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ISSUE 5 March 2019


2019 TA Tech Buying Guide 10 Things to Consider Before Your Next Investment

HR's da Vinci Code Why the painter and polymath is your new career idol

THREE FUTURES. ONE QUESTION. How Will HR Rise to the Challenges of Digital Transformation?

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Find a job that matches your personal and professional goals.

Editor's Note Dear Readers, It's 2019, and the whole HR profession finds itself on the precipice of great transformation. New technologies combined with new social, economic, and political realities are radically reshaping what business means and how it gets done. While this is certainly an exhilarating time to be an HR pro or working in a related field, it's also a scary time. With so much change to navigate, how can we ensure we and our organizations come out on top? That question is the subject of two of this issue's stories. In "Becoming da Vinci," we tackle what it means to succeed in the era of hybrid jobs. Meanwhile, in "Three Futures, One Question," we report on Deloitte's advice for the next stage of HR evolution. In keeping with the theme of negotiating the challenges of modern HR and recruiting, we also have an interview with co-owner Arran Stewart, who is making blockchain work for talent acquisition. Elsewhere, Hiretual's Steven Jiang offers insight into buying new recruiting tech, Self Lender's James Garvey breaks down using employee credit checks without crossing the line, and Glassdoor highlights the country's most satisfying gigs. Happy reading! Matthew Kosinski Managing Editor Magazine is published quarterly by For media and editorial inquiries, contact Matthew Kosinski ( For advertising inquiries, visit our website. Magazine


Table of Contents Executive Spotlight: Arran Stewart ... Pg. 5

Digital Optimism: Putting the 'Human' Back in 'Human Resources' ... Pg. 22 David Karandish

Credit Crisis: What You Need to Know About Checking Candidate Credit Histories ... Pg. 7 James Garvey

Get to Know Your Employees With This Purpose-Generating Tool ... Pg. 24 Jeannette McClennan

Becoming da Vinci: How to Succeed in the Era of Hybrid Jobs ... Pg. 9 Matthew Kosinski

Three Futures, One Question: How Will HR Rise to the Challenge? ... Pg. 27 Matthew Kosinski

The New Recruiting Mindset: Staying Competitive in a Changing Talent Landscape ... Pg. 13 BountyJobs

Is This the Place? How to Ensure a Job Is Right Before You Take It ... Pg. 30

2019 Talent Acquisition Tech Buying Guide ... Pg. 17 Steven Jiang

Glassdoor Reveals the 20 Most Satisfying Jobs in America .. Pg. 32 Matthew Kosinski

Share your insights. Put your brand in front of more than 10 million social media followers. Become a contributor today. 4 Magazine

Executive Spotlight: Arran Stewart, Magazine's "Executive Spotlight" features top executives, HR professionals, recruiters, and business leaders sharing their insights on hiring, management, and best recruiting practices. This Issue's Spotlight: Arran Stewart, Co-owner of With the bitcoin bubble popped and cryptocurrency scandals smattering the news, you’d be forgiven for thinking the blockchain craze is over. You’d also be mistaken. Just ask Arran Stewart, co-owner of, a company using blockchain technology and artificial intelligence to fully automate the hiring process. aims to cut the middlemen out of recruiting, connecting job seekers and employers directly while its technology handles contracts and skills verification. (Cue nail-biting from recruiters.) Will be the end of recruiting as we know it? It’s impossible to say, but it does seem safe to assume Stewart is one of the key players ushering the field into a new era. "As chief visionary officer, it's my personal role to see the vision of the business through to fruition," he remarks. "Once upon a time, I would have thought of such a role as little more than 'innovation fluff.' Given how focused we are on using the latest and most innovative technologies to reinvent the way recruitment is done, however, my role and title seem more relevant than ever." What do you love most about your job? My career has always been in the recruitment industry, and over the years, I've continuously focused my passion on creating technology that helps millions of people find work. The efforts of my team and I have helped so many people pay their bills, feed their families, and improve their quality of life. This is something I am extremely proud of, and it is the daily driver for me to continue to create the best platforms I can to benefit job seekers all over. What is your proudest professional moment? Acquiring, as a business and entity, was probably my proudest moment as a professional. It was a massive win for us to have a brand like that take our new business concept to market. Job. com is arguably the best domain in the recruitment industry. Coupled with a 20-year presence in the market and 50 million registered users, it served as the perfect foundation for the US launch of my company. Reaching the point in your career where you have the option to buy out other companies fills you with a great sense of achievement as a businessperson. Describe your ideal team. What kind of people are on it? We currently have an incredibly dynamic, driven, and passionate team that is willing to face any challenge — of which we've had many — and is as invested in the company as management is. That's Magazine


the best I could ask for from an ideal team. They are completely dedicated and willing to go beyond the call of duty with little to no notice. There is no such thing as too much for them; they're willing to learn new things to drive the business forward and take it where it needs to be. The pursuit of greatness takes sacrifice, and thankfully we have a team at who is willing to make those sacrifices. What is your must-follow hiring rule?

hiring process. It allows us to take much of the sometimes erroneous human element out of hiring and brings in more trust and accountability. This allows for considerable savings that are passed on to the hirer and rewarded to the candidates. Blockchain automation on enables companies and candidates to deal directly with one another, with managing the contractual process in the background while both parties interact. Further to this, blockchain technology also allows us to verify the skills of the job seeker, increasing the confidence clients have in their new hires.

