Ed tor’s Note In recent years, a number of people who study and write about human resources have been debating one particular question. What are the HR’s contribution to organizational performance? The question arises out of widespread doubts about HR’s contribution to organizational excellence. If achieving organizational excellence isn’t something HR can achieve then their role is value sapping. But the truth is, we need HR more than we realize. Organizational excellence comes through a focus on learning, teamwork, quality – factors largely driven by the way organizations accomplish goals and how they treat their workers. Now these are fundamental HR issues. In plain, simple words: achieving organizational excellence is the work of HR. The question is, what shall we do with HR? The answer is quite simple: create an entirely new agenda that focuses on not just traditional HR activities, but on the outcomes. Let’s 2018 be the year when HR is defined by what it does but by what it delivers. Happy Reading!
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THE TEAM Editorial Anna Domanska, Editor-in-Chief
Christy Gren, Sub-Editor
Priyansha Mistry, Sub-Editor
Aubrey Chang, Associate Editor
Riana Petanjek, Sub-Editor
Design Kevin Paul Sr. Graphic Designer
Reepal Savaniya Graphic Designer
Project Management Tony Raval Project Director
Marketing Jason Miller Sr. Project Director
Jay Raol Project Director
Advertising Richard Dean, Advertising Manager
Technology John Hancock Head-Web Department
Le Manh Coung, Sr Software Coordinator
Finance Control R R Baratiya
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Julia Hunt, Magazine Production
CONTENT FEATURES HR DRIFT “I’ll destroy your career.” The four words we never want to hear again.
LEADERSHIP INSIGHTS The Wisdom of Great Managers
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Q&A WITH JANE How to deal with a coworker who constantly interrupts?
EMPLOYEE BENEFITS Inside America’s Best Managed Companies
TRAINING & DEVELOPMENT We need better training & reporting systems to end sexual harassment at work
COVER STORY What are you HR Goals for 2018? 006
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LEGAL HUB Placing limitations on religious freedom at the workplace
HR TOOLS & TECHNOLOGY Technology for 2018: Tools to create a virtual workplace
RECRUITMENT POINT What are your recruiting goals for 2018?
SUCCESS STORY Adobe: A Corporate Culture Success Story
WORKPLACE CULTURE A Freelancer’s Guide to Going Back to the Office
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HR Events & Conferences
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“I’ll destroy your career.” The four words we never want to hear again. The grass-roots #MeToo campaign on social media has numerous men and women coming forward with stomach-turning reports of sexual harassment at work. People are finally realizing the magnitude of sexual violence individuals tackle against predators. In many instances, the public has treated the sexual allegations as credible, even when raised years or decades after the fact. There have also been downsides to the recent #MeToo campaign, including attempts to blame or attack victims who have come forward. The most bizarre episode remains to be an ongoing political campaign, a women tried to plant a false allegation of harassment in the Washington Post. This not only undermined the credibility of the Post, but also, of other women whose accusations had earlier been reported there. That being said, for an employer assessing potential liability, has the legal landscape for sexual harassment and related claims really changed all that much in 2018? It’s striking how stories across industries share the same ending. Recently, the EEOC found that one in four women nationwide is harassed at work, and a majority don’t report those incidents. Eventually, everything boils down to the mid- and lower-level supervisors who are not responding in the moment. Businesses have a legal obligation to address sexual harassment and create a safe workplace culture for their employees. Most importantly, businesses should have a policy or handbook outlining federal and state laws. At the same time, businesses should also list the contacts a victim can use to report 010
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harassment. Without a safe work environment, businesses could lose money. The financial costs could be poor work performance, demotivated employees, lower employee retention, and possible lawsuits. The HR Digest Magazine | January 2018
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Immigrations: What will happen in 2018? One thing we know about immigration law in 2018 is that it will bring many uncertainties. Since the administration has assumed powered, there have been countless reportings about the changes in immigration policies. This includes the quadrupling of immigration officers with the mission to audit every American employers, to travel bans, and the ending of the Deferred Action for Childhood Arrivals (DACA) program. While the administration has announced changes in policy, it hasn’t exactly kept in mind the significant impact on millions of American businesses. For instance, the rollback of DACA and Temporary Protected Status is expected to altogether reduce the American workforce by over 1.3 million employees.
So, what will happen in 2018? Will the current administration preserve DACA and TPS? What will happen to the millions already enrolled in DACA or TPS? How will businesses replace the millions of DACA and TPS employees? Will the rights of individuals, employers and organizations vanish when faced with an arrest? The current landscape of immigration law is rapidly changing. It is important that employees, employers and businesses of every size remain on alert. More importantly, when faced with an inspection or raid, they will need an immigration counsel who can help guide through the maze of confusion the current laws have caused.
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Ikea Employees are Getting VR Headsets for the Holidays! This year, employees at Swedish furniture giant Ikea are receiving VR headsets for Christmas. The U.S. division which employs 14,000 people is giving away HamiltonBuhl VR headsets. In fact, each employee gets two – one for themselves and another to share with a family member. We must say, a lot of effort has been put into employee happiness and – hem – marketing! To make things even more interesting, Ikea recently launched Ikea Place, an augmented reality for the iPhone. The newly launched app allows users to virtually try out Ikea furniture in the comfort of their home to see how it looks. Past holiday gifts at Ikea have included tablets, Jawbone UP fitness trackers, and Roku Streaming Players. In previous years, Ikea has also made a significant contribution to their employees’ retirement funds. Globally, the 123,000 Ikea workers received $113 million total. Meanwhile, Ikea employees (who worked full-time) received retirement contributions of $1,400 regardless of position or salary. Part-time U.S. workers also received a significant contribution in proportion to the hours they’d worked.
A Great Place To Work! The Swedish furniture giant’s workplace culture has become synonymous with “egalitarian” and “inclusive.” It’s the kind of place where everyone’s opinions matter, and people feel valued for the contributions they make. (Did you know that more than half of Ikea employees are minorities? Also, around 47 percent are women!) 014
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In order to promote workplace equality, each Ikea location appoints a “diversity and inclusion ambassador.” VR headsets as a holiday gift is a generous gesture on part of Ikea. Most employees toiling away in assembly lines, stores and cubicles are desperate for a sense of value in their work lives. Even the minutest gesture of generosity and kindness can show that they’re the part of something bigger than themselves. It can give them a sense of purpose, and that leads to motivation and happiness. The HR Digest Magazine | January 2018
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The Future of Coworking for Women is here and it’s called The Wing When you take away the caregiving obligations from women, they’re almost equal to men. For women to excel at the workplace, they need to work flexibly, and often go part-time. However, more often than we know, women are assigned less-challenging work because their bosses think that they’re not going to want work that allows them to travel, or they’re not going to be able to stay up all night, or something along the lines of inefficiency. When women do take up part-time jobs, they don’t get the same raises. When women expect flexibly from the workplace, it is typically taken as a sign of non-commitment to their career, and so they don’t get promoted. While caregiving obligations are just as valuable to the society, we don’t see men get involved into it without facing the ‘stigma.’ As we know it, women have been kept to the private sphere of life, while men have excelled the public field. It’s the 21st-century, and if we still cannot get more options for men and women to balance both the spheres of life, then it says a lot about the society in general. What can be done so women can negotiate for flexibility? Maybe, we could create a women-only coworking space where they can successfully handle both, the private and the public spheres of life. Fortunately, there is one, and it’s called The Wing. The Wing is a women-only coworking space and social club in New York City.
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In the past few months, it has had its presence known in the rest of the country and the other parts of the world for its unique solution to having the best of both worlds. It was founded by 29-year-old Audrey Gelman, a PR specialist who along with her friend and partner Lauren Kassen, wanted a design a 21stcentury social club where women from all classes of the society could network and build their own future. The women-only coworking space is in every bit liberating as it sounds. It has elongated tables with an abundance of power outlets, phone booths for private conversations, and members can even book the conference rooms for important meetings. The impeccably designed workspace features artwork by women, a colorcoordinated lending library full of 2,000 books by women authors, a café under a full-ceiling skylight, lactation rooms, nap rooms and private office space. The distinctly female space sports a rich clientele of authors, entrepreneurs, and freelancers. The women-only coworking space wants to build up its new portal for members to network online. It is also planning to introduce scholarships or funding for early-career women and students who cannot afford the $2,350 annual fee. The incredibly dynamic women’s club and coworking space is the space women want to get some serious work done. Many see this as a problem – after all, we’re only going back in time if we are creating gender-segregated spaces for networking and social interactions. But, think about it: we’ve had gentleman’s clubs and golf clubs for centuries, where men play to get some business done. If anything, let’s not bring up the gender aspects, because The Wing is here to provide flexibility and that’s what women in the 21st-century want!
