Article | July 15, 2020
So, you want to protect your business today while making sure you plan for retirement and maybe even leave a legacy. But what happens if your plans get interrupted and you can’t continue running your business because of a health issue? Running a successful business means dealing with tough issues – and preparing for the unexpected is one of them. Insurance is one way to help make the most of what you leave behind. You can use key person insurance in a number of ways.
Article | July 15, 2020
If you’re interested in tech, you’ve likely heard about the race to develop quantum computers. These systems compute via “qubits,” which exist not only as ones and zeros (as you find in traditional processors) but also in an in-between state known as “superposition.” For tasks such as cryptography, qubits and superposition would allow a quantum computer to analyze every potential solution simultaneously, making such systems much faster than conventional computers. Microsoft, Google, IBM, and other firms are all throwing tons of resources into quantum-computing research, hoping for a breakthrough that will make them a leader in this nascent industry.
Article | July 15, 2020
A new age approach to driving engagement is significantly responsible for bringing HR and marketing together. Today, HR professionals need to understand things like employer branding, social media hiring, employee engagement, etc. It requires making the most of marketing resources and driving cross-functional collaboration between the two departments.
Encouraged further by the interdependence with IT, knowledge transfer between the two is driving success across departments. In addition, the fact that HR can turn to in-house marketing professionals to generate awareness among job-seekers is a serious edge.
Experts in the marketing recruitment services space believe that an even deeper synergy between the two departments is needed to maximize core processes. Their shared objectives targeted towards two different audiences can promote a solid partnership between HR and marketing.
Much of your organization’s success is driven by HR’s ability to attract and successfully hire suitable candidates. HR’s aims to engage its audience of candidates effectively. Even if they reach the right talent pool, being able to meaningfully communicate and convert job seekers into applicants is still challenging. This is where the marketing team can add the greatest value. So how does an HR and marketing partnership aid in developing best HR practices?
Customer - Potential Employees
In general, an organization’s values and culture are demonstrated through brand marketing. While it is targeted to attract customers, job seekers are also part of the audience. Many organizations deploy a full-fledged marketing campaign to engage a customer and keep them coming back. You can maximize the same marketing channels to communicate a universal message to consumers, applicants and employees.
If customers love your brand, they probably align with your products and services and the values they reflect, making them an ideal cultural fit. Not only is this important for employee engagement, but such candidates become long-term employees and brand advocates.
By focusing on integrated marketing strategies that target job-minded individuals among your audience, you can gain access to their network of friends, families, previous co-workers, fellow alumni, and followers. This way, you reach a large pool of potential candidates on an unlikely platform.
Employees - the Full-time Brand Advocates
Employee advocacy programs are becoming a popular HR tool as organizations have discovered the power of employees to be brand advocates. Additionally, employee advocacy inspires employees to share company news on their social media.
Socially active employees are more likely to attract new candidates from their inner circle. According to research, employee promoted content receives eight times more engagement and is shared more frequently than brand-promoted content.
This is likely due to employees being considered a source of authentic and honest representation of an organization. Hence, any employee advocacy will benefit your ability to attract and retain top talent. With this in mind, employees may add the extra push needed to take content marketing campaigns to the next level.
Consumerized HR - the New Employee Experience
Organizations are learning the importance of a universal brand that employees can identify with. HR and marketing must join forces to extend the branding strategy and deploy it internally to consumerize human resources.
Communication, training, and showing appreciation. These are key to employee satisfaction. People want to be informed and be part of the journey. They also want to know that they are developing and working towards their personal goals and most importantly that they are appreciated.
- Kayleeann Maritz, Chief Marketing Officer, Momenta Group Global
Both consumers and employees drive business growth forward. The way marketing teams engage customers can be replicated to engage employees on a meaningful level. The consumerization of HR aims to create a memorable employment experience that resonates with employees. It creates brand advocates from them the same way returning customers become life-long brand loyalists.
Building Lasting Employer-employee Relationships
Organizations must address the employment experience of past employees as much as present employees while reworking workplace experience. Doing so will ensure lasting workplace relationships that mirror meaningful and enduring customer loyalty.
HR teams must approach consumerization at the workplace with an essential goal in mind. While employee turnover is the norm, with positive employment experience, HR departments will be able to derive benefit from the networks of existing employees. They will also fill gaps identified by exiting employees and prepare a better experience for new hires.
