype for Business, Cortana personal assistant, Surface Hub display, Delve, Apple and Microsoft mobile hardware and predictive pipeline analytics from Insidesales.com
Plex Systems gave several analysts a walk through of the simulated shop floor at their HQ. It was nice to see how the facility has evolved since last year even as hand held scanners, light curtains and digital calipers continue to be used.
There are considerably more displays – a Macro one to show various manufacturing steps across locations, and another to show progress within a facility
There are several more mobile devices, wearables and sensors on the floor includin
Ruggedized Google Glass with safety shield
Ring scanner – a Honeywell 8650 Bluetooth version
Beacon from Estimote
Next year, I expect to see Apple Watch and some robotics in addition.
The factory has also shrunk in floor space – a sign of a significant productivity improvement!
Metlife has been piloting insurance kiosks at Walmarts in a few states
“The initial screen requires the user to select from three options based on whom they are buying coverage for – themselves, a family member or as a gift. The next screen offers policies for four age groups – 18-44, 45-54, 55-59 and 60-65. Once the user selects the appropriate age group, the following screen presents two coverage amount options. Based on their inputs, the system notifies the user of the annual rate for their term policy and which color policy package to grab from the kiosk display.
The user then locates their designated colored box on the kiosk display, which contains a prepaid $5 card for the policy amount, and scans it at the store checkout. Once paid, the individual must call the firm to answer six health questions, with no medical exam required. If approved, individuals can activate the term life policy for a full year. Those who don't qualify can get a refund at Walmart."
Take well-known U.S. universities such as Carnegie Mellon and Purdue. In each case, LinkedIn has data on the career paths of more than 60,000 graduates. That’s a data set big enough to allow for some fascinating fine-grained distinctions. Type in MIT, and you quickly learn that graduates are unusually likely to land jobs at Google, IBM, and Oracle. Plug in Purdue, and employers such as Lilly, Cummins, and Boeing predominate.
Such information is a gold mine for high-school juniors and seniors, says Purvi Modi, a college advisor in Cupertino, California, since most high-school students have only a hazy idea of what careers are out there. By using LinkedIn’s tool, students interested in specialties such as solar energy, screenwriting, or making medical devices can pinpoint schools with the best track records of sending graduates into those fields. Modi, who advises about 300 students a year, says about 40 percent of them now cruise through this part of LinkedIn’s database, known as University Pages, to get insights. That’s impressive, given that the data-combing service has been fully available only since August 2013.
"Brett Doar tried architecture, drove buses, and edited films before carving out a career designing absurdly intricate Rube Goldberg machines. His latest project: a kinetic sculpture made of toys and household objects to advertise GoldieBlox, a construction set for girls"