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The Top Ten: World’s Best Employers! What makes a company a great place to work? A great company culture, an inspiring leader, conscientious colleagues, a generous compensation and enough parking space for everyone. The answer could be anything and everything; after all, it’s a relative answer. Statista and Forbes teamed up to compile a list of ‘world’s best employers.’ As expected, Google-parent company Alphabet, Inc. came top with a perfect score of 100, with employees citing the company’s image, working conditions and diversity. Alphabet, Inc., as well as Microsoft Corporation at second place, and Japan Exchange Group at third place, was ranked high for its outstanding attractiveness for employees. Sure, Alphabet has a lot of bells and whistles now expected of the best employer in the world: on-site wellness and healthcare services, great health insurance, education subsidies and tuition reimbursement, gourmet cafeterias, impermeable nap pods, free haircuts, free dry cleaning, and so much more to keep Googlers happy. Let’s not forget, because it is one of the biggest and most innovative companies of the 21st century, Googlers also get the opportunity to collaborate with some of the smartest minds in the world. A lot has changed at second-place Microsoft ever since Satya Nadella took over as chief executive at the start of 2014. Its employees have been on a roller coaster with multiple layoffs, including 18,000 job cuts in 2014, and
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thousands in the following years. In addition to great salary and benefits, Microsoft employees also love the opportunity to work with great people in the business, the on-site campus health screenings and flu shots, family leave plans, social clubs, electric car charging stations, sports fields, on-campus retail shops, and flexibility. Third-placed Japan Exchange Group is rated highly by its employees due to its strong commitment to training and flexible working. In addition, it also offers annual tuition fees of up to $2,700 for each employee to study for a qualification. Japan Exchange Group also takes extra steps to make some of its perks a little more meaningful. For instance, 100% of its female employees return to work after maternity leave, all thanks to the company offering childcare and flexible working hours. Suppose you want to create a great place to work for. What would it be like? Is it a company where individuals are nurtured? Is it a company that adds value to the employees’ lives, both professionally and personally? Is it a company where work is intrinsically rewarding?
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LEADERSHIP INSIGHTS
The Wisdom of Great Managers
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How do the best managers in the world lay the foundation of a great workplace? To start with, great managers look inward, inside the company, into the people, into the differences in working style, goals, needs and motivations of each person. They then find the right way to release each person’s unique talents into great performance.
something everyone possesses in varying degrees.
Great leaders, however, understand that every role performed with excellence requires talent. For instance, great nurses have a talent that we call the natural ability to feel what another is feeling. Sometimes, talent is far more important than experience, skills gained or willpower. Experience is not a guarantee that the person you’re hiring will be a top performer. Similarly, Talent is a quality we all skills gained or willpower have. Brad Pitt has talent, does not actually guarantee as do LeBron James, Salman performance. Rushdie, and Jimmy Kimmel. These celebrities have special If you want to do an excellent abilities in sports and the arts. job as a manager, you must go Talent, however, isn’t restricted to bet big on talent. Find the to the world of glamour. Good best way to identify talents. leaders recognize that talent is
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and self-reliant.
THE RIGHT OUTCOMES Let us first establish that management isn’t about exerting control. You must first realize that trying to control every aspect of someone’s performance is the road that will lead to zero improvements. Your objective is to allow people enough room to accomplish the goals set by the organization. In other words, make each worker feel special and significant and focus on their performance enhancement. The biggest lesson for managers is that they cannot define the outcome, but allow each worker to find his or her own way to it. Create a route most comfortable for each worker, and allow them to take responsibility for the solution. By focusing on the outcome, your employees will become more self-aware
Don’t attempt to make the perfect workers. Avoid the temptation to think that your employees don’t have enough talent. Every job requires some skills and talent. For instance, not everyone is suited for a customer service desk job. No amount of training is going to make someone success who is afraid of facing people, no matter what script he or she reads. Secondly, avoid the temptation to think that trust is precious. If you mistrust people, you are likely to exert control over their performance rather than the outcomes and let the employee find their way.
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FOCUS ON STRENGTHS If you want to help release each employee’s potential, you must first focus on their strengths and manage their weaknesses. Each employee is different, with a unique set of skills, abilities, passions, and patterns of behavior. It can be very tempting to fix people, but the solution seldom works. If you focus only on weaknesses, you are bound to fail just as you would be if you tried to “fix” someone you’ve only begun dating. You cannot expect every employee’s non-talents to turn into talents. This is simply not how management works. So, how does a great leader encourage strengths and manage weaknesses? It’s rather simple. First, make sure each employee is in a role that uses his or her talents. Recruit the right person for the job. 028
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Second, ‘manage by exception’. And, lastly, spend the most time with your most talented lot. Every employee should be treated as a unique individual. Some want autonomy. Others want you to micromanage. Some crave for recognition by the managers. Others are only happy with peer praise. But, how do you know how your employees want to be treated? You ask them! Get to know about their goals for the future and how they prefer
to be praised. Most importantly, treat everyone equally. Act with fairness and give each worker what he or she needs to succeed. All the focus on talented workers doesn’t mean you ignore people who have a limited skill set. At the same time, poor performance should be confronted head-on. Always look for the obvious solutions to a performance problem. Is the worker equipped enough to do the
job efficiently? Is it a personal problem? If yes, then be patient. Next check, if the problem can be cured with some training. If the problem seems more complicated then try to overcome it with an alternative. For instance, if a worker can’t remember names, it becomes a weakness if they work as a server in your restaurant. Devise a support The HR Digest Magazine | January 2018
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LEADERSHIP INSIGHTS
system overcome the lack of talent, or find an alternative role for the worker.
FIND THE RIGHT FIT People who work for you will want to grow, to learn, and to earn more money and status. They’ll want to move up and will ask for your help. Should you help them? This largely depends on whether the employee’s talents can be used in the role he/ she seeks. Your role as a leader is to make sure your employees are in roles that fit. This may mean a promotion, a move, or even a move back to a different position. A ‘demotion’ or a ‘transfer’ may seem like an unpopular 030
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choice, but a great leader will always steer workers towards roles that create the greatest chance for success. The biggest challenge is that a promotion is seen as an inevitable, desirable way to get ahead. It doesn’t always have to be that way. Companies can devise systems that reward people who get promotions and those who don’t. Only when there are opportunities for more money and more status at the present level will the attraction of the corporate ladder lose its
CREATE A GREAT PLACE TO WORK WITH GREAT MANAGERS
pull. Only then workers will find that they have been promoted into roles that don’t fit. One solution is to create jobs that utilize the workers’ talents used previously, but don’t ask the worker to perform an entirely new role. Lawyers, for instance, have been doing this for years. Attorneys start off as associates with a specialty and develop their area of expertise as they move up through the ranks.
Great performance will happen if companies defy conventional wisdom. So, where do you start? First, define every role in terms of productivity and outcomes. Second, measure, rate and quantify as many outcomes as possible. Third, hold managers accountable for their employees’ success and failure. Lastly, if you want to become a great place to work for, value world-class performance at every role at every level. The HR Digest Magazine | January 2018
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Hi Jane, Dealing with HIV at the workplace Jane Harper advises the HR as well as wants to warn others about dealing with HIV at the workplace. A good way to go about it is to keep an orientation programme where a doctor could come and address the employees. Dear Jane, Hi! I am working as an HR person for a company in Brooklyn. I have been following your advise on a lot of issues for some time, but frankly there seems to be a situation that I do not know how to handle. Basically, there is an employee, who I know is battling with AIDS. Our company has been open about it and we have accepted him at our office. In fact, there have been a lot of concerned people as well who have gone out of their way to help him. But, there are two employees who have been acting strange with him. They often pass snide remarks in front of him. Usually, when we go out for office dinners, they would refuse to sit on the same table. On the guy’s birthday, he brought chocolates to share them with everyone. Those two employees passed rumors that the chocolates would spread the disease. I have given them warnings but they aren’t working. I intend to tell the boss about it but before that I thought I’d ask you how I should approach this issue. Please help.
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Answer Hello Ms. Hapless! Firstly, I appreciate you bringing up the topic because I too have seen something of a similar sort and have been intending on writing about it. Dealing with HIV at the workplace is tricky and I am glad you approached me. Kudos to all those people who have accepted him and are helping him out. I am touched. The two employees that you are referring to have not been made aware of what AIDS exactly is. I am guessing you have not had an orientation programme with your employees on what the disease is all about. I would suggest you take up a session of such kind. What you can also do is call a doctor to the office and let him have a talk with those two employees. If they hear the experts, I am sure they won’t feel the same. If nothing works then you may confront your boss and let him/her give an ultimatum that such inhumane behavior will not be tolerated. I suggest you deal with the issue sooner. The person battling the disease may sue you for not taking any actions. A lot of people have misconceptions about AIDS and only an expert in the field can help them realize that the disease is not transmittable. Do let me know how you go about it. I would like to be kept in the loop about the further progress.