Marketing and HR - the Evolution of a Composite Team
Is it time to merge HR and marketing? Indeed, large corporations like the Lincoln Financial Group have a single head for marketing and HR. On the other hand, there is much ground to cover if marketing and HR must work together effectively. Their composite strengths can prove valuable in managing key assignments like crafting hiring campaigns, talent acquisition research, and shared objectives of people engagement.
In addition, a symbiotic relationship between the two functions can prove beneficial for both. It can provide organizations a competitive edge in not just acquiring customers but acquiring top talent as well.
Frequently Asked Questions
What is the role of marketing in HR?
Marketing can help HR go beyond recruiting talent. As HR demands a strategic approach in the modern workplace, shared strategies driven by marketing may be used to form engagement initiatives that work.
How to ensure a positive employment experience?
Empowering employees with support at every stage, encouraging two-way communication, and cultivating a culture of peer-to-peer cooperation are just some ways to ensure a positive employment experience.
Why is an employee advocacy plan essential?
Employee advocacy programs are a way to boost employee morale and communicate with employees from outside the workplace. It employs content marketing that enables organizations to reach a wider audience and demonstrate your organization's credibility. Parallelly, it helps create brand awareness while attracting quality talent.
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Article | July 15, 2020
As work was catapulted into the remote mode in early 2020, organizations struggled to keep up and stay afloat. As the nature of the work itself changed in many organizations, we saw some of the best leaders step up and take charge. Dealing with a dynamic workforce is challenging but remote workforce management comes with bigger challenges that cannot be comprehended entirely until one gets into the thick of it. Take a look at this employer’s guide to work from home policy.
A big part of keeping a business afloat is responding to the changes in the market, and COVID-19 was an unprecedented anomaly in the economy that hadn’t been observed by the modern world until now. And while the economy has remained shaky since COVID-19 hit, many businesses have evolved in this period to not only survive but actively make the best of this situation.
Media 7 talked to the experts in various industries to understand how they managed their workforce during this time of crisis and noticed a recurring pattern. Three big aspects of remote workspace management came through these interviews – Leadership, Communication, and Flexibility.
One of the key requirements for remote workforce management in any adverse situation is strong leadership. Without leadership, the team lacks direction and support. Leaders instill confidence within the employees that helps the organization weather the storm. And while COVID-19 has offered a unique set of issues, leadership tactics in such a time of crisis still remain similar.
Thankfully, the world is connected digitally today, so businesses can still function. But with the pandemic, uncertainty has seeped in and employee morale has taken a hit. SharpEnd has been trying to make an effort to address this specific issue in remote workforce management with their leadership team.
“One of the main things our leadership team is focusing on is mastering remote management and leadership. How do you keep the team motivated? How do you make sure everyone is feeling included? What are you doing on a weekly basis to make sure that it’s not just professional, but there are social elements as well? We’re being very respectful of the fact this is a lockdown from the greater world and not just from the office.”
Cameron Worth, CEO & Founder - SharpEnd
One of the key tenets of remote workforce management is relying on your employees. Your employees are the single most important resource of your organization, and they need to be treated in an appropriate manner. For most organizations, working remotely hasn’t even been an issue, but the pandemic has affected the company culture and the social element. LoadSpring has come up with ways to counter just that.
“To LoadSpring our employees are number 1. They are the drivers to our success therefore their safety is our key priority. We have had a work from home policy for years so 100% of our team had the technology to work from home for years. The transition to 100% work from home was easy. What is hard is keeping the culture, our culture, from falling away when people do not have an office space to come to and share. We already had tech, like video conferencing, to keep connected but now we use it more and make people turn on their cameras so we can still see each others' body language which makes people feel more connected. Also we initiated a video conference happy hour for our teams so we can all feel connected in a personal way. This was a game-changer.”
Stacey Witt, Chief Marketing Officer – LoadSpring
When crises like COVID-19 occur, uncertainty and doubt foster feelings of stress and anxiety. In such times, people crave structure, guidance, transparency, and order. This is applicable even in a business environment, especially in the case of remote workforce management. In a landscape scale event such as this, strong communication can offer a direction to your workforce and foster growth. Lane4 Management Group identified the role of communication in times of crisis and stepped up their efforts.
