HR Strategy and Planning Excellence - June 2022

JUNE 2022 • Vol. 10 • No.06 (ISSN 2564-1956)

Upskilling HR To Meet The Future Of Work - Cathy Koslowski, VP of Solutions Consulting, Equus Software

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The Office Of The Future - Liviu A. Dedes, Yoh

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How HR Pros Can Reimagine Work And The Definition of Success - Dr. Toni Best, Aduro

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32

Here’s How HR Can Get Out Of The Crisis Stronger

The Future Of Work Is Fluid And Always Changing

- Erik van Vulpen, AIHR

- Omer Glass, GrowthSpace

INDEX

HR Strategy & Planning Excellence JUNE 2022

Vol.10

No.06

(ISSN 2564-1956)

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Upskilling HR To Meet The Future Of Work

On the Cover

HR technology should be flexible to meet the needs of employees and companies

- Cathy Koslowski,

VP of Solutions Consulting, Equus Software

Articles 14 Top Benefits Blue-Collar Workers Find Most Attractive Based on a recent survey conducted by LANDED - Vivian Wang, Founder & CEO, LANDED

22 How Can Recruiters And HR Professionals Attract Generation Z To Fill Job Openings Defining Gen Z and what motivates them - Ben Tuttle, Product Manager, Proliant Inc.

27 Employee Verification: Why Verifying Remote And Gig Workers Are Critical Here’s what can be done to combat the problems

- Gergo Varga, Senior Content Manager / Evangelist,

SEON

36 How To Ensure A Safe Office Environment And Secure Access To Information For Remote Workers Addressing the big shift in what employees expect from their work environment - David Gentry, SVP of Human Resources, HID Global

39 Flexible Work Arrangements: Here’s What To Consider Decide on the most favorable path - Rupert Bader, Vice President, Human Capital

Planning, Anaplan

Top Picks

10

INDEX

The Office Of The Future 3 considerations for businesses looking to define their ‘new normal’ working environment - Liviu A. Dedes, Vice President, HR, Yoh

18

How HR Pros Can Reimagine Work And The Definition Of Success Human-centric workplaces begin with human-centric policies, practices, and leaders - Dr. Toni Best, Co-founder and Chief

24

Human Performance Officer, Aduro

Here’s How HR Can Get Out Of The Crisis Stronger The way to post-pandemic growth for HR - Erik van Vulpen, Founder, AIHR

32

The Future Of Work Is Fluid And Always Changing 3 ways you can keep the best of the WFH culture alive in your organization - Omer Glass, Co-Founder and CEO,

GrowthSpace

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The Future of HR is Not What It Used to Be

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R has been at the center of all the action in the workplace for the past two years, triggered by the pandemic situation. This has not only highlighted the importance of HR but also the scope of what they can accomplish.

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The changing work models, the great resignation, acceleration of digitalization, and a growing emphasis on diversity, equity, inclusion, and wellbeing have fundamentally transformed the way businesses and employees function. And with HR professionals at the epicenter of these transitions, it is important that they are equipped with the right skills and technologies to meet constant changes related to evolving employee and employment trends.

The June issue of HR Strategy & Planning Excellence includes informative articles that focus on upskilling HR, the strategic areas HR should focus on, the relevance of human-centric workplaces, the office of the future, and much more.

Equus Software’s Cathy Koslowski in her article, Upskilling HR To Meet The Future Of Work, talks about why the future of recruitment and retention relies on upskilling HR staff and company leaders.

business? Aduro’s Dr. Toni Best in her article, How HR Pros Can Reimagine Work And The Definition Of Success, talks about making workplaces more human-centric.

It is time for HR departments to re-evaluate their current focus, learn from the current crisis, and leverage today’s situation to build sustainable value for the future, says AIHR’s Erik van Vulpen, in his article, Here’s How HR Can Get Out Of The Crisis Stronger.

Wondering how to keep the best of the work-from-home culture alive in your organization, no matter what work model you end up adopting? Check out the article, The Future Of Work Is Fluid And Always Changing by GrowthSpace’s Omer Glass, which offers valuable insight into the topic.

In brief, this edition of HR Strategy & Planning Excellence explores what HR professionals can do to make their job more impactful, efficient, and effective in order to thrive in the new era of work.

We hope you find the articles in this issue informative and helpful and, as always, we welcome your valuable feedback and suggestions.

Happy Reading!

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COVER ARTICLE

Upskilling HR To Meet The Future Of Work HR technology should be flexible to meet the needs of employees and companies

By Cathy Koslowski, Equus Software

T

he Great Resignation is set to continue well into next year, with PwC estimating that one in five employees will switch employers. Around 35% are looking to ask for a raise with pressure higher in the tech industry. Higher pay, more job fulfillment, and wanting to be themselves are a few reasons pushing workers to change jobs.

However, those workers participating in the Great Resignation are not sitting on the sidelines. More than half switched their field of work rather than leaving the workforce entirely. And many times, this goes beyond

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a paycheck. MIT Sloan Management Review found that 34 million workers left because of company culture or decision-making. Oliver Wyman found that a tenth completed training for a new job. The reasons for this are complex and up to the individual. Still, in the same PwC survey, 30% said they were concerned about technology replacing their position, and 39% said they are not getting sufficient digital tools and technology training from their employer.

This shows that the Great Resignation is not just about a paycheck. While money is still the top factor

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Upskilling HR To Meet The Future Of Work

in a decision, job fulfillment and being one’s true self rank just behind. Employees are looking to work somewhere that provides a sense of meaning in their work, provides them with the skills to meet future demands, and offers a work-life balance that fits their needs. HR staff and company leaders will need to upskill to meet the future of recruitment and retention.

Create an Individualized Experience To meet employees’ expectations, HR professionals need to start with the onboarding process. Employees are considering everything from pay to work structures to environmental, social, and corporate governance (ESG) commitments and they will have questions and requirements beyond the traditional scope of the role and compensation. They will want answers immediately and personalized to them. If a company cannot or will not meet their requests, workers are more willing to walk away and will find a company that does.

One way to address this is through individualized experience packages. They want to know they will have support throughout their journey with the company. For many, this might only pertain to salary and career growth. For others, this might mean more flexibility for caregiving, allowances for daycare, or better dependent coverage. Employees might be willing to give in one area to gain in another as long as it aligns with their priorities. With a diverse workforce that has multiple needs, traditional one-size-fits-all benefits packages are no longer applicable.

More Than Benefits & Salary Most of the Great Resignation has revolved around traditional individual needs: salary, work-life balance, work culture, benefits, and training. However, a company’s stance on ESG is increasingly becoming an issue for employees, especially younger employees.

More than half of employees say that ESG issues are important in terms of a company’s transparency with 23% of employees saying a company’s commitment to environmental impact factors into their day-to-day work. These are increasingly important factors for employees, and HR professionals need to be able to address these concerns, especially through demonstrated actions by the company.

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To help employees contribute on an individual level, HR departments need to appoint a senior leader outside of HR to help govern these programs.

Employee resource groups (ERGs) are important ways to get employee feedback and get a sampling of what matters to the organization in a variety of areas.

Companies can also provide donation matching where they will match dollar amounts to a certain amount.