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Hi Jane, How To Get a Talkative Coworker’s Trap Shut? A talkative coworker can often be hamper work progress. Jane Harper advices how one can deal with such disturbance. She feels that the best thing to do is to confront them. Hey Jane, I work in the ‘data analysis’ team at my office. I am someone who does not like to talk while working. Unfortunately, there are three colleagues who have loud voices and they keep talking on full volume. Sometimes, they come to my desk and start talking about random things. I get very annoyed and lose track of my work. This is something I cannot afford as I have to deal with numbers. I cannot be rude and ask them to go away. Plus I think that they may not appreciate such behavior. So how do I go about avoiding them? Also, my work station is not alongside the others. But even then, those colleagues talk so loudly that I can hear them inside. This seems to be an increasing problem. A few of the members in my team also find it disturbing. I had goofed up in-between because they were joking around near my desk. But luckily, I was able to rectify my error because I am in the habit of double checking. What do we do?
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Answer Hello Ms. Hapless! I am happy you did not ask them to go away because they could have complained about it stating that you were rude. These issues are faced by a lot of people and I often give them the same advice I am about to give you. Look Busy! Whenever you see them approaching, you can act as if you are discussing numbers on the phone or talking to your teammate. The minute they realise that you won’t be paying much heed to them, they will take a u-turn and won’t disturb you. Let’s discuss this another time! If you are busy working on something important, you can always excuse yourself saying that the boss needs the work to be done urgently. You can even say that you will be getting back to them after some time because you cannot afford to get distracted. What I mentioned above are temporary solutions to the ever-lasting problem. For a permanent solution, you could confront them that your work is being compromised. It is always better to come out with the truth. They may feel bad, but at least they will not be bothering you and you can work in peace. Apart from that, this is what I usually do when I don’t want to be disturbed. Put on your headphones or earphones while sitting at your desk. You don’t need to play any music. You can keep it in your ears so that when you see someone approaching you can either talk into it as if you are on a call or can even hum a tune. A sure way to avoid such scenarios is to go and approach the HR 036
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as a team. Explain to your HR that the work is being compromised. The HR will surely consider your issue because they cannot let the organization’s work suffer. They might solve the issue by sending a general mail where they request others not to talk unnecessarily during work hours.
Hi Jane, HOW TO DEAL WITH A CO-WORKER WHO INTERRUPTS Workplace expert Jane Harper advices that when you have a co-worker who interrupts, it is best to let them know politely that you would like to finish first. It is also good to bring it to the notice of your HR so that they can make sure everyone is heard in a meeting. Hello Jane! I am Lynda. I’m an ardent reader of your columns and I really find them very helpful. I never thought I would write to you, but a colleague of mine compels me to do so. I have a co-worker who has been working in the office for the past 15 years. He is the second senior-most person in our workplace. I understand that he has a lot The HR Digest Magazine | January 2018
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of experience and knows a lot of things but sometimes I feel that he does not like the younger people who come and work here. Whenever anyone has a new and unique point to share, this colleague will interfere and not let them complete their ideas. So if I have something to say, I will raise my hand and start talking about it. But, then this guy interrupts me and I lose my train of thoughts often getting flustered and angry. I have had half a mind to go and tell him to ‘shut up.’ But since he is my senior, I don’t say anything. How do I solve this issue? How do I ask him to keep quiet and let me finish. It’s been happening a lot of times but now I can’t take it anymore.
Answer Hello Lynda! I can understand your plight. This is not something new. I have often witnessed elders feeling insecure because of the fresh talent. They too wish to be as creative and enthusiastic as the younger crowd, but they are unable to cope up. You need to understand why the co-worker who interrupts you is doing so in the first place. Never show your frustration and anger during a meeting. By doing so, others might notice it and not take it in the right spirit. Now to address the issue at hand, the next time your colleague intervenes, excuse yourself politely and tell him you are not finished. So you could cough a little, smile and say that, “I would like to continue my point. Could you please speak after I am done? My train of thoughts seem to get disturbed.” Speak in a very polite manner. If 038
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you feel that your colleague might get offended then you could take up the issue with the HR. They can assure that everyone gets a chance to speak during the meetings. To deal with old people at work can be tricky and you don’t need to rub them up the wrong way. In fact, you can make them feel important. Before you start you can always say that, “I have a point but, I will require an expert’s advice. (Look into their eyes) I request you to listen to me and let me know if you feel I am right or wrong.” This way, they won’t feel hurt and will also listen to what you have to say. It is one of the best ways to be assured that the co-worker who interrupts you will stop doing so.
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BENEFITS Inside America’s Best Managed Companies Millennials are savvier and better informed than the generation before them. In the age of transparency, anyone with an internet connection has access to insider perspectives on a company’s culture, advancement opportunities, management and more. It’s not just about employee insights. As a matter of fact, leaders at the top can look at employee reviews to find out the effectiveness of their management practices, and get tips on how to improve the employee experience. So, which are some of the best managed companies in the world? Many of the companies ranked here may not be easy places to work – some companies require long hours and absolute commitment from their employees. Yet, they all share one thing in common – the dedication to build a strong company culture and accessible leadership.
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Founded: 1999 HQ: San Francisco, California No. of Employees: 10,000+ Salesforce, the cloud computing powerhouse and enterprise software pioneer is known for its culture of ‘Ohana,’ meaning family, and its culture of philanthropy. The firm even has a ‘Chief Love Office’ – CEO Marc Benioff’s Golden Retriever, Koa. The tech giant is known for its great perks and benefits. In addition, employees at Salesforce, love its fast-paced culture that rewards people who take initiatives. “Salesforce is a great place to work,” says one employee. “Everyone here is extremely smart and innovative and at the same time helpful. The management is inspiring and supports causes that I care about, such as wage equality.” In the ten years Glassdoor has issued its rankings, Bain and Co. has never fallen outside the top five.
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Founded: 1967 HQ: Dallas, Texas No. of Employees: 10,000+ In its 46th year of Service, Southwest Airlines flies to 101 destinations in the U.S, serving over a hundred million customers each year. Despite its huge scale, it continues to be one of the best managed workplaces in the United States. According to employees at South Airlines, the dedication to customer satisfaction comes from the invigorating and uplifting workplace culture. The company is also known for its excellent leadership that always shows its appreciation for everything their employees do. 044
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Southwest Airlines
Southwest Airlines has always managed to secure the top spot for job security and managing ratings. One of the perks of working at Southwest is its well-received healthcare and company-wide flight benefits. The HR Digest Magazine | January 2018
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Founded: 1998 HQ: Long Island City, New York No. of Employees: 10,000+ JetBlue Airways aims to “bring humanity back to air travel” through its suite of in-flight amenities. It’s known for its company culture, “JetBlue is truly a melting pot,” says one JetBlue employee. For employees working at JetBlue, it’s more than just a great place to work. Workers feel respected, valued, important and are given responsibility and accountability. JetBlue has created a culture where workers can have an evocative impact on things that matter most towards the future of the company.
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Founded: 2004 HQ: Menlo Park, California No. of Employees: 5,001-10,000 Companies like Google and Facebook need no introduction. What started as a smallscale website in a Harvard dormitory, has now grown to dictate the world’s social media scene with over 2 billion active users and counting. Facebook has made it to the Fortune 500 list, its founder and CEO Mark Zuckerberg is himself on the list of the world’s richest people. Facebook is known for its culture and work-life balance. Employees feel valued, thanks to the exceptional campus and the plethora of opportunities for activities. “You get so many opportunities at Facebook, you are constantly learning,” says one employee.
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Founded: 1998 HQ: Mountain View, California No. of Employees: 10,000+ Today, Google is opening out into many fields, from internet-delivery balloons to self-driving cars. None of this would have been possible had Google been a workplace that failed to inspire its employees. The tech giant has constantly secured a high rank for its company culture and management ratings. Employees at Google love the fast-paced and challenging environment. In addition, they praise Google for its dedication to work-life balance and an enthralling work experience for workers at every level. “There are thousands of people working at Google; however, you know you have a voice that will be heard,” says on employee. “Managers do their best to ensure you feel included, I have the best experience working with them.”
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Sexual harassment cases are incessantly on the rise in our society today. More numbers growing among prominent figures and reputable individuals at their workplaces. It is factual that the existing laws and regulation are doing enough in naming and persecuting the perpetrators. But how about the psychological damages and insecurity it posed to the society? We would have done enough by relying on the persecutions if the aftermath of sexual harassment does not reflect more dangers which include social problems and other related disorders, or if there is evidence that the reported cases represent a more accurate number of the occurrences. The real menace about sexual harassment in our society is the inability to ascertain a relative or something close to the number of the occurrences among the genders in our society, conceivably, due to inadequate support, reporting systems or awareness of rights by the victims. Though most sexual harassment cases are filed against men who have imposed themselves on women or minors, it does not suggest a complete biasness of the genders for potential perpetrators and victims in the category of men and women respectively. About 16 percent of the total 6,758 sexual harassment claims in 2016 were filed by men, according to a report by EEOC. This justifies a fair claim on the assumed statistics of occurrence among genders. But an 052
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WE NEED BETTER TRAINING & REPORTING SYSTEMS TO END SEXUAL HARASSMENT AT WORK.
