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WHY IT MATTERS: Digital Transformation
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Curated by
Farid Mheir
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![The Evolution of the Recruitment Consultant [Infographic] | WHY IT MATTERS: Digital Transformation | Scoop.it](https://img.scoop.it/Y0ZOrWvihjZKXOz7Yhdc__BmLys6hX2ydzAVDqN3660=)
Infographic: Over the last four decades, the recruiter has transformed from a pompous, sales-driven corporate into a more social, relationship-focused cyber sleuth.
Farid Mheir's insight:
Cartoonish as infographics often are, yet provides insight into the evolution that recruitment has gone through over the past 4 decades. The focus is the change on the day-to-day activities of the recruitment professional. The digital transformation also has impacted the selection process itself, with an avalanche of resumes made available through job boards and the ability for recruiters to perform pre-interview background checks, testing and other professional validations. This has the potential to cut down in the number of interviews performed. More interesting however would be for recruiters to "flip" recruitment around by hunting for potential candidates using social networks rather than waiting for them to apply for positions. This would be the next step in recruitment evolution. 
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At our symposia in Barcelona, Orlando and Gold Coast – I presented my maverick research called “Stop Hiring People; Start Hiring Clusters”. The core idea behind it is that companies should hire pre-formed teams who have learned to work together and have their own tools and work practices, but to hire that team as a permanent asset of the company. This is different to teams of consultants, in that the team is a permanent part of the company. It is different to conventional employment, in that the company doesn’t have a relationship with the individuals in the team, only with the cluster – based on outcomes. The cluster is entirely self-managing – in the extreme case hiring and firing its own members and apportioning remuneration amongst its members, without the knowledge of the company.
Farid Mheir's insight:
This is a very interesting approach to take with regards to team management in highly dynamic and evolving areas where resources within the organization are not up-to-date, as is often the case with digital fields (eCommerce, social recruiting, IT architecture, etc.). In those areas, fidning and hiring a "cluster" of individuals instead of the individuals themselves may lead to much higher productivity and reaching goals much faster. But this requires an organization that is ready to hire clusters ad make it happen. Inquire more in this HBR article from the original Gartner paper.
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Robert Half Technology offers four tips for using social media sites in the workplace:
Farid Mheir's insight:
Interesting to see that companies allow employees to connect to social networks at work. MAkes me think back at the old days of Internet (1995ish) when companies restricted Internet access. Nowadays this would be unthinkable, as the web has become a major work productivity tool (and time drain for most overwhelmed by the information at their fingertips).
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About a year ago, Glaxo set up a pilot program in which employees could work at adjustable-height desks, among a slew of other workplace design changes in preparation for the company's move to new offices. The design of the 208,000-square-foot Navy Yard office is "180 degrees from where we are today," he said, describing the current setting as a "cubicle world" not optimal for morale, productivity, or health. In the new office space, no one has a designated seat; desk drawers have been replaced with lockers; trash cans and printers are in centralized areas to encourage movement; phones are embedded in computers; and workers could be typing away while sitting on a yoga ball or on a chair. And there are treadmill desks, known as "walking stations."
Farid Mheir's insight:
Going digital often means more time in front of a computer. This means a lot of time sitting at a desk. Transformation thus also must take shape in the design of office spaces. I have been embracing the standup station for 15 months now and found numerous benefits. Although I also find that it takes serious commitment as the transition from sitting to standing may be too much for some. I suggest going "hybrid" for a while: few hours on your feet, the balance on a chair.
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From
99u
No experience? No problem. Side projects and tailored applications can help overcome your lack of work history.
Farid Mheir's insight:
Digital transforms the way people market themselves and look for jobs. Are businesses changing the way they recruit to adapt to this new reality?
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1. People and behavioral changes People are at the core of any successful organizational and structural company change. A technological fix vs. a behavioral change remains once and for all, an ina...
Farid Mheir's insight:
Always people-process-technology!