The No. 1 thing I look for in a new hire, even more than What, do you think, a stellar resume, is the right "Qualifications are important, is the future of blockchain attitude. I know it's a bit but many people are qualified. in recruiting? hypocritical, as I make my It really comes down to how bread and butter reading I think the next frontier for they gel with the team." resumes, but demonstrated blockchain in recruiting is work ethic will go a longer skills verification. way in convincing me to hire someone than a certain amount of experience or skills. Eighty-five percent of candidates admit to lying during the job application/hiring process, and When we meet in person for the interview, I about 46 percent of those candidates fail in the consider a few things: Does this person seem first 18 months on the job. inclined to positivity and open-mindedness? Do they seek to improve themselves? How do they With blockchain-based recruitment, a candidate's make their work more efficient? Qualifications skills can be independently verified and recorded are important, but many people are quite accurately in an indelible way. qualified, so it really comes down to how they gel with the team that we have in place and align If you had to sum up your entire career with our values. to this point in one quote, what would it be? What excites you the most about blockchain as a recruiting technology? We are using blockchain to truly automate the


It's been a roller coaster with many highs and lows, but still it's been incredibly fun, and I'm looking forward to more of it. Magazine

Credit Crisis: What You Need to Know Before Checking Candidates' Credit Histories


Unfortunate employers have paid out millions for noncompliance — don't be one of them.

iring quality employees is about collecting quality information. Before you can decide whether a candidate is right for your company, you need to know about their experience, their education, and their aspirations; you need to know about their strengths and weaknesses, their motivations, and the kind of person they are.

James Most of that information can be learned from applications, resumes, or interviews, but not all of it. Sometimes, you need the insight that comes from understanding how someone manages their own responsibilities — including their finances. That's why some employers require credit checks before hiring.

For example, someone with multiple late payments on their credit report might be too irresponsible to manage a company's financial accounts. Many government positions require credit checks because government employees are sometimes in a position to accept bribes. Employees with a significant debt burden could be more susceptible to this financial influence.


What Credit Checks Reveal

When an employer pulls a candidate's credit report, they won't see an aggregate credit score. What they will see, however, is a list of the candidate's current and past debts, as well as records of any late payments or defaults. Like any other credit report, the credit check won't show any negHowever, the use of credit checks should never ative marks that have fallen off after 7-10 years. be taken lightly. Powerful corporations have had to pay millions of dollars in settlements because What Is the Fair Credit Reporting Act? of their noncompliance with the laws regulating employee credit checks. The Fair Credit Reporting Act (FCRA) dictates how companies, landlords, lenders, and others may If you want to include credit checks in your hiring use an individual's credit information. It protects process — and if you already do — here is what consumers from being discriminated against beyou need to know: cause of information contained within their credit reports, and it also provides guidelines on how Why Employers Conduct Credit Checks employers can request and use credit checks. A candidate's personal financial habits can reveal a lot of information about their personality that you may not have otherwise uncovered. For some employers, checking credit is another way to verify someone's responsibility and trustworthiness. For other employers, however, the behavioral patterns exposed by a candidate's credit history are more directly relevant to the role at hand. Magazine

First, the company must receive permission from the candidate or employee to perform a credit check. Employers should never authorize a credit check without a signed form on which the candidate has given their direct consent, and this consent form should be separate from the consent forms for other background checks. This gives the candidate a chance to explain anything in 7

their credit report before the employer finds out about it through the credit agency.

"A candidate's personal financial habits can reveal a lot of information about their personality that you may not have otherwise uncovered."

Many companies have gotten in trouble by hiding the credit check consent form in a stack of less important paperwork. It should always be clear to a potential employee what the credit check is and what it will reveal.

ate period of time to do so, often between 3-5 business days.

Companies that conduct credit checks on current employees also need to provide adverse action letters if they discover something on the credit report that is grounds for firing. The employee needs a fair shot to prove their innocence or tell their side of the story.

The candidate has the legal right to decline a credit check. If that happens, the employer is al- Bankruptcies do appear on an employee credit lowed to reject them with no fear of repercussion. check, but the FCRA prohibits employers from discriminating based on that information. The company also has to prove that it has the right to perform a credit check based on the job How Employers Can Use description. Some states have laws that superCredit-Reporting Agencies sede the FCRA with stricter regulation on how employer credit checks can be used. For example, Employers that hire third-party companies, such California limits employer credit checks to scenar- as credit-reporting agencies (CRAs), to run their ios in which the prospective employee will: have background checks still have a legal responsibiliaccess to $10,000 during a regular workday, per- ty to ensure they are abiding by the FCRA or relesonal credit card information, bank information, vant state law. Usually the employer, not the CRA, and/or trade secrets; work in law enforcement or will be responsible for notifying potential employthe Department of Justice; or hold ees, getting their permission bea management position. States forehand, and sending out adwith similar laws include Colorado, verse action letters. Connecticut, Delaware, Hawaii, Illinois, Maryland, NevaBusinesses that don't da, Oregon, Vermont, abide by the FCRA can and Washington. If face severe conseyou're not sure about quences. Companies the laws governing such as Dollar General, your company's use Food Lion, and Chuck E. of credit checks, contact your Cheese have had to pay milstate labor department. lions of dollars in settlements due to alleged FCRA Once the employer has violations. received results from a credit check, James Garvey is CEO they have to give of Self Lender. the potential employee a copy of the report. The This article is for informacandidate has a right to dispute tional purposes only. It does any information on the report, and the not constitute legal advice. company needs to give them an appropri8 Magazine

Becoming da Vinci

How Companies and Workers Can Succeed in the Era of Hybrid Jobs

In 2019, the renaissance man is more relevant than ever. Matthew Kosinski


eonardo da Vinci, perhaps history's most famous polymath, has a somewhat unexpected resonance for HR pros, job coaches, recruiters, and other employment experts. In part, that's because the inventor/artist/scholar is credited with creating the world's first resume, a centuries-old document touting his engineering bona fides to the Duke of Milan in hopes of securing employment as a maker of war machines. Today, however, the multitalented da Vinci is more than just a curious piece of historical trivia. In fact, da Vinci's life as a "universal genius" — a person who is skilled in a variety of domains instead of specializing in one or two — may now be the paradigm for success in our ever-changing business world. Josh Bersin certainly thinks so. As the renowned president of Bersin & Associates writes, "The idea of a 'renaissance man' is more important than ever today. Leonardo da Vinci was highly esteemed for his broad knowledge of many fields. Today, we all have to become more da Vinci-like in our careers – it's the secret of career success in the digital world ahead." The Hybridization of Employment Bersin's remarks come from "The Hybrid Job Economy: How New Skills Are Rewriting the DNA of the Job Market," a January 2019 report from Burning Glass Technologies that traces recent developments in the realm of "hybrid jobs." First identified in 2015 by Burning Glass, hybrid jobs are jobs that "combin[e] skill sets that never used to be found in the same job," to quote the report. Consider, for example, the fact that Magazine