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investigation conducted by the US Department of Defense (DoD) in 2015 revealed that about 10,800 men and 8,000 women are sexually assaulted every year in the military. From which only 13 percent of the men and 39% of the women reported the attacks. That is, a total of about 87% of sexually harassed men in the military choose not to report even though in pains. Failed reporting systems and poor training culture are the only accountable reasons why more men or victims are reluctant to report their ordeal, having a fear of being ostracized. Because more discrete reporting systems and quality training on sexual harassment with management endorsements would not have anyone prefer being in pains to having a deserving justice. Hence, while we are using strict laws in dealing with the perpetrators, a more number of victims with no justification are on the rise. This suggests that there is no relevant remedy in any fight to sideline the
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societal tribulations sexual harassment is set to bring aside from preventions. There is a need for effective preventive measures through better training & reporting systems as the only assuring remedy towards any campaign to end sexual harassment at work.
HOW DO WE ACHIEVE BETTER TRAINING ON SEXUAL HARASSMENT? A standard training for sexual harassment is to curb sexual harassment, but till date, research has revealed that the outcome is not quite good. Yes! The training has only been ineffective! Why? An associate professor in Rice University; Dr. Eden Kings, suggests that “learning about a law may not actually change
anybody’s behavior but the behavior or culture is what needs to be changed.� Some studies show that ordinary training is practically limited in achieving the desired goal. It revealed that men who receive sexual harassment training were more likely to blame victims and less likely to report or notice sexual harassment. Almost every employee knows about the policy prohibiting sexual harassment at their workplaces, but their cultural values and skepticism address these policies differently. Research shows that many mock the concept of training and awareness to prevent sexual harassment because no special offers or rewards are being attached, others show indifference as a result of the management The HR Digest Magazine | January 2018
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attitudes and valuation. Sexual harassment training exercises are not only aimed at improving the
employees’ attitude at work but also to establish the company’s belief and seriousness in the policy. Hence, training must reflect organizational culture to achieve any efficiency. Two recent studies suggest that efficient sexual harassment training can improve employees’ knowledge and personal attitudes; mostly the category of employees that believe that their workplace was properly cultured, irrespective of their personal sense of skepticism about the sexual harassment. Another group of employees who believe that their employers have tolerance for sexual harassment was not motivated to learn from the training because they took their cynicism into the training sessions. Hence, a belief that the training is useless affected employees’ chances of gaining knowledge, regardless of how much effort and quality of training offered. According to Harvard Business Review, men who leave sexual harassment training and see the act as no big deal are most likely to harass women. And those with less regard for the work environment are the least to be motivated by training exercises. In a more concise context, the significant difference in the training is not about how effective or quality, but the factors surrounding it such as where the training takes place, who attended, and the involvement of the company’s leadership members.
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REPORTING SYSTEMS Fears of retaliation have been the major challenge victims of sexual harassment face due to poor awareness of existing reporting systems or non-protective nature of the one available. Endorsement of training and attendance by leadership members will encourage victims to report the incidents, having understood the personalities supporting his or her claims. In 2016, EEOC reported that some complaints were not taken seriously by the organizations, while 75% of harassed persons face retaliation in the workplace according to a study in 058
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2003. The reporting systems anchoring these complaints are poorly organized and rather promoting a belief that sexual harassment is not a big deal. Installation of effective and protective reporting systems is non-negotiable for any successful campaign in ending sexual harassment at work.
RECOMMENDATIONS EEOC encouraged organizations to prevent sexual harassment from happening by widening strategies and integrating antiharassment training as part of the company’s developmental plan. This implies different training approaches and an increase in bystander-intervention training to encourage awareness of how and when to intervene when sexually harassed. The following areas must be improved in our organizational structures for an enhanced training and reporting systems as a means to end sexual harassment at work.
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A CHANGE IN ORGANIZATIONAL CULTURE With reports going high that organizational culture is more influential in the attitude of employees, there is need to establish a culture that upholds antisexual harassment policy for effective results in training. Part of the culture may include conducting internal studies of the training and creation of task force on the study of harassment policies as suggested by EEOC in 2016.
A CLEAR GOAL OF TRAINING SHOULD BE ESTABLISHED BY EMPLOYERS Understanding that training would not alter long-term belief on how to behave around opposite sex; training should be designed to bolster specific goals. Training should be respect-based interventions and not support other discriminatory attitudes such as women avoiding certain duties for men in fear of transgressing boundaries.
PROPER EVALUATE OF HARASSMENT AWARENESS AND PREVENTION TRAINING As a symbolic evidence of legal compliance, reports on the effects or behavioral responses by the employees should be documented to help in re-strategizing for new models which should be more effective, if implemented models show less result. But organizations fail to report this fact in fear of recording failed anti-harassment training. The law should introduce incentives for employers as a measure to encourage them to conduct the evaluations. The HR Digest Magazine | January 2018
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COVER STORY HR GOALS FOR 2018 Can HR transform itself alone? Maybe. As a matter of fact, the primary responsibility for transforming the role of the HR so it aligns with the organizational goals. The reason? First and foremost, the HR must acknowledge that competitive success is the core of organizational excellence. Secondly, the HR is held accountable for delivering it. This does not mean we are to impose a new agenda on the HR staff. To achieve organizational excellence, operating managers and HR managers must form a partnership to reconfigure the function in order to commit themselves fully to the goals. While this process seems different from the traditional route, it’s a sure shot way to success. In today’s business era, what can the HR do to achieve things differently?
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According to a CIPD 2017 survey, one in five people leave their job during their probationary period, and replacing what could have potentially been a great recruit comes at a cost. The cost could be both, financially and to staff morale. In such cases, only a well-designed onboarding program can help retain talent. There are quite a number of reasons why an employee will quit within the first 6 months of joining the company. This includes unexpected job role, the frustration of duties, etc. Most employees want to feel valued. The primary objective of any onboarding program should be to make the employee feel valued from the start. A successful onboarding program runs much deeper than just making a good impression. You must familiarize the new recruit with the company culture, the business objectives and set performance objectives right from the start. Ensure your team managers are following the onboarding process in a uniform manner. You can even pair your new recruits with a buddy from the same department who can help provide answers to work-related queries. Ensure senior managers give a warm welcome to the new recruit, or sit with them for a few minutes during the training sessions.
FLEXIBLE PROBATIONARY PERIODS There will always be a certain number of new recruits who might not meet performance standards after their induction. Include probationary clauses, with the possibility of extending, in your contracts that will enable you to manage the relationship with the new recruit more flexible. The HR Digest Magazine | January 2018
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At the same time, it is important to hold regular probationary reviews and team meetings so you can help the employee push towards their goal when they are not up to the job. One of the many reasons why inefficient people leave the organization is when the probationary period is tightly managed. Include an on-going, constructive feedback process, which can provide to be a rewarding growth period for the new recruit. Positive induction of new recruits and providing regular performance feedback can lead to quicker integration as well as higher retention rates and rapid delivery of better performance levels.
CHECKLISTS There are a number of complex processes one needs to follow to leave zero error in management. This includes managing underperformance, dismissal, and much more. A checklist should enable you to track yourself and keep everything at work compliant with the law to prevent liabilities and potential lawsuits. Moreover, it can make training & development, delegating, and communicating with supervisors a whole lot easier.
EMPLOYEE WELL-BEING Let January be the perfect time to incorporate corporate fitness into your existing employee wellness program. Physical and mental well-being can increase workplace productivity, alongside proper financial guidance, education guidance and how to maintain work-life balance. The HR Digest Magazine | January 2018
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Even in 2017, one of the biggest challenges is knowing where to begin, and even more difficult is identifying what program is most suitable to your company’s needs.
APPRAISAL PROCESS Let’s face it, the annual appraisals process can be a bit of a downer. Ask your supervisor and employee how they’d like to be reviewed and appraised. Devise a process which you are more invested in, engage more using regular feedback from line managers and create room for an open dialogue so everybody involved can be a part of a continuous learning process. This doesn’t necessarily mean you need to completely abandon the traditional appraisal process. In order to make sure your employees are motivated, try to make the process a little more progressive. Create a dynamic process which involves ongoing real-time discussions, alongside mid-year and year-end reviews. It can be a powerful way of increasing employee engagement and motivation.