This allows a company to be vested in the causes its employees care about.

HR leaders need to leverage ERGs appropriately. They cannot be seen as an afterschool club or a symbol in the organization. They are also more than networking events or reminders about healthcare enrollment.

They need to empower ERGs to set goals with company leaders and organize these groups with a layer of reporting and accountability. Sponsoring ERGs and ensuring accountability is an added skill for HR. As ERGs become more prevalent in companies, this will be a very desired skill to have.

Flexibility is the New Standard Conversations between employees and HR departments are moving from the office or at home to flexible schedules and locations that meet an employee’s needs. The pandemic has shown how the need for caregiving has changed the employee landscape. Even for employees who want to be in the office full time, a health event with a family member might require the need to work from a different location for an extended period of time. Employees want this flexibility and to work for companies that provide it.

Flexible or remote work arrangements bring a myriad of compliance, payroll, and tax issues for HR departments to manage, especially for HR professionals who previously only had to deal with in-state or bordering state requirements. If the requests are global or crossing foreign borders, HR departments will need to dedicate global mobility teams to address these issues and manage them as they occur. They will be responsible for making sure travel arrangements can be made, collaboration

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Upskilling HR To Meet The Future Of Work

and socialization tools are in place, and that payroll structures are aligned for local jurisdictions.

keep HR departments motivated and able to handle adversity.

Balancing Quantitative and Qualitative Data

Changing work habits and requirements will only accelerate. This will include hybrid and flexible work as well as ESG issues. HR departments need to continually upskill their team members. As workers become and think more global, companies that might not have had an international presence will need to evaluate everything from taxes to labor laws to governance around sustainability issues.

HR professionals are becoming the face of an organization in ways beyond traditional benefits and payroll. They are leading the digital transformation of a company, and companies need to equip them with the right skills and technologies to meet constant changes in employee and employment trends and offerings.

Armed with more data about employees’ goals, work habits, and values, and with company ESG goals, HR departments can better improve their operations. The team can gather data on who is using what services or who is being dispatched to what assignments and identify any gaps against goals for both environmental and social sustainability. The company can use this information to course correct and improve its opportunities for employees.

Capturing, using, and interpreting this data will require upskilling the current HR team or bringing someone in with a data analytics background to keep a pulse on the data. As technology becomes a bigger touchpoint for employees, more data will be collected and analyzed. It can provide valuable insights into employee collaboration and engagement. It can also reduce time spent on low-value tasks through automation and self-serve applications.

However, do not overly rely on technology to provide collaboration and human interaction. Global mobility teams can use this for directional indicators about their employees or to provide easier ways to work. But it is important to balance this with actual interactions between global mobility and HR departments. Providing ways to connect in an inclusive way—many times in ways that technology cannot—is valuable for employees looking for more proactive ways to approach performance management, career development, and balance.

Younger works are more in tune and inclined to this way of behaving.

Cathy Koslowski is an experienced global mobility professional who has worked in all aspects of global mobility. She currently serves as Equus Software’s VP of Solutions Consulting. Prior to joining Equus, Cathy spent 15 years at a Big 4 in the US, UK, and Belgium in client service, mobility technology, and as a chief of staff working on strategic projects.

She’s managed transformative programs in both the technology and engineering industries. Cathy is recognized in the market as an industry speaker and a strategic problem solver working across all organizational levels, cultures, countries, and service lines to gain consensus on effective and efficient practices.

Flexible Work, Flexible Technology Technology should be in the service of human interaction, not a barrier to it. HR technology should be flexible to meet the needs of employees and companies. The pandemic has shown that the unexpected can happen. Being prepared with the right technology—one that is flexible and adaptable to employees—will future-proof your business and

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The Office Of The Future 3 considerations for businesses looking to define their ‘new normal’ working environment

By Liviu A. Dedes, Yoh

A

s Covid-19 restrictions have eased across the country, many businesses are now reopening office doors and determining what their workforce will look like for the rest of 2022. The pandemic introduced new ways of working in a digital world and proved that working from home doesn’t have the adverse effects on productivity that many weary employers once feared.

what today’s workers want? New data shows that assuming all workers prefer remote work or that all desire to be back in the office isn’t exactly correct.

Remote, Hybrid, or In-Person?

What was normal for businesses pre-pandemic might not be normal post-pandemic. Before asking employees to fully pivot one way or another, it’s important to understand how workers today actually feel about their current working environments and if they are ready for change.

One of the biggest trends to seemingly come out of the pandemic is an increased preference for fully remote working environments. But is that actually

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The Office Of The Future

1. Remote Work Remains Attractive.

Employees Are Resistant to Change

For many employees, remote work remains an attractive option even as offices reopen. According to the Yoh survey, nearly twice as many people currently working remotely would prefer to remain fully remote rather than change structures. Remote environments are also preferred by 30% of people currently working in hybrid environments and 28% of people working fully in-person.

While there is a strong case for remote work overall, employees in all settings are resistant to changing their current work modalities. Of those who work in a hybrid environment, 54% say they prefer to remain hybrid and 42% of those working in-person prefer to keep it that way. Only 38% of those working fully remote would prefer to switch to hybrid or in-person environments.

A recent survey from Yoh conducted by the Harris Poll finds that the majority of workers are content in their current working structure – whether it’s fully remote, hybrid, or fully in-person. The data shows that 62% of people who work entirely remotely prefer to stay that way, while 54% of people who work both in-person and remotely prefer that hybrid structure, and 42% of people who work entirely in-person prefer that environment. The concept that people are naturally resistant to change has never been truer.

Clearly, employees are split in their preferences, creating an interesting challenge for companies looking to shake up current work structures.

For business leaders and HR decision-makers, understanding variations in employee sentiment will be key to creating a work structure that keeps the majority of employees satisfied and motivated moving forward.

June 2022

2. Flexibility is Still a Good Solution for Many Employees

As many companies switched to fully remote environments at the start of the pandemic, it further blurred the line of work-life balance. At the same time, the new working structures allowed for greater flexibility for employees. The Yoh survey found that about a third of employees currently working entirely in-person and a third of those working entirely remote would prefer switching to hybrid work structures with the flexibility to work both in-person and remote for some of the time.

Even basic assumptions about working parents’ preferred structures vs those without children in the household may not hold water. The Yoh survey found that both groups have about the same preference

Here are three key considerations for businesses looking to develop a post-pandemic workforce structure.

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Business leaders and HR decision-makers should consider whether changing working environments might be disruptive to employee productivity and engagement because the data says it might be. With the majority of workers across settings preferring to remain in their current work routines regardless of what it is, businesses might consider gradual transitions or allow for employees to maintain their current setup while providing new options.

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The Office Of The Future

for remote work with 19% of those with children in the home preferring to work fully remote and 20% of those without preferring fully remote environments.

The majority of workers with children in the household indicated that they’d prefer hybrid work environments that allow for flexibility to be in the office or be at home.

While working in the office has beneficial interpersonal aspects, the autonomy and flexibility of working from home have become the new working standard coming out of the pandemic. But working structures do not have to be all or nothing. Flexible arrangements like hybrid, or allowing employees to choose their working modality, could be a successful solution for companies looking to ensure that all employees remain satisfied and to increase retention.