The 5 Key Hybrid Skill Sets Hybrid jobs typically require some combination of skills in five key skill sets. Here are the domains a future-focused employee development program needs to prioritize: 1. Big data and analytics: Rare is the job that doesn't require at least some data literacy. 2. The intersection of design and development: Today, programmers need to be able to create apps and interfaces with the user experience in mind. 3. Sales and customer service: The sales funnel and its supporting technologies have changed; the people tasked with making sales must change with it. 4. Emerging digital technologies: The explosive spread of technological innovation today means professionals in all fields must stay current. 5. Compliance and regulation: Changing social, political, and business landscapes spur rapid evolution of compliance and regulatory frameworks. today's HR pros are expected not only to handle compliance and conflict resolution, but also to leverage big data insights to assist with workforce planning, succession planning, and other key strategic business concerns. This is what it means to hold a hybrid job, and such jobs are booming.

available across industries and professions, the workers employed in these fields must learn to adopt and deploy these tools effectively.

However, technology is not the only cause of hybridization. The development of new skill domains, often in response to techmay have an even bigger "The pickings are slim nology, influence than the technology when it comes to itself. Here’s how Burning Glass describes it: hybridized talent,

According to Burning Glass, 25 percent of all occupations in the US "show strong signs of hybridization," and one-eighth of so many hybrid jobs all new job posts are for hybrid The real drivers of hybridization often go unfilled jobs. These jobs are estimated are certain "disruptive" skills that to grow 21 percent over the next for long periods of time." themselves can apply across mul10 years — twice as fast as the tiple fields. Data science and anaverage growth rate in all jobs for the same pe- alytics is one example. In 2010, there were a mere riod. Hybrid jobs also tend to be highly lucrative, 150 job postings for data scientists, most of them and the complex combinations of skills they re- for PhD statisticians. ‌ With the explosion of "big quire make them resistant to automation. Only data" in business, however, demand for data scien12 percent of hybrid jobs are potentially autom- tists has jumped a remarkable 15,032 percent. atable, compared to 42 percent of all jobs. The increased demand for data scientists and Technology is a key driver of hybridization. As the increased availability of data science tools highly sophisticated tech tools become widely has driven heavy hybridization in multiple Magazine


fessions. In addition to the prevalence of data in HR, consider how marketers, journalists, and content creators, are now expected to be at least data fluent, if not full-fledged data da Vincis. A Safer Job That's Harder to Fill In an age of anxiety over the "AI apocalypse," which may eradicate half of all jobs, hybrid roles offer something of a safe harbor. And they're not just immune to automation: They're also in high demand, as their high salaries and explosive growth rates attest. Unfortunately, becoming the da Vinci-like universal genius these roles require is no small feat. By Burning Glass's calculations, only 16 percent of highly hybridized roles are entry-level jobs. This poses something of a conundrum: If there are so few hybridized jobs available to up-and-coming talent, how are workers supposed to gain the experience necessary to carry out hybridized roles? This is also bad news for employers. The pickings are slim when it comes to hybridized talent, and many key hybrid roles go unfilled for long periods of time. For example, Burning Glass calculates that it takes roughly 66 days to fill a big data architect role, 78 percent longer than the average time to fill of 37 days. "Hybridization exacerbates skill gaps," Burning Glass writes. "By its very nature, the process makes existing talent supply pipelines obsolete, or even irrelevant." More than 90 percent of business leaders already view American workers as inadequately skilled, according to an Adecco survey. Who has time for a trend that threatens to widen the gap? Still, hybridization isn't going away. If anything, non-hybridized jobs are the ones on the chopping block. Businesses need hybrid talent and job seekers need hybrid roles, yet both parties struggle to find what they're looking for. What can be done? Burning Glass proposes a radically simple solution: training. "Training up existing workers may prove a far easier solution for employers than fighting over the small pool of workers actually in the market for these emerging jobs," the report says. "At many companies, that means creating a more focused, effective corporate learning and development system." The lessons here are clear: Rising talent must plan their careers with the five key hybrid skills sets in mind, and organizations in need of hybrid talent must create their own da Vincis. Magazine





P /1/

A NEW TALENT MARKET REQUIRES NEW RECRUITING SOLUTIONS Five things organizations must do to stay competitive: BOOST YOUR EMPLOYER BRANDING: Seventy-five percent of


candidates consider your

Trendy perks are out.

employer brand before

Practical perks like career

deciding to apply.

development, employee

Give them a reason to

wellness and parental

submit an application.

leave are in.

5 PAY YOUR PEOPLE WELL: Employees want positive cultures where they can thrive — but they also want to be well compensated for their work. Without a competitive salary, your offers will be dead in the water.

GET ON SOCIAL MEDIA: PARTNER WITH A THIRDPARTY RECRUITING EXPERT: Third-party recruiters know where to find talented candidates, they can move faster to engage those candidates and they know exactly what it will take to get those candidates to say yes to your role.

The majority of candidates look to social media for information on potential jobs and employers. Take advantage of the broad reach of these networks by using them to share branding content, promote job ads and solicit employee referrals.