FLEXIBLE WORK SCHEDULES There are industries where we simply cannot make employee work schedules more flexible. But for those where there is a possibility, we must take time to evaluate and create a shift. This may not only enhance productivity, but also create a progressive workplace culture and will empower your employees. You never know, a flexible work schedule can be a win for the perfect recruit. While some companies do offer the ‘Work from Home’ option, it isn’t always going to be that lucrative. Create a shift in core work timings by introducing a flexible start and finish time. You’ll soon notice that the absence levels have dropped and so has absenteeism. Instigate a The HR Digest Magazine | January 2018
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dialogue with your line managers and employees to see the change. Let your employees feel empowered and respected as they pick their own work hours.
EXIT INTERVIEWS The exit interview process can be quite dreadful. There is always a decent chance that a leaving employee will be more honest than those still in employment with the company. Strategize the exit interview in a way that both you and the leaving employee are able to handle the data with sensitivity. Here are a few follow up questions for you: Why are you collecting the data? How are you going to process it? How are you going to review and evaluate it? A well-managers exit interview offers you a candid assessment to explore why the certain employee is leaving. It enables you to create an action plan if you want to retain them. It can also enable you to improve the overall work life within the organization, identify opportunities to improve employee retention and increase employee motivation and engagement.
THANK YOUR HR HR professionals are often the most hated people in the company. When someone is focused on increasing productivity and meeting company goals, they’re bound to be hated by those who’re inefficient. This year, what are you going to do to improve the overall quality of work-life of your HR? Now that you’re considering these improvements for the new year, you’re already halfway there! Have a great 2018!
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Limitations on Religious Freedom at the Workplace (We’re focusing on people who wear burqas, turbans, etc. to work.)
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The question of the freedom of religious expression in the workplace is amongst the most complicated problems in management today. Naturally, there is a right to selfexpression that all employees should be permitted to enjoy, but when does enough self-expression become too much? Complaints on the grounds of religious discrimination have, since 2007 gone up significantly, especially the U.S. There are any number of reasons for this – increased immigration bringing together a cultural melting-pot of employees across the business spectrum, globalisation of corporations opening branches in new areas, bringing businesses into contact with cultures that are significantly different from their own and more besides. This brings up an important question for employers:
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Simply put, at what point can religious freedoms at work be considered problematic or discourteous to other people? It would be nice to think that in the workplace, all forms of religious expression could be allowed – burkas, turbans and crucifixes alike, as well as the business allowing employees to act with conscience and conviction towards their work. It is not always this simple though. There are problems for small businesses – if religious freedoms are protected by law (or general company policy), but at odds with the local community, should the business react to the needs of customers, or the needs of staff? Equally for multi-national corporations, joined-up management dictates that policy should be equal across the board, but often, this is simply not possible. A company with offices in the UK and France might discover that while permitting female employees to wear a Niqab or Burka in the UK is entirely permissible, it would not be allowed to do so in France due to conflicting laws on religious expression there, so in the interests of fairness, should the religious clothing be banned across the entire company? What should a business do about this? It is not necessarily enough for an employer to be able to say ‘this is not a valid expression of religion, please stop’. It seems reasonable to suggest that wearing a Burka in the workplace outside of certain Middle Eastern countries is not permissible, not least because it could reasonably be described as interfering with the employee’s ability to properly work. Equally, the use of items such as crucifixes or prayer beads can be problematic in many work environments where having hanging jewellery can pose a danger. It should also go without saying that the Sikh Kirpan, a small dagger that some Sikhs are required to carry as an article of faith, is unacceptable in most countries, although many places with a high concentration of Sikhs have altered laws, that will allow practicing Sikhs to carry their Kirpan with them. Equally, restricting a view of religious expression simply to the wearing of religious items and imagery is a short sighted one. Religious expression 074
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can easily take the form of action against a customer (and against the interests of a business itself). It is only necessary to look at the various ‘Gay Cake’ dramas that have occurred across the United States and Western Europe to see that sometimes employees can take their religious beliefs beyond a point where they can be considered appropriate. If an employee is willing to break company protocol to defend religious values based on charity, this is often different – think of a retail worker discounting food for poor families during Christmas. This is likely to adversely affect upon profits, but can generally be seen as good PR work, a way of forming a strong relationship between business and community. However, if an employee is willing to break the law (and company protocol) to defend religious values based on bigotry, this is certainly not wise for the company (or for the employee themselves), and should certainly be matter for the management to intervene in. The observation of religious holidays should not normally bear issue for a major business – and in many countries, is protected by law – in the EU and the US, for example, a religious person cannot be fired from their job for observing a religious holiday or rest day – so a Jewish employee cannot be expected to work on their Sabbath, and thus the business must make arrangements for them to be off on these days. Most countries have laws that clearly define what does and doesn’t comprise religious discrimination – there are however longer religious observations that can be problematic. The most obvious of these is Ramadan, the 6-week period of fasting and prayer considered compulsory for many Muslims. An employee being unable to eat or drink during daylight hours can be serious in many areas with adverse climate. Even in an air-conditioned office, with fantastic facilities, the inevitable drop-off in performance from an employee that has not eaten for up to 12 hours beforehand is something that a business needs to address. Social Media plays a part in the complex dance of employers and employee rights as well. In the age of viral information and fake news, 076
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what should a business do with staff who consistently share, for example, anti-Muslim ‘news’ on social media platforms? Apostasy plays such a strong role in many religions, it can often be problems for employees that other colleagues are not of the same religious persuasion they are. While policing the thoughts of workers is understandably unacceptable, if the actions of individuals impact upon the morale and the contentment of other workers, it is time for a business to take a stand. These problems are diverse in nature. Some have simple solutions. If an employee is being discriminatory, skipping an unreasonable number of days to observe even very minor religious holidays or acting in a manner that conflicts with legal precedents (for example, an employee insisting in wearing a burka in France), then disciplinary action can easily be justified with little risk to the employer of losing at a tribunal. If the religious convictions of an employee are likely to conflict with the fundamentals of doing their job, then action is warranted. Gary McFarlane, a marriage counsellor in the UK lost a tribunal against unfair dismissal for suggesting that he would not provide marriage counselling for gay couples – which is a clear violation of his terms of employment. Equally, the very high-profile case of Kim Davis in Kentucky (and others across the world, such as Lilian Ladele in the UK), clerical staff who refused to issue marriage licences to gay couples, as it conflicted with their deeply held Christian beliefs, are further examples of a business having a clear path to action against religious expression in the workplace. There are harder cases to justify however. The Cargill factory in Fort Morgan, Colorado fell afoul of religious freedom by trying to cut down on prayer breaks (or, according to the company, simply limit the number of workers walking out to pray at once), and ended up losing 150 staff to protests, all of whom were fired. The case is now with the EEOC. The row between British Airways and an employee who wished to visibly wear a crucifix was also a difficult one for the company, who had to weather weeks of adverse headlines, and a loss at the European Courts. To resolve these issues, a business should be able to cater to ‘common’ religious requirements. A prayer room, and sufficient facility within work 078
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protocols to allow a worker to pray is an understandable and simply fix to many common workplace religious issues. The use of ‘essential’ religious iconography – modest crucifixes, turbans and so on, should not present a significant problem to the majority of employers. Turbans – often the most problematic of the religious headwear, have exemptions in most countries – even in the military and on building sites. Setting out the religious freedoms that your business has to offer early on is beneficial to a business as well – if it is apparent at interview stage (or early on in employment) that an employee is especially religious, then an employer can lay out company policy, and what they expect early on in the employment process, which can often lead to potentially problematic candidates to decide not to seek employment at your business, avoiding the need for disciplinary or legal proceedings further down the line. A company that conducts a ‘common sense’ policy towards to religious expression – that encourages small, personal displays of faith that do not impact on other workers, seems a company that has tackled the problem carefully. As for broader religious expressions – holidays, mass prayer and adverse behaviour, a joined-up, clearly advertised protocol can go a long way to preventing the issues from becoming more significant than they need to be.
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TOOLS TO CREATE A VIRTUAL WORKPLACE
TECHNOLOGY FOR
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Over the years, business environments have faced many fine-tuning processes in view of buttressing a company’s cultural values while also promoting efficient productivity. From the first modern offices built in the 1900s where many employees were meant to work in an open floor plan to the mid-1950s arrangement of office cubicles, there has been no peculiar working environment with maximum productivity aside from that which promotes the employee’s lifestyle and the company’s cultural practices. The introduction of virtual workplaces as a measure to maintain qualitative productivity allows the recruitment and retention of top talents irrespective of their geographic locations, balance work-life among employees, and promote cost-efficient means to expand or increase office workforce. Some studies suggest that virtual workplace promotes laziness and delayed productivity, while more has argued that virtual workplace offers the most promising workforce with rich economic values. A premium marketing group outlined some challenges of operating a virtual workplace to include a sense of The HR Digest Magazine | January 2018
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isolation among the employees, poor communication about projects, high susceptibility to distraction, and among other efficiency-defusing factors. A lot of business operation techniques have faced developments in recent times, with more proposals on tons of business relieves offered by more growing technologies. For instance, emails and audio-conferencing alone have become obsolete and inefficient in promoting the level of productivity needed in a virtual workplace. Hence, new virtually-operated structures such as digital whiteboards where team members can see where their colleagues are pointing at or gestures while performing presentation have proved to be productive and among other facilities. A typical virtual workplace has a full range of functionalities to support real-time brainstorming and synchronous applications for sharing of collaboratively editable documents. And there are top technologies to consider while creating a virtual workplace in 2018. However, all technologies to be adopted must agree with a set of cultural practices to ensure success in their efficacy and the desired productivity.