3. Employee Demographics Could Influence Their Working Preferences

Every employee is going to have their own opinions and preferences when it comes to working environments, but employee demographics can provide key insights as companies decide which work environment is the best fit. According to the Yoh survey, almost three times as many women currently working fully in-person, who can do their jobs remotely, said they’d prefer to go fully remote compared to their male counterparts.

For businesses with workforces skewing younger, the data suggests that creating a fully in-person or hybrid work structure would be most beneficial, while a fully remote structure might be better for businesses with older workforces. Understanding employee demographics can help business leaders and HR decision-makers determine which working

June 2022

Creating the Best Structure for Your Workforce The nature of work has completely shifted in the aftermath of the pandemic. Remote work is no longer a rarity, and in-person work is no longer the standard.

Today, workforce structures can take many shapes.

It’s important that business leaders and HR decision-makers directly gauge employee sentiment on remote, hybrid, and in-person working environments when considering making a change to current work structures.

As businesses adjust to the “new normal” and look to redefine their workforce structure, Yoh’s survey results suggest that a gradual transition to new working environments is best as employees prefer to stay in their current situation across the board. Offering flexibility in this transitional phase and beyond can help businesses ensure that all employees feel supported by their working environment and continue to be satisfied, motivated and productive.

Liviu A. Dedes is Vice President of HR at Yoh. Prior to his role at Yoh, he served as Senior Vice President, Chief People Officer for Icahn Automotive, which consists of The Pep Boys retail and service chain, Auto Plus aftermarket commercial parts distributor, Precision Tune Auto Care and AAMCO-owned and franchised service centers, and distribution centers. In this role, Liviu was responsible for all aspects of Human Resources.

The survey also found that employees with a lower household income are four times more likely to work only in person than those with higher household incomes, and they are more likely to prefer to remain in person. Of employed adults with a household income of $50K or less, 12% said they prefer to work in person compared to only 5% of those making $50K-$74.9K, 3% of those making $75K-$99.9K, and 5% of those making $100K or more.

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environment or environments might best suit the needs of their workforce.

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CHART YOUR PATH IN OUR UNCERTAIN WORLD OF WORK 16-17 November 2022 ExCeL Venue, London

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Top Benefits Blue-Collar Workers Find Most Attractive Based on a recent survey conducted by LANDED

By Vivian Wang, LANDED

A

car drives up to a fast-food restaurant drive-thru only to see a hand-made sign that reads: “Sorry.

Not enough workers tonight. Closed.”

#1: Paid Vacation and Sick Time (69 Percent)

This scene is becoming increasingly common across the United States. Staffing shortages have caused long lines and temporary closures—not only at restaurants but in other blue-collar industries as well.

But there has to be a way to attract workers back to jobs.

LANDED recently surveyed over 1000 hourly workers to find out what benefits they would find most attractive when job hunting. Read on to find out which ranked highest…

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Everyone needs some downtime now and then— especially in blue-collar industries, which tend to be physically demanding and exhausting jobs.

However, blue-collar workers are typically paid hourly.

This provides an incentive to work more hours to earn more money. Overtime, which is often paid at a timeand-a-half rate, further incentivizes workers to work to the point of burnout.

Offering paid vacation to rest and recover can be a huge selling point for prospects, leading them to contact a company about an open position.

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Top Benefits Blue-Collar Workers Find Most Attractive

Also in the paid time off (PTO) category is sick time, which has become increasingly important in the Covid-era. Workers know the dangers of falling ill, and they may worry about caring for a sick child or elderly relative.

Competitive pay means that the position pays as well as (or better than) similar jobs in the market.

This wage is dependent on the person’s years of experience, region/location, job title, industry, and market conditions.

Ultimately, two-thirds of respondents cited PTO as an important benefit, earning it the top spot in the survey results.

So, a line cook with five years of experience would hope that she would be offered a similar hourly rate at one burger joint in Dallas as she made at another.

#2: Flexible Scheduling (65 Percent)

63% of respondents found competitive pay to be enticing while job hunting. The same percentage of respondents also called health insurance a sought-after benefit.

The pandemic taught all of us a lot about flexibility.

But while many white-collar employees worked remotely, fewer blue-collar employees had that chance.

As healthcare costs rise, workers find continued value in their employers’ contributions. Health insurance provides reassurance that employees can access medical coverage in case of an unexpected accident or illness.

Blue-collar employees still want options though, with flexible scheduling landing second on the benefits survey list. 65% of respondents thought that scheduling options would stand out to them when job hunting.

Creating a Win-Win Situation By offering benefits attractive to blue-collar workers, companies can help fill more positions and create happy employees.

Some retailers and food/hospitality companies, for instance, are starting to let workers set their own schedules. With self-scheduling, employee engagement rates go up.

Other companies are simply listening to employees and offering choices between full-time and part-time, four-day and five-day work weeks, and days and nights. Some employers offer the chance for a split shift: The employee works eight hours a day but with a longer-than-usual break in the middle.

Vivian Wang is the Founder & CEO of LANDED. She and the LANDED team are building the fastest way for the 90M hourly workers in the US to land jobs at essential restaurant and hospitality like Panera, Cava, Chick-fil-A & more. After graduating from Princeton University’s School of Public and International Affairs, Vivian worked in roles ranging from advising European central banks on financial markets strategy at BlackRock and launching the Asia & EMEA markets at real estate tech company, Matterport (NASDAQ: MTTR), to leading special projects for the C-suite at Gap, Inc., owner of Gap, Old Navy, Banana Republic, Athleta, and Intermix.

Life can be busy and unpredictable. A candidate wants to see that their potential employer recognizes that and is ready to work with them.

#3: Competitive Pay and Health Insurance (63 Percent—Tie!) Well, this one is pretty clear. Everyone wants to be paid fairly for the job they do, right?

But what exactly is competitive pay?

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IMAGINE THE POTENTIAL OF HR AND YOU! 2022 TOPICS TALENT & RETENTION

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How HR Pros Can Reimagine Work And The Definition Of Success Human-centric workplaces begin with human-centric policies, practices, and leaders

By Dr. Toni Best, Aduro

W

hen I was approached to write an article about the “human-centric workplace,” my first thought was, “Is there any other kind?” But, on reflection, I realized that too often workplaces have been data-centric, office-centric, or company-centric – relying on trends and spreadsheets, goals focused only on numbers going up or down, success measured by how long your employees spent at a desk each day.

If you ask your employees why they love working (and remaining) at your company, it’s likely they’ll answer: it’s about the people. At the best workplaces, employees feel they’re part of a crew of extraordinary humans building products and services that make a difference. Your employees want to be considered vital contributors who, together with their co-workers, make up a colorful, dynamic force, combining efforts into making your organization work and moving it forward. When pieces are missing, a company’s foundation isn’t as strong. When your employees all work together, they feel unstoppable.

An HR program’s results can be measured using data suggesting why employees devote time in their lives to work for your company. But at the end of the day, we’re human individuals. Refocusing organizations on team members and their circumstances and experiences

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takes empathy, vulnerability, and authenticity. As HR professionals, it’s our role to lead the way.

What is a Human-Centric Workplace?