Third-party recruiters can

involved in the recruiting process

also help an employer make

have other duties beyond hiring. These duties are urgent and valuable in their own right, which means the recruiting process is not

more competitive offers that better attract candidates.

always a top priority. However, in a fast-paced talent market — where the best candidates

The best talent is likely to be courted by

are gone in a matter of days — employers

multiple companies, but third-party recruiters

cannot afford any delays.

have the advantage. They know the talent market better than anyone else, so they know

Partnering with a third-party recruiter can

exactly what candidates are looking for in new

help. HR pros and hiring managers can

jobs and what other companies are offering.

hand the time-intensive recruiting tasks

A third-party recruiter can use this knowledge

over to the third-party recruiter, whose

to help you tailor your offers to appeal more

sole job is to fill the role.

strongly to top-tier candidates.

A third-party recruiter can move

Finally, partnering with a thirdparty recruiter puts your company

much faster than an in-house team

directly in touch with top talent and opens up

to source and engage candidates,

a whole new source of hires.

making it less likely that competitors will reach those candidates first.35

Third-party recruiters cultivate and maintain vetted pipelines of

By shaving days off the hiring process, a third-party expert puts your company in a better position to hire high-quality candidates.

the highest-quality candidates — pipelines that no one but the recruiter can access.

This is an excerpt from a joint report by BountyJobs and To read the full report, visit



Given that fifty-nine percent of job seekers

Ask your employees to share branding content

use social media to research potential

and job openings with their own social media

employers, companies cannot afford to ignore

networks. Candidates will take messages

this tremendous opportunity for candidate

shared by your employees more seriously and

engagement.36 Social media presents a

feel more motivated to apply for the jobs they

powerful channel for employer branding

share. Furthermore, getting your employees

content. Sharing videos, pictures and blog posts

involved can lead to more employee referrals,

on Facebook, Twitter, LinkedIn and other sites

which have long proven to be the best source

greatly increases the reach of your content.

of high-quality hires.37

Your fans and followers can even re-share your content with their own networks,

For the best results on social media, you need

allowing your brand to spread even further.

to make sure you’re using the right platforms.

As mentioned earlier, candidates trust your

Not every network attracts the same kinds of

employees more than they trust you. You can

people and different kinds of content perform

use this fact to your advantage on social media.

better on different platforms.

Determine where your candidates spend the most time on social media and then experiment with different forms of content to find the messaging style that resonates best. / 16 /






SNAPCHAT primarily attracts a

LINKEDIN skews towards the older

younger crowd making it a poor

population. You’ll have an easier

source of seasoned professionals,

time reaching more established

but a great avenue for promoting your

professionals on LinkedIn and you

employer brand to younger workers in

can take advantage of LinkedIn’s

search of entry- and mid-level roles.

built-in publishing tools to create and

Using Snapchat to share pictures and

share in-depth thought-leadership

videos of exciting company activities

content that will appeal to those

can help you reach this audience.


Talent Acquisition Tech Buying Guide 10 features to consider before buying recruiting software in 2019


eople are the absolute bedrock of success at any company, and recruiting is an essential component of building that foundation. To make sure your company is finding the best talent, you need to be using Steven the best tools. Nobody wants to lag behind the times. Given the rapid pace of technological innovation in the talent acquisition industry, it's a good idea to reevaluate the technologies you rely on every year in order to keep up with the market and your competitors.

Jiang CEO and Cofounder Hiretual

Here are 10 features to consider when assessing your current and potential recruiting technologies:

1. Augmented Intelligence Sourcing candidates is a time-intensive activity that doesn't always guarantee success, but the wise use of artificial intelligence (AI) can help recruiters find more qualified candidates in less time. "Augmented intelligence" refers to the use of AI to complement and support human activity — in this case, the search for candidates. Through augmented intelligence software, recruiters can spend less time manually searching and more time engaging with candidates and selling them on job opportunities. Some augmented intelligence tools are even so advanced that a recruiter can train the software to source candidates on its own based on pre-established criteria!

2. Sourcing and Screening Capabilities Before you even speak to a candidate, you need to know they at least meet the minimum criteria for your role. Otherwise, you are simply wasting your time. Advanced sourcing and screening capabilities are essential in modern recruiting software, and new technologies are combining these functions in exciting ways. For example, some solutions can aggregate information on candidates from a variety of sources, such as GitHub, Stack Overflow, and Facebook. These solutions can then use this information to determine which candidates might fit a role and surface only those who could make for a good match. Not only can recruiters get a more holistic view of the talent in their pipelines, but they can also zero in on the best prospects in less time.

3. Candidate Engagement Functions Once you identify a potential fit, you need to cultivate their interest in the role. You must make the candidate want this job more than their current gig. To do that, you have to convince them the new position and company are better than what they already have. As companies increasingly realize the importance of such highly personalized interaction in recruiting, more and more software solutions are responding with a wider array of tools for engaging with candidates and managing communications. Many of these software solutions are also implementing data-tracking functions to help recruiters keep tabs on critical engagement metrics like open rates, click rates, and response rates.

4. Talent Pipeline Management Talent pipelining offers an effective way to recruit proactively, but building and maintaining pipelines is often easier said than done, especially when recruiters are tasked with filling multiple kinds of roles at once. For more efficient pipeline management, implement a system that keeps candidates and projects organized for you. Some of the most advanced pipeline-management software allows you to define custom pipeline stages and workflows, add notes and tags to candidates, and share pipelines with your team members for more effective collaboration.

5. Cross-Platform Integration With all the various specialized talent acquisition software tools on the market, it's vital that recruiting teams invest in platforms that can connect with one another seamlessly. Crossplatform integration allows for more effective workflows and less time spent copying and pasting candidate information from one database to another. When all your systems talk to each other, life as a recruiter is much easier.

6. Diversity and Inclusion If you are looking for innovative ideas, it is in your best interest to hire a diverse group of people instead of building teams made of people who all share similar backgrounds and experiences. More diverse teams bring more perspectives to the table, which leads to more creative problemsolving, better consumer understanding, and more informed decision-making. Moreover, today's talent wants to work for companies that value diversity, inclusion, and equality. When evaluating recruitment technology solutions, pay attention to whether those solutions have functions that will support your diversity recruiting initiatives. Data on candidate demographics, tools for reaching different segments of the talent market, and other features are just some of the signs to watch out for.