NECESSARY TOOLS IN A VIRTUAL WORKPLACE Aside from the structural and application technologies to adopt while creating a virtual workplace which will also be mentioned, some cultural practices are essential tools for any office vying for success discharging their duties virtually. Project feedback channels, management, file sharing, and communication are the necessary areas to deploy recent technology for efficient productivity as you create a virtual workplace. The HR Digest Magazine | January 2018
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USE OF TOP-NOTCH COMMUNICATION TECHNOLOGY While considering creating a virtual working environment, there is need to stick with the top-notch communication tools such as Dropbox, Trello, Zoom to Slack, etc. Your technology should promote the organizational culture and keep every member in touch with one another. It’s also important for the accessibility of official documents and efficient collaboration among all workers.
TRUST The details on how the employees get their job done will be unimportant if expectations are set for every employee and a developed means to measure performance in place. Remote workers are supposed to represent individuals who are fully trusted by the managers to discharge their duties accordingly without monitoring their locations or micromanaging within the working hours. A well-established schedule for official duties and meetings are necessary to help in developing common and reasonable working details. 086
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TIME MANAGEMENT Some employees would find it difficult to manage the office time while working remotely. Most times they allow their personal activities to interfere with official duties when time management rules are not observed. Managers are encouraged to help their employees in establishing boundaries for themselves to allow them to focus more during work time. Official duties should not be allowed to interfere with employee’s personal time without proper arrangements and incentives. Notifications such as “busy” or “out of office” are necessary when an employee is completing a personal work like designing or analysis, and notifications of being available should be activated during breaks or time for brainstorm with team members.
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the excitement of varied roles.
CLOUD COMPUTING The use of Google Suite for the workplace which includes services such as Drive, Doc, Spreadsheet, Calendar, Classroom, etc. is nonnegotiable while considering creating a virtual workplace. Google Suite technology alone which was launched on August 28, 2006, has been adopted by over 3 million businesses worldwide. It supports a secured and trusted file sharing medium over the internet without training requirements or the use of extra software. Dropbox released in 2007 is also a cloud computing technology to consider while setting up your virtual workplace. Currently, the application is available in 17 languages and rated as one of the best channels of the virtual collaboration among employees.
THE USE OF TRELLO RELATED APPS FOR PROJECT MANAGEMENT Virtual workplaces in 2018 will require project management applications such as Trello, Asana, and Basecamp are essential to help with sorting and tracking of assignments, managing to-do-list, and to manage high-tech bulletin boards. Asana has made lots of impacts since its release in 2008 and offers great shortcuts that make note-taking and editing faster and easier. Trello is one of the newest collaboration tools launched in 2011 which is set to excel in every workplace in 2018. The app has already recorded over 10 million users and represents the only tool that allows seamless project retrieval among mobile apps, tablets, and desktops.
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ROBOT-BOSSES Considering the workload managers, it would be essential to relieve them off some duties while performing them by automation. Tasks like to hire, fire, and performance reviews can be managed using Robots who act like the bosses. The use of Robot-bosses is not aimed at replacing the managers but cutting down their job roles to increase productivity by complementing them.
ARTIFICIAL INTELLIGENCE (AI) Artificial Intelligence is the technology that has been deemed by many as a means to create jobs while others argued it would destroy jobs while redesigning a virtual workplace. AI simply delivers automated routine jobs. It’s a vital technology to adopt because automation can perform about 30 percent of all office duties.
VIRTUAL PERSONAL ASSISTANTS (VPA) The use of VPA is increasingly becoming a medium to achieve so much productivity even when you are not working. Aside from performing varieties of tasks on requests, VPAs eventually learn from the individuals to carry out tasks on their behalf. It’s the technology to embrace while creating any virtual 090
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workplace in 2018.
PROJECT FEEDBACK TECHNOLOGY Mobile-app and web-based applications which enable employees to share a link to finished projects and also receive feedbacks is important for every virtual workplace. Programs such as In.Vision or GoVisually include many design tools available in most designing programs like Illustrator and Photoshop, allowing employees also to edit their designs while existing on the shared page as a means to respond quickly to feedbacks.
PERSONAL CLOUD FOR EMPLOYEES Employees should be allowed to use their personal internet applications and services for the purpose of completing official duties. Their separate online collections should be encouraged to allow them properly organize their official pages and collections. It should allow employees to develop and integrate their own personal apps for lightweight support.
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WHAT ARE YOUR RECRUITING GOALS FOR 2018?
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When it comes to recruitment you cannot just stand still and wait for someone to pop into your office with a stellar resume. You must keep up with the latest trends, keep an eye on the competition, and develop effective strategies for hiring and retaining the best hires. In order to get quantifiable results, you must first develop an effective strategy, in addition to periodic recruiting goals. By establishing goals, you’ll be able to stay better informed on what needs to be done to achieve those and stay on top of your game. While 2018 has just begun, it’s never too early to implement some of the goals you should consider to drive away major recruitment challenges. You must first learn to understand that the recruitment process doesn’t end the moment you hire someone. You must work to keep the candidate engaged and on the job. This is because employee turnover can be quite expensive. When you lose a new hire you’re back to square one. If you want to increase retention rate in your company, there are a few things you can do. Your number one priority should be increasing the quality of your hiring assessments. You must also increase the amount of time your team spends on assessing candidates during interviews. The more you communicate with them over what life would be like at your company the better they’ll have an idea of what is expected of them. Misaligned expectations is one of the most common reasons why new employees quit. One reason why candidates reject job offers is long recruitment processes. They either lose interest after some time, accept another offer, or decide that your company isn’t fast enough as they should be. This is the last thing you want the perfect candidate to think. Create good lines of communication with candidates and keep them in loop of where they are in the
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hiring process. Always make sure the job postings are accurate enough to filter out unqualified/overqualified applicants. This will help you save more time in screening through a set of resumes in your inbox. The saved time can be spent in developing and nurturing the future talent pipeline, and developing potential step up roles in the company. We all know the benefits of fostering a diverse workplace. Don’t let diversity goals just be a meaningless tick on your list of recruitment goals for 2018. Give workplace diversity the attention it deserves in your organization. In order to improve diversity at your workplace, you must create a strategy for hiring. This includes making strong connections with organizations and people that support diverse workers, and widening your talent tool. You must also examine your recruitment process for unconscious bias. Write a diversity mission and remove any barriers that may be preventing you from achieving it. It cannot be difficult to get bogged down with repetitive task or overload with application. Investing in recruitment software that can help you streamline the process by keeping track of applications, sending emails, scheduling interviews and accumulating data. The software will also help in automating candidate screening from a pool of applications by removing anyone who doesn’t have the required skills or experience. Whether you’re a recruiter or an HR personnel, there’s always room for improvement. A well-defined strategy only works well with measurable, quantifiable and achievable goals. You must review your strategies from time to time. And of course, you must also invest in a reliable applicant tracking system to review your recruitment goals along with your day-to-day operations.
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ARTIFICIAL INTELLIGENCE AI – now that’s one word we’ve been hearing throughout 2017. In 2018, AI will expand into our corporate lives, making our professional lives easier. For starters, AI can help reduce recruiter biass when selecting candidates. It can be programmed to specifically focus on a candidate’s skills rather than their demographic, race and age. Moreover, it will allow recruiters to focus on the more important aspects of their day-to-day operations. In today’s age, talent acquisition technology powered by AI has helped reduce the time in sourcing quality talent for hiring managers. Recruiters who put time and effort in learning AI technology will be able to up-skill and at the same time increase their productivity. This will thus lead to better quality hires.
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TELECOMMUTE According to a 2015 survey from FlexJobs, 85% of Millennials would prefer working from the comfort of their home. Startups have turned to hiring remote workers, allowing them to telecommute full-time. Using augmented reality technology and videoconferencing, people can now talk to one another, whilst sharing live feedback on projects. There’s no denying the fact that telecommuting brings plenty of benefits. It removes people from distractions at work, and significantly improves work-life balance. While telecommuting isn’t for everyone, it can seriously affect the well-being of an individual. Make sure you weigh the pros and cons before allocating telecommuting to certain staff members.