It’s simple, really – a human-centric workplace has a focus that revolves around the people that make up your organization. Some of the attributes that make a workplace human-centered include: ●● Leading with compassion ●● Being present, listening, and seeing each employee as a whole human who is capable, creative, and complete ●● Flexibility driven by team members, their needs and wants ●● Intentional, transparent and creative collaboration ●● Smart use of technology, but knowing when AI can’t take the place of human interaction

The Importance of a Human-Centric Workplace A look at recent surveys provides insight into the current challenging employment environment. As a whole, when surveyed about benefits, employees prefer that benefits focus on health care (with an

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How HR Pros Can Reimagine Work And The Definition Of Success

emphasis on mental/emotional health), retirement, and flexible work offerings.

However, while employees desire remote work options and more control over their work hours, the majority of managers expressed the need for employees to be onsite full time. In fact, many managers were considering consequences for employees unwilling or unable to work onsite. This view persists despite the fact that those same managers agree that the company’s profitability and productivity would remain the same or increase if employees were offered hybrid or remote options.

Team members tell you what they want and need so they can be personally and professionally successful and also help propel your organization forward. When company leaders don’t take employee feedback into account, employees are more likely to leave. Perhaps you’ve heard of the “Great Resignation?”

A key element of employee recruitment and retention is when employees feel their employer cares about their wellbeing. When your company culture reflects a human-centric practice, employees are: ●● Less likely to be searching for a new job ●● Less likely to experience burnout ●● More likely to trust and advocate for your organization That goes for you as well! You put the human in human resources and are not exempt from exhaustion and burnout. In fact, at least 42 percent of HR professionals say they feel overwhelmed by the number of projects and responsibilities they have.

A human-centric workplace starts at the center with purpose, values, and leadership principles from founders and executives. The main determining factor of what the workplace/culture feels like every day lies with front line managers – 70 percent of team engagement is determined solely by its manager. In other words, human-centric workplaces begin with human-centric policies, practices, and leaders. Simply put: Treat your people like people. That’s what will determine your success or failure.

Look at the workplace through multiple lenses: Examine your systems with the perspective that there is no one-size-fits-all solution. We need to make work more workable for a diverse group of people.

Re-examine your company culture – the guidelines and agreements of how we treat each other through the experience of work. Survey your leadership team, managers, and employees to get insights into what makes your people feel safe, motivated, included, valued, and rewarded.

Use a coaching approach to leadership

When we ourselves are at a breaking point, when our people are feeling disconnected and unheard, the company has to lead from a deeply human place. In order for HR professionals to do that and feel supported, the entire company – mission, vision and structure -- has to be organized in a human-centric way.

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How to Make Your Workplace More Human-Centric

3M, for example, implemented its Work Your Way plan in 2021 to allow employees to create a schedule that best fits their needs working from wherever allows them to be most productive.

●● More likely to be engaged and productive

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Not only is that human-centric focus essential to optimize the potential of your workforce and your business performance, but it’s also the right thing to do. Best of all, like a pebble dropped into a pond, what we create inside of our organizations expands to our clients, communities, and the world.

Personalize leadership and development to each team member. Involving each individual, truly listening to them and working to incorporate their lived experiences help us see beyond our filters and ideas about employees and puts a capable, creative and complete human being at the center.

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How HR Pros Can Reimagine Work And The Definition Of Success

●● Commit and follow up. ●● Celebrate wins together and accept defeat together.

HubSpot is consistently mentioned as a great place to work by its employees, and with good reason. They invest in their team members in a variety of traditional and innovative ways, but they really demonstrate their trust in their employees by offering perks like unlimited vacation days and a four-week paid sabbatical.

Employees trust that they can utilize these opportunities as they need or want, HubSpot trusts that employees will use them responsibly and that the time away will result in countless benefits.

Treat Others the Way You’d Like to Be Treated Flexibility, collaboration, and empathy are the keys to a human-centric workplace. Get it right, and you’ll have healthier, happier, and more productive employees.

That translates to a healthy, productive company that attracts and retains top talent.

Implement weekly touchpoints, feedback, and recognition. Build on strengths and develop a team that is energized by working together. Managers should be the biggest supporter of their teams, but also expect each team member to take responsibility for their own path. Coach with a focus on resilience and flourishing.

When you’re able to offer people control over their lives, meaningful opportunities to contribute, feel appreciated, and be supported, you are truly taking a human-centered approach to your business.

Dr. Toni Best is the Co-founder and Chief Human Performance Officer at Aduro, the Redmond, WA-based employee wellbeing software company.

Create Trust, Build on that Trust ●● In every interaction, listen, seek to understand and invite different perspectives and viewpoints. Work to establish the skill of holding multiple perspectives or competing ideas at the same time and allow the future to emerge.

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●● Communicate, communicate, communicate (then repeat). Make transparency and authenticity a primary goal.

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How Can Recruiters And HR Professionals Attract Generation Z To Fill Job Openings Defining Gen Z and what motivates them

By Ben Tuttle, Proliant Inc.

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he emerging workforce is made up of a new generation of workers with ideals and expectations that vary considerably compared to the retiring Baby Boomers and other generations.

Generation Z has already impacted how recruiters and HR professionals attract new talent to fill job openings. If you want to recruit young talent from this generation, it may require your organization to make significant changes.

Let’s dive deeper into defining Generation Z and what motivates them.

Who is Generation Z? Generation Z is defined by their life-long access to the Internet and technological advancements.

People from this generation are fairly young; they were born from approximately 1994 to 2010. This young generation is often compared to Generation Y in their propensity to be socially conscious and need for immediate validation. However, research shows that Generation Z has a lot of unique characteristics that separate them. Here are a few defining factors to consider when creating a profile for this group of individuals:

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●● Self-confident ●● Team-oriented ●● Seeking happiness at work ●● Requiring job security ●● Desiring independence over authority This generation is ready to work hard to achieve their goals, but they also expect quick upward movement and validation while often lacking the specific skills needed for success.

What Job Perks are Important to Generation Z? Because Generation Z is ambitious and often lacks specific skills to match their goals, continued training and professional development will probably be very valuable. Therefore, HR professionals and recruiters seeking to attract talent from this generation may want to consider implementing a learning management system to facilitate training and upskilling opportunities that might appeal to their ambitious nature.

Generation Z is also very attached to technology in their everyday lives. Thus, employers must consider

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How Can Recruiters And HR Professionals Attract Generation Z To Fill Job Openings

updating any remaining manual or paper-oriented processes. Updating human capital management systems into cloud-based solutions will demonstrate to young applicants that an organization is forwardthinking and up-to-date with the times.

Other workplace features that may be essential to Generation Z include: ●● Social media presence ●● Multi-cultural experiences

Development, Benefits, Social Media Presence, and Tech-Savvy.

Map-Out a Career Path

Generation Z is often more motivated by job satisfaction and career prospects than a high salary.

This group is looking for a meaningful experience that will progress their overall life goals. Thus, it is vital for recruiters to include information about possible career paths and upward mobility within the organization.

●● Regular feedback

Showcase Opportunities for Development

●● Schedule Flexibility

Use the job description to demonstrate an investment in their future. Highlight any opportunities for continued training and development. Many job seekers will appreciate any opportunities to improve their skills in the evolving job market, where many are left in the dust when it comes to their skill sets. Generation Z is very aware of the issues caused by the skills gap, so it will be essential for employers to showcase any training or educational programs.