Silvia Ayunda Murad's curator insight,
March 18, 2022 11:29 AM
Orang dan perubahan perilaku Orang-orang adalah inti dari setiap perubahan organisasi dan struktural perusahaan yang sukses. Perbaikan teknologi vs. perubahan perilaku tetap menjadi diskusi yang gila. Setelah perusahaan menetapkan "budaya" mereka sendiri, Enterprise 2.0 akan mendikte perubahan perilaku yang diperlukan. Motivasi dan keterlibatan karyawan pertama-tama harus digerakkan oleh SDM dan manajemen tingkat atas, dan kemudian didukung agar implementasi atau perubahan teknologi baru yang berkolaborasi dapat berkembang. Proses dan Manajemen Proses Bisnis (BPM) Seperti yang pernah dikatakan Clay Shirky : "Proses adalah reaksi yang melekat pada kebodohan sebelumnya."! Proses kemudian harus proaktif dan tidak menghambat kreativitas karyawan dengan serangkaian peraturan dan regulasi perusahaan. Proses dan kebijakan harus didefinisikan dan disahkan untuk mendorong komunikasi dan kreativitas berkembang. Mereka harus melindungi pekerja, mempromosikan produk dan layanan, dan turun dari silo perusahaan. Agar proses bisnis kolaboratif baru dapat diterapkan, SDM dan manajemen harus mendorong dan memotivasi personel dengan penggunaan gamification; seni menerapkan teori dan prosedur permainan ke lingkungan non-game. Mereka harus memotivasi, mengenali, dan memberi penghargaan kepada karyawan mereka karena memikirkan kembali dan mengerahkan lebih banyak upaya untuk membentuk kembali perilaku kerja mereka sendiri dan memodifikasi rutinitas harian mereka. Platform yaitu teknologi Dalam artikel terbarunya “ Kolaborasi Sosial: Orangnya Bukan Teknologinya!” , Steve Dale menulis bahwa "sebagian besar strategi kolaborasi diperlakukan sebagai proyek teknologi dan bukan proyek pengembangan organisasi (OD)", sekali lagi menunjukkan bahwa TI dapat menjadi penjaga pintu yang merepotkan. Itulah sebabnya banyak dari proyek tersebut kemungkinan besar akan gagal menghasilkan laba atas investasi (ROI) perusahaan sosial. Tingkat adopsi buruk karena lagi dan lagi teknologi dan proses sering gagal untuk memperhitungkan perubahan perilaku tenaga kerja wajib dan perlu yang perlu dilampirkan pada implementasi tersebut. Terlalu banyak strategi dan proyek kewirausahaan 2.0 yang dianggap oleh karyawan sebagai pengekang perilaku yang terpaksa mereka pakai. Tingkat adopsi yang buruk tidak dapat disangkal membuktikan fakta bahwa implementasi tidak sesukses yang diharapkan oleh Manajer Proyek TI. Artikel ini menjelaskan tentang proses mempengaruhi budaya karyawan, motivasi dan keterlibatan karyawan dalam perusahaan
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Organizational social-media literacy is fast becoming a source of competitive advantage. Learn, through the lens of executives at General Electric, how you and your leaders can keep up. A McKinsey Quarterly Strategy article.
Farid Mheir's insight:
Interesting overview of how GE had to transform itself from traditional skillset to a digital one with the advent of social networks.
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Athens NEWS Judge: GPS tracking evidence can be used in burglary case Athens NEWS The Athens County Prosecutor's office claims that a Nelsonville man who's charged with a string of burglaries made the rather serious mistake of committing them while...
Farid Mheir's insight:
This guys was wearing an anckle bracelet but we can easily apply the same process to cell phones and apply the same principle to employees that are suspected of theft or of not being where they are supposed to be. For now, access to the GPS data in cell phones is a bit cumbersome but I would expect that digital businesses may require their employees to add special tracking apps in their phones - especially company-provided ones - and keep a record of their personnel.
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L'entreprise a mis au point une manière de recruter du personnel en se situant dans l'espace entre les chasseurs de têtes et les Workopolis et Joboom aux méthodes...
Farid Mheir's insight:
Recruiting transformation can lead to better, faster, less expensive process. But it also means, as is the case with Via Capitale, to change the way recruitment is performed to leverage the digital medium and the options to connect directly with people.
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According to an article in October in InformationWeek, “ABI Research has projected that by 2016, wearable wireless medical device sales will reach more than 100 million devices annually. The market for wearable sports and fitness-related monitoring devices is projected to grow as well, reaching 80 million device sales by 2016.”
Farid Mheir's insight:
With advances in wearable devices and the ubiquity of smartphones, it is essential for businesses with workers in dangerous conditions (mining, construction, etc.) to equip their teams with such devices. This may help prevent injuries but also reduce insurance premiums.
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1. HR to abandon its traditional administrative role and become the company’s cultural citadel and spokesman 2. HR to proactively destroy company silos 3. HR to clearly spell out company mission, vision and shared values 4. HR to become the Enterprise Social Networks (ESN) driving force
Farid Mheir's insight:
Interestingly, digital transformation of HR appears to shift their role from being a recruitment hub - which can easilly and more efficiently be decentralized with the presence of social networks - to the facilitator of the enterprise network. This will require changes to processes and a reskilling of many in the HR field, so I expect this will take a long time to materialize.
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Global competition, emerging skill shortages, and changing demographics will soon force companies to use their most highly paid talent more effectively. A McKinsey Quarterly Economic Studies article.
Farid Mheir's insight:
Digital transformation will impact HR and work in general, enabling workers to work from home and collaborate virtually as contractual workers, not employees. This has already started in IT, HR, management, health care according to McKinsey.
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Curated by Farid Mheir
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With the introduction of new tools such as the talent pipeline features within LinkedIn recruiter, it becomes easier to flip the recruitment process and perform candidate sourcing long before job requisitions are opened. Not only does this improve time-to-hire and cost-per-hire metrics, it transforms the recruitment process by growing access to "passive" candidates which are know to be of higher quality than "active" ones.
But in order to benefit from this recruitment "flip", talent acquisition professionals and HR department very often must transform their processes and re-skill their resources. This change often is difficult as the competencies for this novel recruitment sourcing approach breaks with the face-to-face interview process that most HR professionals are used to. I find that it is this cultural change that is most difficult to change, not the technology itself or the work re-organization that ensues.