CONTINUOUS IMPROVEMENT Continuous learning is on the rise as more HR leaders recognize the need to train their employees. When it comes to learning, there should be no expiry date. For any professional, it’s important that they continually develop their skills and knowledge. This will help them to adapt to any changes in their role and the company. Gone are the days when companies used to rely on their university education to get them through their career. One should always be looking to enhance their skill set. It will pay off and benefit in the long-run.
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The customs, ideas and social behavior of a corporate body is very influential in their achievements. Irrespective of the established goals or policies, corporate culture supersedes, and pioneers every aspect of any success aimed by a company. This phenomenon has been demonstrated by Adobe and some other multinational companies whose cultural practices are responsible for their success heights and achievements at large. The humble beginning of Adobe in John Warnock’s garage, 1982 has been suggested by many to be responsible for Adobe’s amiable cultural practices; a corporate culture that has earned Adobe numerous awards while also promoting outstanding sustainability. Evaluation of the company’s little beginning would explicate the desire of Adobe founders (John Warnock and Charles Geschke) as one aimed at leaving a historic contribution in visual communication and multimedia software development. 100
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The Beginning As the first company in the history of Silicon Valley with profits in its first year of existence (1982), Steve Jobs opted to buy Adobe for five million dollars, the same year it was established. But the founders were reluctant to give away their potentials, brand name or fail their investors; rather they sold more shares to Jobs which increased Adobe’s valuation in five folds. The pair first focused on developing PostScript; the first international standard for computer printing before considering other services that include specialized printing software; office printing and copy-service business. After recording encouraging success with PostScript, Adobe developed digital fonts released in a proprietary format (Type 1), and in the mid-1980s Adobe launched a vector-based program for drawing and a consumer software for Apple Macintosh, “illustrator.” The program popularized PostScript-enable laser printers as in-house font-development software. The flagship product of Adobe; Photoshop was introduced in 1989, which dominated the market immediately after it was released. And between 1991 and 2005, Adobe added a list of products to include the Portable Document Format (PDF), PageMaker, Contribute, ColdFusion, Captivate, Dreamweaver, Flex, Flash, FreeHand, Autorware, Director, HomeSite, JRun, Presenter, FlashPaper, Fireworks, and Acrobat Connect. Currently, Adobe’s products include a list of eLearning software, Web-hosted services, Server software, Digital Marketing Management Software, Audio editing software, Web design programs, Graphic design software, video editing and visual effects, Formats, and Web-hosted services. The HR Digest Magazine | January 2018
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Operations of Adobe Systems Adobe Systems, Inc. provides top class digital media and digital marketing solutions through its four segments. The segments are Digital Media, Print and Publishing, and Digital Marketing. Adobe’s Digital Media segment offers cloud and creative services where users download and install new versions of products. The Print and Publishing segment offer legacy services and products for technical document printing, high-end printing, eLearning solutions, and web application development. The Digital Marketing segment provides solutions in cross-channel campaign management, social marketing, analytics, media optimization, targeting, and digital experience management. Adobe’s revenue grew from about $1 billion to $4 billion between 1999 and 2012. As a top American multinational computer software company, with a highly influential contribution in virtual communication and multimedia, 93% of the company’s current 17,000 employees love their workplace. And Adobe has revenue of 7.3 billion USD in 2017 operating in over 17 different countries.
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Corporate culture and responsibilities Adobe’s sense of responsibility towards its community and core values demonstrates the corporate culture that has established the enviable success in the computer software development industry. Let’s see what Adobe said in their corporate responsibilities which are focused on education, sustainability, and community.
Education “We support greater workforce diversity and inclusion by investing in the next generation of creative coders.” The company’s broadened skill base which makes it competitive and innovative is derived from a cultural practice of diverse workforce. Hence, Adobe maintains high tolerance to race, gender, age, personal ability, religion, ethnicity and sexual orientations while delivering its workforce. And this tolerance is not only for individuals who have established themselves as icons or creative in their various fields, Adobe promotes the opportunity to develop the next stage of development, service, technology or version of product by investing in potentials while also ensuring equity and fair chance to all. Having understood the number of issues and challenges that may be associated with workforce diversity, Adobe’s cultural practices support relevant policies and training necessary for the maintenance of the productivity needed.
Sustainability “We foster a culture of conservation in our business, our people, our communities and our customers.” Adobe averts all sources depletion in the workforce or resource through a corporate culture that preserves, protects, and renews all values and energy in its operations. This cultural practice is demonstrated by Adobe’s commitment The HR Digest Magazine | January 2018
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to ensuring that all employees strike a work-life balance while serving the company through available shifts and generous incentives. Adobe’s provision for feedback channels and reliable staff support to customers while delivering all services through the various segments is a giant step to sustainability. A huge sincerity and integrity in Adobe’s services also promotes the life-cycle of all business associates and inspires more partnership goals.
Community “We empower our people and partners to better our world.” Business partners and associates are the major reason for every business success. This is highly recognized by Adobe, making the company embed a strong cultural practice that issues all partners the confidence and authority they need while doing business with the company. Adobe acknowledges the voice of every investor while allowing a full control of every investment made through the right policies. In promoting the community for more productivity through creativity and the ability to connect business relatives with new ideas, Adobe empowers every staff member with endless opportunities to be innovative. The company empowers employees to explore new ideas while also understanding the chances of failing.
Other Observed Cultural practices Adobe life To buttress Adobe’s commitment in promoting the lifestyle and quality of corporate culture at the company, events and highlights of the company’s staff activities are regularly shared using hashtags, #AdobeLife and also published through a magazine. AdobeLife depicts the human side of the brand while integrating the employee’s personal life with the company.
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Adobe employees are motivated to achieve outstanding productivity through flexible opportunities for integrating play with their hard work. Adobe places the need to have fun at the center of its corporate culture in a bid to ease the tension that may be induced by employee’s desire to meet up with deadlines or discharging job roles as recommended. The slogan is a motivational factor which fetches the quest to do more into the mind of all employees, having been assured there’s a deserving level of fun to complement every hard work given.
Freedom and responsibility Adobe systems do not give in to micromanaging or tracking of employees to ensure they are available during their working hours. Employees are trusted with the freedom to carry out their responsibilities following the challenges and innovative environment Adobe has already developed. Hence, discharging credible duties is a cultural practice observed by all the employees. The success achieved by Adobe which is being admired by many organizations can be seen as a reflection of the company’s outstanding cultural practices. It’s a message to the growing companies to insist on solid corporate culture for any campaign to standout from average to brilliant.
Recent Notable Lists Adobe has Recognitions • The most innovative companies • World’s most admirable companies • Companies that care • Best place to work, Employees choice • Best companies to work for • Best global brands • Most sustainable corporations • Greenest company out of 500 publicly traded companies in America • World’s first corporation to achieve four platinum-level certifications for energy and environmental design excellence
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A FREELANCER’S GUIDE TO GOING BACK TO THE OFFICE Our lifestyles generally respond to the actions we are exposed to on daily bases. And the kinds of jobs we do are not exceptions as part of a contributing factor to the lifestyle we adopt. An abrupt change of lifestyle due to work schedule is a bizarre encounter for a lot of people. In fact, many have remained freelancers because they can no longer deal with the hassle of commuting every day – moving back to office jobs, or ordinarily having to wear pants daily, even with increased remunerations or viable opportunities to improve their careers. This sounds like something you could easily do to save a job, but the practical switch is entirely different.
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It’s easier to accept new jobs and move to a different town or take up new responsibilities as a “full-time” employed worker than having to start such roles when you have been working as a freelancer. Fulltime mentioned here does not suggest that there can’t be a full-time freelancer. We would be using it to describe 9-to-5 jobs or something very similar and rigid. Of course, we understand what it means to be your own boss. Sometimes, we even spend more time on the desk as freelancers. Yes! Our work schedule doesn’t matter while beating the deadlines. The most important thing about freelancing is to earn as much you can to support your daily life and personal improvements, perhaps career-wise or longterm personal project. Without recognizing and accepting a lot of facts about moving back to the office while being a freelancer or remote worker, the process would become more challenging. Quartz bulletin reports in March 2017 revealed that a significant number of IBM remote workers accepted leaving the company for other jobs rather than moving back to the office when the company’s new Marketing Officer, Michelle Peluso gave them the option to hit the bricks if they can’t find a way to the office cubicles. However, some of the remote workers were excited about the development and prefer the cubicles to anything at home. If you are a freelancer considering going back to the office, then you need a lot of preparations to make it a successful one, mostly if your freelancer career is more than a year old. Below are a few points to serve as a guide for a smooth transition as you move back to the office.