●● Face-to-face communication ●● Honest and open leadership Generation Z often values experiences and a sense of fulfillment in their work lives. While many young people in the emerging workforce may seek upward mobility and greater financial gain, it is often to achieve some level of independence and freedom to travel abroad.

Offer Interesting Benefits

How Can Recruiters and HR Professionals Attract Generation Z to Fill Job Openings?

When filling out job requisitions and descriptions to attract Generation Z, highlight 5 things: Career Path,

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Generation Z is motivated by opportunities for exciting life experiences. To attract this generation, employers may consider offering benefits that allow for greater work-life balance. Such benefits might include flexible scheduling, more paid time off, and remote/hybrid work. Highlighting flexibility will go a long way in

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How Can Recruiters And HR Professionals Attract Generation Z To Fill Job Openings

making your job descriptions stand out to young job seekers. Of course, competitive salaries will also be a huge factor, even if this generation is characterized as valuing experiences over monetary gain.

Have a Social Media Presence

Having a presence on social media is crucial for recruiting the younger generation. Social media impacts many of the decisions people make today, including where to work. A job seeker may look to your social media pages to better understand what it’s like to work for your organization. Social media is also where many will assess your company’s values and social impact. Thus, maintaining a social presence and managing your reputation online will be a huge part of recruiting from the emerging workforce.

Be Tech-Savvy in Every Process

Again, Generation Z is very attached to advanced technology and devices. Having up-to-date processes and systems will be crucial if you want to recruit and maintain young employees. Thus, it will be beneficial to provide updated cloud-based tools for every aspect of the employee experience, including:

It’s Time to Prepare for the Future

Even if your organization isn’t looking to hire from the emerging workforce, it is a good idea to go ahead and prepare for the future. This generation isn’t likely to change their workplace expectations anytime soon.

So address the five areas listed above and continue researching the ever-changing cultural landscape that defines each generation—You’ll be ahead of the game when it comes to recruiting top talent.

Ben Tuttle has over a decade of experience working with HR professionals and HR Technologies.

He has helped hundreds of organizations find HR technology that suits their business needs. Currently, he is a Product Manager with Proliant, Inc and is launching a new Applicant Tracking System.

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●● Recruitment ●● Employee onboarding ●● Time tracking systems ●● Payroll services ●● Continued training and development

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Here’s How HR Can Get Out Of The Crisis Stronger The way to post-pandemic growth for HR

By Erik van Vulpen, AIHR

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he Covid crisis has dramatically changed the way many organizations conduct business and how human resource (HR) professionals manage their workforce. Based on decades of research, we found two typical ways to act or respond in a crisis situation.

One approach teaches us what not to do, while the other approach offers valuable insights and lessons on how HR can grow through the current pandemic to cement its strategic position.

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Responding to Crisis After the Vietnam war, many of the soldiers coming back home were shells of their former selves. They experienced stressful and traumatic situations from which they never recovered. However, others were more resilient, fully recovering, and sometimes even growing beyond their former selves through their wartime experiences, by taking home a newly found appreciation of life.

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Here’s How HR Can Get Out Of The Crisis Stronger

These two conflicting phenomena are called “post-traumatic stress disorder” and “posttraumatic growth”.

Covid has presented a crisis for HR departments, which, in many ways, can be regarded as traumatic for the day-to-day functioning of HR. In early 2020, most of us had to drop all long-term projects and strategic activities and switch to delivering computer monitors, drafting work-from-home tips, organizing layoffs, or other activities that dramatically shifted our focus toward keeping the business running.

This period has put HR in the front and center. But in order to maintain this position throughout the crisis and beyond, HR should now focus on more long-term projects with strategic impact, rather than patching up a temporarily broken situation.

It is time for HR departments to re-evaluate their current focus, learn from the current crisis, and leverage today’s situation to build sustainable value for the future. This is the way to post-traumatic growth for HR.

5 Ways of Post-Traumatic Growth for HR When it comes to growing through the crisis, I see five key ways HR can come out stronger.

1. Resilience-Building HR Practices As Facebook, Twitter, Microsoft, and other companies permanently shift to a remote or hybrid workforce, HR can create work-from-home practices that help a return to normalcy in a world that has changed forever.

While it may feel that we’ve already adapted to this new way of working, the management literature was written in an era where most employees were onsite.

To be successful, HR needs to reinvent itself.

Examples include the creation of a hybrid working support officer as well as the reinvention of a better digital employee experience. This includes onboarding and performance management, but also training managers on how to effectively lead, appreciate, and engage people remotely. All these practices cumulate into a more resilient culture.

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Finally, HR needs to step up in helping build a purpose-driven organization. Employees will feel more connected to the organization as well as driven to accomplish company goals, even when they work at a distance.

2. Enabling Digital Upskilling Not surprisingly, half of all employees will need reskilling by 2025, according to the World Economic Forum. Meanwhile, 52% of employers reported difficulties finding skilled talent, based on a 2020 ManpowerGroup survey. More than half of employees plan to fix this gap through re-training.

Over the past two years, building a workforce with digital capabilities or competencies has been the focus of many global tech companies. A 2019 report on the future of HR by KPMG found that 42% of CEOs at such companies plan to upskill more than half of their workforce in digital capabilities through 2022.

Likewise, business leaders responding to a 2019 Condeco report stated that the highest-rated organizational challenges are digital transformation and technology adoption.

These findings paint a picture of a digital skills gap that impacts employee productivity and prevents companies from filling critical roles. It is up to HR to provide a structural reskilling approach to ensure long-term business continuity and make full use of the potential of the current workforce.

3. Mastering Automation Skills According to the McKinsey Global Institute, 30% of work could be automated by 2030. This will hit almost all jobs. In fact, in 60% of current occupations, more than 30% of work tasks can be automated by 2030.

This will impact HR tremendously. Automation will significantly affect more repetitive, administrationoriented tasks and workflows. This creates the opportunity to become more tactical, move operators and administrators into advisor roles, and create more value for the workforce at large. At the same time, it requires acquiring (HR) automation skills.

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One HR executive – who managed a team of 80 HR professionals – told the story of one staff member who created a tremendous impact by automating different workflows. In the future, this exec hopes to upskill 10 staff in automation, which will enable her to downsize her team to about 60 employees.

Leading with data will help HR identify risks as well as opportunities for growth and improvement, and act on them swiftly. The people insights that HR can provide are invaluable for business growth, making HR a strong strategic partner in the business.

4. Transforming HR

Covid created a people crisis in many different ways. It put employee wellbeing front-and-center overnight and demanded that HR professionals create initiatives that help build their future workforce, automate HR tasks, expand tactical and strategic activities, and identify which digital business skills will make the biggest company-wide impact.

According to the 2019 KPMG report previously mentioned, “68% of HR executives in tech companies recognize the need for the workforce to transform.

[However,] only one-third feels ‘very confident’ about HR’s actual ability to transform.”

The pandemic has created an urgency for upskilling and fortunately, a big appetite for employee learning.