“I’ve always believed that effective communication is key to a successful organization and I’ve managed to maintain this with people in my team during the pandemic. However, this does mean I find myself on Microsoft Teams for a lot of hours during the week. What this situation has made me notice is that operating remotely can still be highly effective given the number of digital tools we have available now. Although I still maintain that nothing beats a face-to-face conversation over a coffee!”
Adrian Moorhouse, Managing Director - Lane4 Management Group
Some organizations have also been able to use this shift in communication channels and leverage it to enhance their remote workforce management through it. ENGAGE is one of the many organizations that has embraced the new normal and made optimum use of the technology to stay in touch.
“The focus of our work and the way we deliver it has had to shift significantly. For example, whereas much of our leadership coaching work used to be delivered in-person at clients’ offices, we are now doing all of our coaching remotely (via Zoom, Teams, WebEx, BlueJeans, etc.). This has been a seamless transition – both for us and for our clients – which opens up new opportunities for the future, even when we return to some form of normal.
Our own internal teamwork has shifted solely onto Microsoft Teams – we have short, 30-minute meetings each morning (“What’s coming up / who needs help?”) and evening (“How’s today been/ how are people feeling?”)
Luckily, the availability of so many collaboration tools, and the agility of both our own team and those of our clients to adopt these, has made the situation much more manageable than we could have predicted.”
Andy Brown, Chief Executive Officer - ENGAGE
As for organizations that lead with technology, the switch has caused no major upheaval. According to Phillipe Guiheneuc of Akio, their teams have seamlessly transitioned to teleworking as they were already equipped with the infrastructure and the experience to undertake effective remote workforce management.
“As an IT company, Akio is well equipped for teleworking - some of the teams were already doing it long before the coronavirus crisis. Because we work in the field of customer relations, we regularly manage sensitive periods with our customers, for instance when they face peak inactivity. The period of lockdown and the lifting of lockdown have therefore not caused any major upheaval in our business. For example, Akio has not had to use the administrative unemployment scheme; on the contrary, we seek at all times to increase the production capacity of the teams.
This is particularly true of the teams of IT developers, because they are organized in Agile mode, a work organization that easily adapts to remote working”
Philippe Guiheneuc is the Marketing Director - Akio
Flexibility is often talked about in respect to work timings and shifts. However, COVID-19 has changed the nature of this discourse and ushered in new aspects to remote workforce management such as location independent work and result-oriented practices. The organizations that have practiced flexibility since before the pandemic have been rewarded with a higher adaptability to crisis and changing cycles. Pricefx is one such organization that has leveraged their flexibility amidst the pandemic to execute sales cycles in a unique manner.
“Pricefx is a flexible work environment. Before the pandemic, we allowed employees to work in their home office or come to our office (whichever they prefer), and flexible working hours to balance work and life. The global pandemic forced us to reduce our global team travel to zero, and to lean in on how to execute virtual sales cycles and implementation cycles in a way we had not before.”
Patrick Moorhead, CMO - Pricefx
Schneider Electric is another organization that benefited from a flexible work policy in terms of remote workforce management. Their Director of Global Procurement Strategy, Sri Gopinath has had to change his global interactions from in-person to virtual meets, but even while working with several time zones, he has managed to stay on top of everything.
“Our people are already used to working in flexible environments; therefore, the pandemic was not a big shock when we were required to work from home if our role permitted us to do so. My role is global, which needed frequent travel prior to the crisis. I have maintained my global scope and interactions while working from home considering that I work with all time zones, which can get quite challenging when we are trying to work together or meet at a mutually convenient time.”
Sri Gopinath, Director of Global Procurement Strategy - Schneider Electric
Remote workforce management is one of the most important skills for business leadership today. Even as the world is slowly working its way out of pandemic-related adversities, it is clear that remote work is here to stay. Now, the onus of adapting is upon businesses and leaders, to step up and offer the right direction, clear communication, and the required flexibility to their employees in order to thrive when working remotely.
Frequently Asked Questions
What is a remote workforce?
A remote workforce is a team of people working together virtually from various locations. Remote workforces are efficient and cost effective for an organization.
How do you effectively manage a remote team?
In order to manage a remote team effectively, one needs to have clear and specific communication channels that offer direction as well guidance.
How to manage a remote team?
There are several ways to motivate employees in a remote mode:
Plan virtual activities
Conduct webinars for upskilling
Encourage transparency in communication
Communicate expectations clearly