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ENFORCE THE PSYCHOLOGICAL SHIFT: TAKING THE POSITIVE SIDES While you are accepting your new lifestyle as a 9-to-5er, it’s normal to think about the pros and cons of the two routines. Some freelancers couldn’t move back to the office even when they stand to gain more as full-timers because of the psychological effect. Yes! A good number of those in this category accepted that moving from freelancing to the office depicts a failure in one’s career. But that’s totally a weird theory to accept. For me, I think it’s essential to accept different challenges in our lifetime while building and making impacts. Moving back to the office from freelancing may be as a result of taking a different means of building your personal goals and career. It may also come as a wish to explore more options not available while freelancing, to gain experience in an area you’re trying to grow, and of course, a whole bunch of positive reasons. Without seeing your decision of moving back to the office as a positive one in your career, you may fail like those who couldn’t make the transition. Everyone understands that this decision is personal and must have some benefits. Recounting those benefits and more as the reason why you are making the switch will help while dealing with the psychological shift. Some of these benefits should include advancement in career, being able to access your pace and the opportunity of meeting great colleagues. Lifestyle in the cubicles can be recognized as a means of career advancement. Yes! It provides a path to follow since it’s a platform The HR Digest Magazine | January 2018
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designed with positions and assigned responsibilities. For instance, working with an office as a photographer may allow you to become a video director as you continue to develop and grow. And of course, there’s room for promotions and reassignment of responsibilities as a full-timer. But, who do you expect to promote you as a freelancer? Instead, you may decide not to accept a group of jobs. Full-time office jobs would allow you to work at a pace that has been practically proven to be healthy and more productive. Every freelancer knows that all jobs are always in a hurry, clients always hire freelancers because they want to get the job done quickly. Even if the client does not care about how long the project is going to take you, the bargain is already done and the more time you want to spend on the project deprives you of getting other jobs done. A typical freelancer is always rushing to finish up a project for another because that determines how much you are going to earn. This scenario is not the same as the full-time office job roles; it allows you to re-strategize as many times as possible and to plan again and again before executing.
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OUTLINE POTENTIAL CHALLENGES One major challenge of moving back to the office as a freelancer is being able to commute daily. And the frustration can be more if we have to be in traffics. Evaluating your route before starting the job is critical to help with plans on how to deal with potential traffics. It’s also essential to draw plans on how much time every movement would take you as you begin to shuttle. There is no doubt you may lack the regular office clothing if you have freelanced for some time. Consider changing your wardrobe early enough to avoid having it as a glitch when you are ready to start the new function if the office dress code does not exist in your closet. Consider discussing with your supervisor about arranging the equipment and training you will need. Also, visit your workspace and take inventory of the things you are going to work with before your resumption date.
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PREPARE TO REDUCE THE FRICTION BETWEEN WORK AND HOME Because you have been a freelancer, there’s possibility that you are running a lot of household chores. You may need to discuss with your partner concerning your new job role and how it may interfere or deprive you of completing the household tasks. Create a plan to ensure the tasks are not neglected; if possible consider hiring a babysitter, house cleaning service or a dog walker to help relieve you from such responsibilities. 122
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ENJOY THE ENVIRONMENT As you resume office, one significant way to help your transition is enjoying the environment as much as possible. Yes! You must make most of by customizing your space if the office allows such. Use those favorite pictures that help you feel at home, your favorite mug or coffee cup. All these help to make you feel at home and happy instead of feeling the change of environment. You must begin now to accept being with a bunch of people all day. Not necessarily being very friendly if that’s not your lifestyle. Take the opportunity as one that would expose you to people with varied backgrounds and working experience. Also accepting that you would learn one or two things from any of your colleagues at some point is important and help you stick around.
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Social Recruiting Strategies Conference (SRSC)
Date: Jan 31-Feb 02, 2018
Social Recruiting Strategies Conference is the perfect conference for professionals looking to gain a new perspective on industry trends and what’s next for HR. Discussion topics include “Mistakes Recruiters Make and How to Fix Them,” “Revenge of the Nerds,” and “The War for Attention: Messaging and Candidate Engagement.” Venue: San Francisco, CA, USA
HRPA 2018 Annual conference
Date: Jan 31-Feb 02, 2018
Spread over 3 days, the conference will have exciting sessions from speakers on various topics like Workforce Planning and Talent Management, Labor and Employee Relations, Learning and Development and much more. Venue: Toronto, Canada
2018 Communicating Employee Benefits Symposium
Date: Feb 01-02, 2018
This conference aims at shedding light on how HR executives can communicate effectively to increase employee engagement, retention, and improve the employee experience. The way a company communicates its programs and benefits goes a long way in improving performance. Venue: New York, USA
Academy of Human Resource Development
Date: Feb 14-17, 2018
The academy will be celebrating their 25th annual conference in 2018. One of the best HR events in USA, the academy has just announced that Patricia (Pat) A .Mclagan will be the keynote speaker. The keynote will touch base on how AI will be affecting recruiting and how the industry can benefit from it. Venue: Richmond, Virginia, USA
2018 Day on the Hill 124
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Date: Feb 20-21, 2018
Designed to put HR leaders and legislators in the same room, the goal of the Wisconsin Society for Human Resource Management’s (SHRM) Day on the Hill is to provide attendees with the latest trends and changes in employment law. Discover another way to stay on top of the ever-so-changing employment law landscape in the state of Wisconsin and at a national level at this unique event. Venue: Madison, WI, USA
HR Leaders Forum
Date: Feb 20-21, 2018
Celebrating its 6th HR conference, the HR leader’s forum is an invitation only event. The delegates attending this HR event will benefit a great deal by interacting and networking with top management leaders from the world’s foremost companies. The main focus of the HR Leaders forum Sydney will be case-study driven agenda and to explore the future of HR with all the technological advances. Venue: Sydney, Australia
HR Metrics and Analytics Summit
Date: Feb 26-28, 2018
Escape Wisconsin’s winter at the HR Metrics and Analytics Summit in Orlando. At the conference, you’ll hear first-hand from leaders who use analytics to not only improve employee engagement, but also boost their company’s bottom line. By the end you’ll come away with the tools you need to build a strategic analytics plan, and what you need to get started with what you have at your fingertips. Venue: Orlando, FL, USA
18th Annual Talent Management Strategies Conference
Date: Feb 28-March 01, 2018
With the “Perform into the future” theme, the conference is focused on helping organizations prepare for future talent acquisition challenges. With a dynamic workforce, implementing better talent management practices are of prime importance. Hence this conference becomes one of the must attend HR events in USA. Venue: New York, USA
HR in Hospitality
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The HR in Hospitality conference and exposition provides an environment for HR professionals who specialize in hotels, resorts and restaurants to network with each other and share unique approaches to the industry. With keynote speaker Jason Averbook’s insights, you’ll have new ways to help people in your company succeed. Venue: Las Vegas, NV, USA
6th HR corelab summit
Date: March 13-14, 2018
HR core lab summit is a one of a kind conference with 47 highly rated speakers, case studies, interactive sessions and a lot more. All in all a good platform for HR executives to interact and exchange ideas. Venue: Barcelona, Spain
Mastering SAP, HR & Payroll
Date: March 13-15, 2018
This HR event integrates technology and HR practices that will shape up the future. IT and Payroll are closely knitted and when well synchronized will give the best outcomes for business. Venue: Melbourne, Australia
National HR Summit
Date: March 14-15, 2018
This HR summit is the largest gathering of professionals from the recruitment industry. The program will feature prominent keynote speakers, case studies and panel discussions. The topics up for deliberation include the most crucial and complex people management issues facing the industry today. Venue: Sydney, Australia
Asia Human Capital Development Conference 2018
Date: March 21, 2018
An excellent opportunity for HR professionals to interact and share knowledge. On the agenda are panel discussions by world reknown HR leaders on appraisals, employee agility, strategies to develop learning and development centres, and much more. 126
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Venue: Kuala Lumpur, Malaysia
2018 Northern OHIO Human Resource Conference
Date: March 22-23, 2018
One of the most awaited HR Events in USA, the agenda, and key speakers will be announced pretty soon. Venue: Cleveland, USA
Workhuman
Date: April 02-05, 2018
Called the “Woodstock of HR,” Workhuman’s value is placed in creating a work environment with social connection, human relationships and positive work spaces. Past speakers have included Michelle Obama, Michael J. Fox and Julia Louis-Dreyfus. In this three-day event, attendees will learn about increasing engagement and energizing their teams. Venue: Austin, TX, USA
HR Retail
Date: April 10-12, 2018
The HR Retail is an exclusive HR summit for retail industry HR executives. Learn the tricks of the trade with a focus on talent acquisition, employee engagement, and use of technology in recruitment. Venue: San Diego, USA
HR People and Strategy Annual Conference
Date: April 22-25, 2018
In a world where technology shifts the way people learn, think and operate, employees expect their work experience to match their life experience when it comes to digitalization. The HR People and Strategy Conference discusses the vital role HR has in shaping the junction of people and technology to build up organizations and the components that influence work expectations. Venue: Scottsdale, AZ, USA
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