HR now has the perfect opportunity to capitalize on this urgency by offering future-oriented skills training for its own staff as well as for the broader workforce to help the organization transform.

5. Leading with Data The Covid crisis has again shown the importance of employee and work-related data. A people analytics expert I spoke with explained how, in early 2020, their company was able to track Covid-cases around the world. It helped them prioritize the relocation of expats based on their risk profile.

Working in remote or hybrid arrangements also requires the tracking of additional data. With advances in automation, insights into workflows, and actionable analytics, large amounts of additional data points can be produced to help make better, more informed decisions.

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Ultimately, the way HR professionals act or respond in the upcoming months will help determine if their company is either dragged into the future kicking and screaming or steps forward and evolves. The former will lead to a state of “post-traumatic stress” in which HR may have saved the day when the crisis started but failed to make a lasting impact, while the latter enables HR to grow beyond its former self to come back stronger. The choice is yours.

The article was originally published here.

Last year was also the year of mood measurements.

Engagement fluctuated throughout the year, impacted by the pandemic and the riots following the killing of George Floyd. According to Gallup, the group most impacted by Covid were managers. They affect 70% of the total fluctuation in team engagement, posing a risk for organizations. Being able to identify these risks and act on them will increase HR’s impact on the business.

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The Choice is Yours

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Erik van Vulpen is an expert in shaping modern HR practices by bringing technological innovations into the HR context. He receives global recognition as an HR thought leader and regularly speaks on topics like People Analytics, Digital HR, and the Future of Work. In his passion to share his ideas, he founded AIHR, the Academy to Innovate HR in 2016.

Which has since become the #1 leader in online training courses for HR professionals across the globe.

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Employee Verification: Why Verifying Remote And Gig Workers Are Critical Here’s what can be done to combat the problems

By Gergo Varga, SEON

A

re you certain that your employees are who they say they are?

Perhaps that sounds alarmist, but employee fraud is very real. Action Fraud UK states that nearly one in five businesses has been defrauded by an employee.

Increasingly, there are also opportunities and ways for people to exploit companies by using false identities.

The widespread rise of remote working and the increasing use of freelancers play a significant role. Nowadays, more and more people work for companies without the need to turn up to an office and “show their face.”

Furthermore, there’s an increasing trend towards global and “remote by default” teams. Many companies, very often tech startups, pride themselves

June 2022

In this article, we look at the increasing importance of employee identity verification and background screening – both as part of the hiring process and on an ongoing basis when working with remote teams and freelancers.

What Problems Can Occur?

Long gone are the days when bosses and HR teams would, by default, know everyone in person, perhaps even socializing with them and becoming acquainted with their families.

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on this way of doing business and make it a key part of their company culture. It allows them to access a pool of global talent and provide flexible working options to attract the best people. But it also puts them at more risk of identity fraud.

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Failing to verify the identity of everybody working for your company can lead to all kinds of issues, from compliance problems to the risk of fraud or corporate espionage.

On the compliance side, there’s the danger of employing people who don’t have the correct work permits or professional qualifications. Deceitful practices around location are also surprisingly common.

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Employee Verification: Why Verifying Remote And Gig Workers Are Critical

Remote employees or freelancers can use technology like VPNs to appear to be in a different country. The implications of this can be relatively trivial, such as a legitimate employee working from their holiday home without authorization. However, it can also involve the risk of hiring somebody in a completely different part of the world to where they claim to be.

This can have knock-on effects regarding everything from taxation to valid insurance.

There are clearly all sorts of different risks around false (or tweaked) identities, but what can companies do to mitigate them?

What Can Be Done to Combat the Problems?

Broadly, there are two sides to combating the problem: Firstly, it’s crucial to verify the identity of all new recruits – both employees and freelancers.

While “fraud” often leads people to think of financial fraud or the stealing of company secrets, there’s also the risk of working with completely different people to those you thought you were. This is a particularly prevalent risk with freelancers.

Secondly, in situations where people aren’t attending an office regularly, it’s important to have a way to check that they are consistently who and where they say they are.

“Drop servicing” is the practice of taking on freelance work, and further outsourcing it to third parties. This is fine when done transparently, as described here by Wise. However, it also happens illegitimately, without the end client’s approval or even knowledge.

As with so many things these days, you have a choice of performing manual checks and using technology to automate some of the processes. A hybrid of the two methods proves most effective and is often recommended by fraud prevention vendors.

A freelancer can apply for work with a client, win the gig, and complete it themselves, to begin with. They then replace themselves with a worker who may not have the same skills and qualifications or may not even be in the “correct” country.

Basic identity checks, with passports, driving licenses, and birth certificates, are something HR teams have been carrying out for decades. Often, their completion is mandatory for compliance reasons, to verify individuals’ credentials and ensure they have the right to work.

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Employee Verification: Why Verifying Remote And Gig Workers Are Critical

wider IT infrastructure. For example, using an API, you may be able to integrate employee verification as part of background screening in your human resources information system (HRIS).

As we noted above, it’s not only about checking people who they say they are during the recruitment process.

You also need to check they are not “swapped out” for other people while they’re working for you.

For instance, with IP analysis the system can alert you if your London-based freelancer suddenly logs on from Asia, triggering you to do some checks. Perhaps, that person is simply working while on holiday – but there may also be something more underhand going on. Again, you can use manual checks or integrate authentication into how they log on to your corporate systems.

With remote and global teams, there is also now the option to use automated or outsourced services for employee identity verification. Freelance platforms use such systems, but they don’t altogether mitigate against things like drop servicing, as described above.

Ultimately, every company needs to be carrying out thorough checks of its own.

Another useful tool for the armory is digital footprint analysis. This allows you to find extensive data on an individual from something as simple as an email address or telephone number.

For example, a prospective employee or freelancer may provide a “local” phone number. However, it’s very simple to acquire something like that from a service like Skype, making it easy to appear as though you’re based in London or New York. Identify verification software can quickly alert you to things like that, triggering further checks.

Working with “fake” employees may seem like the stuff of science fiction, but it’s really not. Remote working, gig working, and the rise of global teams all bring with them a certain layer of anonymity. You best believe that fraudsters already seek to exploit that.

Gergo Varga has been fighting online fraud since 2009 at various companies – even co-founding his own anti-fraud startup. He’s the author of the Fraud Prevention Guide for Dummies – SEON Special edition. He currently works as the Senior Content Manager / Evangelist at SEON, using his industry knowledge to keep marketing sharp, communicating between the different departments to understand what’s happening on the frontlines of fraud detection.

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Similarly, you can check whether people’s email addresses are legitimate and that they are logged on from where they say they are.

Tools like this allow you to do manual lookups, but you will also be able to integrate some of them with your

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Ensure that each person in your HR department has a standard and consistent understanding of policies, procedures, and regulations.

HR Professionals lead employee engagement and development programs saving the company money through lower turnover and greater productivity and engagement.

Place your HR team in a certification program as a rewarding team building achievement.

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The Future Of Work Is Fluid And Always Changing 3 ways you can keep the best of the WFH culture alive in your organization

By Omer Glass, GrowthSpace

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he pandemic created waves in the world of work.

Organizations have been given a once-in-a-lifetime opportunity to pause, reset, and revaluate their future. Now is the time for a new approach to work.