7. Data Analytics and Reporting Data is king in any business, and recruiting is no exception. The continued success of any talent acquisition team depends on tracking and analyzing key recruiting metrics like time to fill, cost per hire, average number of applicants, offer acceptance rates, and more. Recruiting software solutions with robust data analytics and reporting features can not only help a recruiting team track performance, but also identify opportunities for improvement. For example, if you find you are having trouble recruiting for a particular role, your metrics can tell you why; perhaps the salary is too low for this market, or the interview process is taking so long that candidates lose interest and drop out. Tracking recruitment metrics manually is virtually impossible, which is why organizations must invest in recruitment software solutions that can manage their metrics for them. Strong reporting features that make it easy to visualize and digest valuable recruiting data are also important.

8. Data Privacy and Compliance In the wake of the General Data Protection Regulation — a European law that can exact fines of as much as 4 percent of a company's worldwide revenue in the event of data privacy noncompliance — recruiters must be certain they are treating candidate data with the utmost security and safety. Even if your organization is not based in the European Union or recruiting European candidates, it is likely subject to some form of data regulation. Moreover, data breaches can significantly damage an organization's reputation with consumers and candidates alike. When considering your talent acquisition technology, pay close attention to its compliance features: • Does the software keep candidate data secure? • Does it follow all proper regulations when it comes to storing candidate data and maintaining candidate privacy? Investing in a noncompliant software can be disastrous for your recruitment operations — and for your business overall.

9. Information Management When recruiting for a position, you are dealing with a ton of information — job descriptions, job ads, resumes, cover letters, and more. You also have to juggle your own schedule, your candidates' schedules, and your hiring manager's schedule to arrange interviews and screening calls. This is a lot to keep track of, which is why an information management system is key. If you have not done so already, devise a method to keep each role and its associated candidate pools organized. There are many technology solutions on the market that can help you stay on top of all of this information without missing a beat.

10. User Experience It doesn't matter how powerful your technology is if your employees don't know how to use it. Employees will leverage a technology platform that is easy to use and simple to learn, but they will quickly abandon a clunky one. Be wise with your investment, and ensure that whatever software you implement is designed with the end user in mind. Talk with vendors as well to find out what kind of training and support they will provide as your employees learn their way around the new tool. You want a vendor that is as committed to your employees' success as you are.

1. AI Will Free Up More Time for Innovation and Creation

Digital Optimism How AI Will Put the 'Human’ Back in ’Human Resources’ in 2019 David Karandish

Fear not! AI may make for an excellent teammate, but it is unlikely to take over the world. Even the most advanced technology cannot replace the human mind and its ability to innovate, connect, and dream. What technology can do, however, is give more people more time to pursue the kind of creative thinking the drives business success and improves our lives.

With their ability to save us time on the most mundane of tasks and administrative duties, AI n the war for talent, the field of human resources and automation have become chief enablers of is the front line for innovation. To beat the this creative thinking. competition and hire top-tier candidates, HR departments must leverage the right technology "[The] jobs up for replacement are those that to get things done fast, while still retaining the are routine and standardized and focused on human touch that is critical to recruiting and gathering and sharing information," says Dave Ulrich, HR expert and cofounder of advisory firm retention success. The RBL Group. "Relationship jobs that require Thanks to artificial intelligence (AI) and machine creativity [are] less likely to be automated." learning, digital platforms and services are 2. Technology Will Be Simplified developing faster than ever. As more and more routine processes become fully automated, for the Benefit of the Entire Employee Lifecycle employee productivity can increase significantly — but no machine is perfect. It is up to HR to find Madeline Laurano, founder of Aptitude Research, the perfect balance between AI and individual predicts program streamlining will be a key trend throughout 2019: "Over the past few years, basic input. areas such as scheduling and communication In light of these disruptive trends, I asked some have become overcomplicated, with companies leading voices in HR for their thoughts on the using too many providers and too many future of technology at work. Here's what they capabilities. ... Companies are becoming smarter about the technology investments they make in had to say:


22 Magazine

talent acquisition, and simplicity is helping to drive many of these decisions for 2019." As an organization implements more products and platforms, it can be difficult for HR staffers to maintain nimble, efficient ecosystems.

an automated routine. 4. Millennials Will Infuse the Workforce With Digital Optimism

Millennials became the largest generation in the US labor force in 2016, and the size of this In the year ahead, more companies will adopt talent segment continues to grow. As the first agnostic cross-platform tools to streamline generation to be raised on digital devices, millennials — and, by extension, communication, offer easier learning curves for new "As more routine processes the US workforce — are more "digitally optimistic" than their employees, reduce stress, become fully automated, predecessors. That is, they and increase happiness for employee productivity believe in the benefits of digital existing employees (leading to improved employee can increase significantly — innovation and are willing to embrace and experiment with retention). Most importantly, but no machine is perfect." the latest technologies. companies can increase revenue thanks to newfound Millennials are bringing this optimism into the efficiency and increased employee productivity. workplace, spurring a massive shift in how organizations view and relate to workplace 3. Scheduling Will Continue technology. to Be an (Addressable) Challenge "People are already beginning to rely on Amazon's Alexa, Google Home, Bixby, and Siri," says Trish McFarlane, CEO of H3HR Advisors. "The more we use these support technologies in our personal lives, the faster we will be ready to embrace them in the workplace. Organizations that can articulate One of the most frustrating of all activities for the value [of automation and AI] to employees will HR is scheduling. Simply getting two or three see the highest rates of early adoption and overall people together at a meeting can be an arduous success." challenge. — "HR teams spend too much time and money on scheduling," Laurano says, adding that it is "a One thing is clear about where HR is headed for 2019: Automation is key, but it isn't the be-all and major source of frustration" in the industry. end-all. Rather, this stage of HR evolution is about The issue won't resolve itself, but effective humans and machines working together. solutions are making their way into the workplace. As AI takes care of the tedious administrative AI is particularly valuable in this area. tasks that limit employee productivity, connection, For example, AI-based virtual teammates that and creativity, HR can start to put the "human" can sync internal employee schedules across back into "human resources." programs and platforms to easily find and book meeting times are becoming increasingly popular. David Karandish is the CEO and cofounder of Armed with such tools, HR pros can change scheduling from a thorn in their collective side to The HR profession is full of time-sucking processes, including employee onboarding, benefits rollouts, and performance management, to name only a few of the laborious tasks that fall on HR. Magazine


Get to Know Your Employees With This Purpose-Generating Tool Go beyond the surface level with the GPIV formula. When you know your people's purposes, you can manage them better.


ith every new hire, you hope that it will be a good match — and a lasting one. One way to ensure that happens is to get to know your employees as whole people. In my work for AARP, I helped create an innovative tool that allows your workforce to develop individualized purpose statements. These weren't simplistic statements like, "My purpose is to be Jeannette happy." Rather, we relied on the work of life coach Richard Leider, who sees a purpose as a combination of one's gifts, passions, impact, and values (GPIV).

how to define their GPIV when starting from scratch. So, we started providing them with options to choose from, turning the writing of purpose statements from a stressful activity into a tool for discovery.

What is so powerful about the GPIV formula is that it allows employees to share details about themselves McClennan in a way that is both appropriate and safe. No one is prying into the details of their personal lives. The GPIV formula also offers employers a better way to understand and meet their employees' needs. Does everyone have a passion for volunteering What we realized, when working with pen and pa- and value making a contribution? Provide a stiper prototypes, was that people weren't quite sure pend for volunteer days. 24 Magazine

How to Write a Purpose Statement Using the GPIV Formula Want to deploy this tool within your own organization? Let's start by going through the process step by step: 1. Gifts: How would you describe your talents or natural abilities? What do others appreciate about you? Choose 3-5 attributes. • Possible responses: clever, funny, direct, clear, inventive, artistic, punctual, warm, good with numbers, expressive, trustworthy, agreeable, caring, handy, kind, resolute, analytical 2. Passions: What are you passionate about? Think of things that excite or motivate you. Choose 3-5. • Possible responses: learning, well-being, conversation, bringing people together, building something with your hands, spending time with family, cooking, baking 3. Impact: Who or what would you like to impact with your efforts? Choose 3-5. • Possible responses: Children, young adults, seniors, your neighborhood, your community, your city, your state, your country, the world at large, animals, people without a home, teenagers in at-risk communities 4. Values: What values are really important to you? Choose 3-5 that feel most urgent. • Possible responses: choice, dignity, authenticity, self-expression, spontaneity, friendship, empathy, love, care, respect, inclusion, mutuality, support, trust, contribution, ease, peace of mind, comfort, shelter, understanding 5. Feel: Though there is no "F" in "GPIV," the final step in writing your purpose statement is to consider how you would feel. As in, "This would help me to feel ... [choose 3-5]." • Possible responses: compassionate, absorbed, curious, involved, open, amazed, energetic, enthusiastic, vibrant, radiant, overjoyed, thrilled, moved, thankful, elated, joyful, confident, charged Example Purpose Statement To show what it looks like when you put it all together, I'll share my purpose statement: "I want to use my gifts for innovation, teamwork, and leadership and my passions for well-being, learning, and building new things to create an impact on seniors, entrepreneurs, and women because I value integrity, inclusion, and dignity. This will help me feel invigorated, renewed, and eager."

As you can see, this process goes way beyond publicize their health and fitness (58 percent) "My purpose is to be happy." or career goals (51 percent), "Two-thirds of employees What is great about the GPIV which supports the idea that formula is that you can't fake your employees may be open believe an exercise it. What you end up with is to sharing their purposes in helping them define unique to the individual, bethe workplace. their gifts, passions, impact, cause what makes each employee happy is as unique as At AARP, we put our purpose and values would be each person on the planet. statements on our office 'somewhat' or 'very' helpful." doors, which was a great way Instead of operating on auto get to know each other. topilot and assuming everyone has gathered together at your organization for a single aim As has become common knowledge, connecting (make profit? get paid?), you are giving every- to a sense of purpose leads to improved health one the gift of reflection, allowing them to think and increased longevity. Not only could better about who they are and how they want to use engaging your workforce support your bottom their assets. line, but it could also support your employees' well-being both while they're with you and long Only about a third of all employees are engaged, after they retire. and disengagement costs the US economy between $450 and $550 billion every year, accord- Jeannette McClennan is founder and president of ing to Gallup. Offering your employees a chance The McClennan Group. to reflect can help ensure your organization's workforce is more engaged than the average. If you're worried your employees will do this exercise only begrudgingly, know this: When we ran a test panel of almost 200 adults aged 40-60 on the AlphaHQ platform, two-thirds of respondents said an exercise helping them to define their gifts, passions, impact, and values would be "somewhat" to "very" helpful. Interestingly, respondents were most keen to

26 Magazine

Three Futures, One Question: How Will HR Rise to the Challenge? Workers and consumers have high expectations for how businesses should operate. A new report from Deloitte explores the role of HR professionals in meeting those expectations. Matthew Kosinski

social enterprises, they'll need HR professionals who can move beyond traditional practices to become "exponential HR professionals" who "bring new capabilities with a constant attention to growing and stretching their skills," Mazor says.