It’s been said again and again, but what I think while we’re trying to strategize for what that future will look like, we’re at risk of throwing away some critical lessons from the ‘Work from Home’ era. While leaders want to move away from the chaos, stress, and uncertainty caused by the pandemic, the status quo from before the pandemic wasn’t exactly working.

What we need is a reconfiguration of work - bringing what worked from work-from-home (WFH) into play. Why throw away valuable lessons learned?

Here are three ways you can keep the best of the WFH culture alive in your organization, no matter

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what work model you end up adopting.

1. Don’t Forget the Data Organizations now have the data on both pre-pandemic in-office work and WFH remote work. Now, it’s time to put your data to work.

During WFH, HR was able to uncover powerful insights about work, their workforce, and the workplace. Between new and old methods of data collection: performance appraisals, data on learning and development (L&D) performance, exit interviews - as well as stay interviews, a successful retention strategy - and manager input, organizations now have critical data to work with. These are the insights that show leaders both the impact employees have on the business, and the impact the business has on the employee.

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Employee data can also help leaders unsure of what their organizations’ future of work looks like to find the sweet spot work model for their needs. Most organizations are opting for hybrid, with an Accenture survey finding that 63% of high-growth organizations have already adopted a hybrid, ‘productivity anywhere’ workforce model.

If you haven’t found your work model sweet spot, A/B testing different variations can help you find the right balance now that people are feeling more comfortable with returning to at least some amount of in-office work.

Use employee and manager surveys - along with your own productivity data - to learn what works and what doesn’t in all areas, and continue to tweak as needed.

You may even find that different departments have different needs:

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The Future Of Work Is Fluid And Always Changing

Some departments may need to work in-office three days a week while others only two days a week to collaborate effectively, and still other teams may need only one day together.

Why have we chosen a hybrid model? For lots of reasons, and Gartner’s research sums up the main points well, finding that hybrid work: ●● Reduces fatigue by 44% ●● Increases intent to stay by 45% ●● Boosts performance by 28% This may change in the future, but it works for us now. The future of work is fluid and always changing, and it’s important for leadership to keep that in mind.

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2. Embrace the Changing Role of Managers In the chaos of the first lockdowns and the beginning of the WFH era, HR was overwhelmed with the digital and cultural changes happening overnight, putting the weight of employee well-being on the manager.

The change hasn’t been easy for many managers, who still may need upskilling and help with leadership skills. But it’s created a tighter feedback loop, with managers having a much better understanding of their teams’ day-to-day. Teams completely reshaped their methods of collaboration, often giving managers more visibility into employee performance

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than ever before. This has been a huge game-changer for many managers who had limited visibility and based performance reviews more on hours worked and projects completed.

Because of the increased transparency between managers and employees, managers also have deeper insights into where their employees could learn certain skills and have a better eye for spotting potential talents.

Developing current employees for unfilled roles is smart for the business, and L&D has become a critical component of employee retention. Your managers’ increased visibility into their employees’ skill gaps enables better accuracy and efficiency.

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The Future Of Work Is Fluid And Always Changing

More importantly, the empathy Covid brought out in teams created a new sense of team belonging, no matter the distance. Part of change management was ensuring team members were ok, and Zoom meetings around the world became more human and more caring.

Pre-Covid, the manager was all about performance. Post-pandemic, being a great manager and being a great remote manager is nearly identical. Empathy makes all the difference, apparently. And that empathy-based management is going to be a critical part of retention strategy in the coming months if not years.

3. Become More HumanCentric And it’s not just managers who need to be more empathetic organizations need to become more human-centric if they want to keep their best talent around.

Employees got a taste of the greater autonomy and flexibility

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offered by WFH - and flexibility in and outside the office will do wonders for retention and engagement.

This applies to where and when employees work, with performance reviews and HR reporting shifting from hours worked to projects completed and other tangible, performance-based activities.

The point isn’t to squeeze the hours out of the employee to ensure he or she hits their necessary time requirements.

Your job as a leader is to try and get the best out of your employees. Help them grow, and they’ll help you grow - by starting with the human side of things, you’re letting your employees know you trust them and want the best for them.

There really is no ‘return to normal’ when it comes to the workplace. Work has changed

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for good - and if we’re smart about it, for the better.

Continue to engage your employees in the process to understand what they really want and need.

Communicate broadly so that everyone understands how hybrid arrangements will improve productivity, rather than drain it. And keep developing your employees as you plan your future so that your workforce is set up to succeed today and in the future.

Omer Glass is the Co-Founder and CEO of GrowthSpace.

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The Growing Importance of People Analytics in HR

Mar 2022

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The Future of HR Function 2022

Apr 2022

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The Future of HR Tech and HR Tech vs Human Touch

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How To Ensure A Safe Office Environment And Secure Access To Information For Remote Workers Addressing the big shift in what employees expect from their work environment

By David Gentry, HID Global

W

orking from home or remotely has been the norm for many in the last two years of the pandemic. How will we ensure a safe and flexible working environment for those returning to office and secure access to information for those working remotely? In this article, we deep dive into physical access trends, such as touchless solutions, data protection, user convenience and visitor management that will ensure the safety of both workers and security or IT professionals.

Remote working will vary in different parts of the world depending on IT adoption, culture, and industries. In 2022, 31% of all workers worldwide are remote with a mix of hybrid and fully remote.

Today, we are in the midst of Industry 4.0, where advances, such as machine learning and artificial intelligence are automating repetitive tasks, freeing workers to concentrate on higher-value problem-solving. Driven by the pandemic, we have seen a radical acceleration of changes that were already occurring.

The pandemic also laid bare the inflexibilities and vulnerabilities within existing security architecture.

With the shift to remote work and the likelihood that more flexible work models will persist, security has evolved to zero-trust strategies and a focus on touchless technology, data protection, and increased

In the U.S., remote workers are at 53% in 2022.

Whereas, across Europe and the U.K. remote workers represent 52%, just 1% behind the U.S. While remote workers in Germany and France will account for 37% and 33%, respectively.

The security and identity industry must evolve to meet emerging challenges and expectations of a workplace that is everywhere, now that the future of work is here.

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How To Ensure A Safe Office Environment And Secure Access To Information For Remote Workers

both work and life, and can be simply tapped or held close to a reader for touchless access to doors, elevators and more.

convenience for users. This evolution includes leveraging integrated technologies that contribute to the health and safety of people and the security of data, no matter the location.

Zero-trust strategies reflect the new reality of an office “perimeter” that is now anywhere and everywhere.

“Never trust, always verify” is the new watchword as organizations seek to protect this virtual perimeter by cyber-hardening digital systems along with physical spaces. When accounting for every device on the network, from peripherals to access points, security implementations should include rigorous and uniform controls that don’t impede users as they go about their workday.

The easiest approach for security teams and most convenient for users is when identities become the new perimeter. Each employee is given an identity and an identity-based access credential that, increasingly, can be used on a mobile phone. This defines how people enter workplaces and access the applications and services they need so they can do their jobs, while eliminating the hassle and vulnerabilities of remembering and entering passwords.