"Exponential HR professionals know how to apply advanced techniques and technologies to reimagine the solutions they develop and how they deliver services to elevate the business impact they create," Mazor says. "[These profest's almost a clichÊ at this point, but it bears sionals] lead the future within and outside the repeating: We live at a time of incredible, un- HR function [to] spearhead enterprise workforce stoppable disruption. New technologies and strategy, access talent from across all workforce new economic, political, and social realities are groups in the market, and lead the enterprise for combining to transform the way we live — and its future in a digital world." the role businesses play in our lives. How can you position yourself to become one People around the world now trust businesses of these exponential HR professionals? That remore than they trust their governments, accord- quires first understanding just what you're up ing to "Reimagining Human Resources: The Fu- against. ture of the Enterprise Demands a New Future of HR," a recent report from Deloitte. As a result, toThe 3 Futures HR Must Address day's enterprises have an imperative to become what Deloitte calls "social enterprises": organi- According to Deloitte's report, the dramatic upzations that value their environments and stake- heavals HR must now navigate can be sorted holder networks as much as they value revenue into three equally critical categories: growth and profit. 1. Future of the Enterprise "[A social enterprise] is an enterprise that shoulders its responsibility to be a good citizen both Organizational lifespans are shrinking. Accordinside and outside the enterprise, serving as a ing to Yale University Professor Richard Foster, role model for its peers and promoting a high de- the average S&P 500 company today only exists gree of collaboration at every level of the orga- for 15 years, compared to 67 years in the 1920s. nization," explains Art Mazor, principal, Deloitte At the same time, people are increasingly lookConsulting LLP. "This includes listening to, in- ing to these organizations as leaders, placing vesting in, and actively managing the trends that more faith in them than they place in their own are shaping today's world." governments.


As organizations make the transition to being Magazine

In response, organizations must become social 27

enterprises, and HR pros must play a key role in 3. Future of How Work Is Done negotiating that transformation. HR pros must also adopt smart workforce development strat- Perhaps no aspect of business has been as egies to foster innovation and agility, and they transformed by new technology as the way work must assist in the creation gets done. HR will need to of what Deloitte calls "partsupport networked, adapt"A delighted workforce nership ecosystems." able teams of both human views obstacles not simply and machine coworkers by "In this new world, the pace reimagining work itself, both as roadblocks, but of change demands speed in across the business and in opportunities." driving innovation for enterHR specifically. prises generally, and this demand is equally strong for HR leaders and their Standardized, one-size-fits-all operating models teams to deliver innovative solutions, experienc- don't work in this environment. Instead, HR must es, and capabilities for the enterprise to excel," adapt what Deloitte calls a "fit-for-purpose HR Mazor explains. "Housing all of the necessary operating model." capabilities internally and moving at the pace of change presents a tall order for any HR team. "Realizing a fit-for-purpose HR operating model Creating a dependable ecosystem of partners to is all about making a series of strategic design build upon and enable internal capabilities with choices that enable enterprises to shift how HR speed is imperative for the future of HR." works to achieve business imperatives within the context of an enterprise's values and cul2. Future of the Workforce ture," Mazor says. At the same time that organizational lifespans Only with a fit-for-purpose operating model will are shrinking, the length of the average profes- HR departments and their wider organizations sional's career is growing, reaching as much gain enough flexibility and agility to meet the as 50 years in some cases, according to Deever-changing demands of the market. loitte. However, longer careers don't necessarily mean more stability: Professional skills Becoming 'Simply Irresistible' are becoming outdated faster than ever, and more than 40 percent of workers are expectWhat all three of these futures have in comed to be contingent by 2020. mon is the pressure they exert on HR pros to move beyond quantitative value and, as the As HR professionals are often on the front Deloitte report puts it, "focus on driving tanlines of workforce management, they are pargible, measurable value that is both qualitaticularly suited to meet this challenge headtive and quantitative across the enterprise." on by cultivating inclusive workforces that bring together both full-time employees "HR leaders of the future are shifting toward and nontraditional talent. HR pros must leading to achieve business outcomes ... also forecast future capabilities and prolike productivity, speed to market of invide existing workers with opportunities novative products and solutions, capafor continuous learning to ensure bility growth, and more," Mazor their skills stay relevant — and says. "This doesn't eliminate the organization maintains a more familiar, traditional capable staff as the busiHR measures. However, a ness world continues to business-outcomes foevolve. cus shifts the mindset 28 Magazine

toward driving impact for the enterprise that enhance engagement, innovation, productivity, helps the enterprise win." and all-around delight at work," Mazor says. You can start to see this transformation unfold in the new names that many HR leaders are giving their functions, names like "employee experience" and "people." These names are more than just a rebranding of the HR function; they point toward the exponential HR professional's role in facing head-on the future of the enterprise, the workforce, and work itself. Deloitte's report identifies four key areas in which HR must begin to shift if it is to fulfill its new duties: 1. Mindset: HR cannot simply "do" digital; it must be digital by embracing artificial intelligence, robotics, and cognitive solutions as it redesigns jobs and reorganizes work. 2. Focus: HR must prioritize human-centered solutions, personalizing for the entire enterprise workforce. 3. Lens: Rather than an operating model that views the workforce through a lens of compliance and control, HR pros must come to see their organizations through the lens of trust and empowerment. 4. Enablers: Integrated systems are the past; a unified engagement platform is the future. HR must deploy advanced technologies to promote productivity and simplicity of experience. By making these changes, HR can begin to build the organizations the future demands, christened "simply irresistible organizations" by Deloitte. These are organizations that adopt Deloitte's "simply irresistible" model of workforce experience, which focuses on five core drivers of employee success: meaningful work, supportive management, fantastic environment, growth opportunity, and trust in leadership. "Just as successful product developers and marketers understand the imperative of deeply understanding customers' needs to shape solutions to meet those needs, HR leaders have increasingly recognized the power of understanding workers' needs to shape their experiences to

"Delight' may seem like an odd word to use as enterprises come face to face with an uncertain future, but it also might just be the best possible framework for navigating the challenges in HR's way. A delighted workforce is a workforce that views obstacles not simply as roadblocks, but opportunities.