With the zero-trust approach becoming a top trend dominating the security industry in 2022, leaders are tasked with ensuring a safe environment for those returning to the office – and secure identity and access management for those working remotely – are looking to the latest physical access trends and the best practices enabling them. Touchless solutions, data protection, and visitor management technologies are ensuring healthy and secure on-site environments while multi-factor authentication solutions take center stage for remote applications.

This trend is also impacting tenants that are driving new ways to work that require the commercial real estate (CRE) industry to accommodate additional needs. They are offering their employees flexible, multi-location work styles that include work-from-home and in-office hot-desking. They want intuitive features and amenities that make their journey to and from the office easier. And the ubiquitous mobile phone has become the command center for their lives; a single device that consolidates

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Mobile devices, likewise, can readily integrate with a visitor management solution, simplifying the credentialing process for administrators and end-users. Credentials can be delivered by email and downloaded to the device without face-to-face interaction with the front desk. With mobile, thousands of credentials can be issued remotely to users’ phones through a few mouse clicks, allowing tenants to walk straight into the building on a Monday morning.

The benefits of mobile include a single device for access control and other integrations, a more seamless experience, and touchless functionality in support of health and safety. Integrations beyond physical access control support things like tenant engagement, logical access systems, and mobilefriendly access to building amenities. The trusted identities and mobile technologies underlying these experiences have also been used during the pandemic as part of location-based physical-distancing and contact-tracing solutions that make it easier to implement health and safety protocols, and to identify and mitigate Covid-19 outbreaks is and when they occur.

Solutions like these will also address the big shift in what employees expect from their work environment.

Those who return to the office have a new mindset forged during a lengthy period of working from home.

Some will want the same digital conveniences of their home environment. Others will need the assurance of touchless access, social-distancing, and hygiene measures that can only be efficiently managed through a tenant experience platform that integrates with beacon-based location services technologies and other automated solutions to these challenges.

David Gentry is the SVP of Human Resources at HID Global.

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Flexible Work Arrangements: Here’s What To Consider Decide on the most favorable path

By Rupert Bader, Anaplan

As an organization grows and evolves its strategies and operations, providing employees with the option to choose where they work is having a significant impact on attracting and retaining the best talent.

Relocation costs can be substantial, and for many workers, the disruption to family and personal life is not worth significant and frequent changes. Many companies like Spotify, Atlassian, Twilio, and VMware have already loosened their policies to make many roles available for flexible and virtual (remote) work.

Removing the traditional boundaries defined by the

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physical locations allows these companies to access the full breadth of talent available in their countries of operation.

Increased visibility of the location options and the composition of future workforces require recruiting and hiring today with a clear understanding of what is necessary to produce future experts and leaders. This approach reduces the cost of external hiring at the mid-and senior level, while also improving the career prospects for emerging talent within the company.

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Flexible Work Arrangements: Here’s What To Consider

Another added benefit is accelerating the representation of diverse talent at the mid-and senior levels of the company – improving equity of compensation and attracting more diverse workers.

That’s a strategic benefit because 78% of U.S. workers say it is important that their companies foster an inclusive and equitable environment (April 2021 CNBC/SurveyMonkey workforce happiness index).

significant) into your model, your model can project the baseline workforce forward for several years.

Next, create scenarios that narrate different growth trajectories (e.g., higher revenue growth, increased product development, or both simultaneously) by the organization, location, and level.

Some examples are:

The key objective of workforce planners is to ensure that the future workforce of a company is developed with emerging talent at the forefront and includes a flexible location strategy that supports employee choice and benefits. A lot was learned during 2020 and 2021 when work-from-home was the company-wide policy. In this post, I’ll share a process you can use to bring this vision to reality in your workplace.

Where to Start Begin by delivering a simple snapshot of your workforce including location (organized into state/ country/regional hierarchies), organization (using financial or HR reporting hierarchies), and job level (using compensation guidelines or job libraries). For this, you can integrate your HRIS data, preferably through automated daily feeds. To expedite, consider adapting an existing. Next, create the views and metrics that make the most sense to your HR teams.

By building calculations for annual hiring, termination, and promotion rates (with differences statistically

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Scenario #1: Accelerated growth for emerging talent requires higher investment in training.

Scenario #2: Ramping up emerging talent slowly means externally hiring more mid-level managers.

Scenario #3: Incorporate a flexible working policy based on research like this from Gallup, where 54% of software engineers prefer to work virtually, providing increased access to diverse talent across the country.

Scenario #4: Demonstrate the tradeoffs of shifting hiring to lower-cost locations vs. high-cost locations over time.

Scenario #5: Show the implications of improved hiring and promotion rates at all levels for the leadership representation of women and other under-represented groups over time.

Using “what-if” modeling to experiment with these ideas, you will find several scenarios that describe possible futures for your workforce under various

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Flexible Work Arrangements: Here’s What To Consider

conditions of growth, distribution and investment in emerging talent. Our team developed such a baseline model in close collaboration with planning teams from Finance & Real Estate, and then shared it with HR and company leadership teams.

Decide on the Most Favorable Path Once you have developed your baseline model, add more context based on your organization’s unique challenges. This helps you land on the preferred long-range plan for the optimal ability to attract and retain talent while staying within cost and contractual constraints. Do this in partnership with finance and real estate teams that already have their perspectives on future expenses and real estate constraints for the organization.

You can add a variable to show the mix of employees in each country that will be office-based or virtual/ remote. This enables you to estimate a budget that allows remote employees to travel one or two times per year to work with their teams in person as well as examine the capacity requirements for specific offices, estimate relocation budgets, and measure the environmental impacts of reduced commuting requirements.

You can include the external talent market data (e.g., U.S. Census workforce data on race/ethnicity) that shows the profile of talent across the countries where you operate (or wish to operate) and set expectations for the future set of candidates and hires that you should be able to attract given an increased number of roles that are open to virtual/remote work.

You can work with finance and emerging-talent recruiting teams, as well as each of the business leaders, to set goals for building an emerging talent pool from universities, apprentice programs, internships, boot camps, military exits, and second-career candidates that will enter the workforce in future fiscal years and can reduce demand for external hiring at the mid-and senior levels.

employee expense cost expectations. It can even be expanded to include real estate, IT, and recruiting capacity expenses.

As the organization evolves, update the underlying rosters and assumptions (through automatic, statistical, or manual input) in the model so that it can be used by leadership teams for more detailed organizational planning and “what-if” scenarios.

This extensible, connected approach empowers leaders and their teams to see the future through one common framework. Companies can increase diversity, decrease wasted time, and improve productivity by investing in an emerging talent program that allows the use of mid-level workers for more specialized work, leading to more employee satisfaction.

The original article can be found here.

Rupert Bader is the Vice President, Human Capital Planning at Anaplan, where he leads Anaplan’s workforce planning approach and solutions internally, as well as partnering with the Workforce Planning solutions team to connect Anaplan’s capabilities with customer, partner and prospect use cases. Building on his leadership roles in workforce planning and analytics at Expedia, Microsoft, Avaya and other global organizations, Rupert is driven by his mission to help all organizations create inclusive, productive and dynamic workforces through exceptional Connected Planning.

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In the first year, the results of such a long-range workforce plan can then be connected to short-term planning and budgeting cycles to inform overall

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