Your garden variety bad hiring decision is sometimes the culprit behind misaligned expectations, but it's not the only cause. Sometimes, the employer does a bad job of advertising itself or its How to Ensure a Job Is Right role. Sometimes, candidates are too eager for a job, and they rush in without doing their due diliBefore You Accept It gence. Sometimes, the candidate doesn't undere know job tenure isn't what it used to be. stand their own needs and desires until it is too Instead of sticking with one employer for late. life, the average worker today stays with one organization for just about four and a half Whatever the case, mismatches are sadly comyears. mon. Wouldn't it be nice if you could try a role or career before accepting it, like a free sample of In many cases, tenure is even shorter. Accord- some fancy brie at the local Trader Joe's? ing to a 2018 Jobvite survey, 30 percent of all job seekers have left a job within the first 90 days. In The good news is, you actually can determine 2017, 40 percent of all workers who quit their jobs whether or not a gig or career is a good fit before did so within a year of being hired. you accept it. Doing so just requires a couple of creative maneuvers. What accounts for these early departures? Bad onboarding processes, negative experiences with 1. Make Your Own Assessment colleagues and bosses, and ill-timed job offers are all responsible to some degree, but the single The job ad has caught your eye, and based on biggest driver of fast turnaround time may just be your first discussions with the recruiter, the role misaligned expectations. In the aforementioned looks great. Instead of taking the company's ofJobvite survey, 43 percent of workers who quit ficial line at face value, however, you should try within three months said they did so because the putting its word to the test with an assessment role was not what they were expecting. of your own.

Is This the Place?


Take some time to reflect on what you really want in a job, career, and employer. What are your key professional values? What does your day-to-day todo list look like? What kind of overarching goals do you want to work toward? The goal here is to identify the top qualities and characteristics you want in your profession. Then, craft a list of questions that will uncover whether or not the role or career in question meets your criteria. This list is your assessment, and how well the job scores will determine whether or not it is the right fit. You'll pose these questions to the recruiter and hiring manager, of course,

but you want as wide a perspective as you can get. Ask if you can also talk to your prospective teammates, as well as colleagues from outside your department. The more people you can connect with in the company, the more robust your assessment results will be.

skills in action, and it will help you ensure this is a job you care about. Neither one of you wants to make the Additionally, you should read through reviews on wrong decision sites like Glassdoor to see what employees have here, after all. to say about the company. The shroud of anonymity can sometimes allow people to be much more If you're trying to assess an entire career path, it honest online than in person. Also, try to find pre- can be a little more difficult to give it a test run. vious employees of the company on LinkedIn and You can try freelancing, but if you're not estabother social media sites. These people will have lished in the field, it may be tough to find clients. little investment in maintaining the company's reputation, so there won't be anything holding One thing you can try is testing out some online them back from being completely forthcoming. courses dedicated to the profession to see if you find the material engaging and exciting. For exThis same process can be applied to assessing ample,'s online training portal, the not only a job but also an entire career path. In- Certification Program (RCP), offers stead of employees of a specific organization, a free package of three introductory courses. you'll seek out professionals in the field at a variety of companies and levels. Remember, as with The RCP is designed to teach anyone anywhere any form of networking, you're much more likely how to be a professional recruiter. With its free to get a positive reception if you can offer some- package, you can try the courses before you buy thing of value to these people as well. Ask what them. The free courses include an introductoyou can do for them in return for helping you out, ry letter outlining the recruitment profession, a and be sure to follow through. glossary of key terms and concepts, and a look at some of the basics of recruiting. If you find the Finally, be understanding. People have their own content enjoyable, you can upgrade to the full jobs and lives. They can't drop everything to help program. There is no risk up front, which means you assess a career path. If your assessment is you won't end up walking into a career you don't longer than three or four questions, only ask each find fulfilling. contact a couple of key queries. People will be much more willing to help when the task is short — and simple. Neither you nor your next employer wants to make 2. Ask for a Trial Assignment a bad hiring decision, so it behooves you both to take some time up front to investigate whether or Trial assignments and test shifts are becoming not the role or career is right for you. Build an asmore common as employers recognize their val- sessment, do some test work, and try some free ue. These projects let a company see whether or online training courses to give you a taste of the not a candidate can successfully do the work re- profession. The more informed your decision is, quired of them under real-life conditions. the less likely you are to be one of those employees who quits before their probationary period is However, these tests are not standard operating even up. procedure just yet. If a potential employer doesn't ask you for a trial, consider suggesting one your- For more information about the Cerself. Sell it to the employer as a valuable move for tification Program, visit both of you: It will give them an inside look at your recruiter-training.html.

These Are the Most Satisfying Jobs in America Matthew Kosinski From HR managers to executive chefs, these 20 jobs have the highest satisfaction ratings on Glassdoor.


he prevailing wisdom is that today's job seekers value work with a purpose over high pay. In fact, one study even found that most people would accept a 32 percent pay cut if it meant their work would be more meaningful.

But as it turns out, "high pay or high satisfaction?" is a false dichotomy. That's according to Glassdoor's new report on the 20 most satisfying jobs in America. Using data from the "Best Jobs in America 2019" report, Glassdoor zeroed in on the roles with particularly high satisfaction rates among employees. The resulting list cuts across a variety of fields and industries and is almost uniformly lucrative. "We've found that job satisfaction doesn't have to come at a financial cost — the majority of these positions pay well above the US median base pay," Glassdoor Economic Research Analyst Amanda Stansell said in a blog post outlining the results of the report. Check out the full list on the next page, and maybe you'll find your next career move. If you're a recruiter, you might just find a new angle to sell your open roles.

1. Recruiting Manager

8. Data Scientist

14. Software Dev. Manager

Job Satisfaction Score: 4.6 Median Base Salary: $70,000

Job Satisfaction Score: 4.3 Median Base Salary: $108,000

Job Satisfaction Score: 4.2 Median Base Salary: $140,000

2. Dental Hygienist

9. Customer Success Manager

15. Financial Consultant

Job Satisfaction Score: 4.5 Median Base Salary: $67,250

Job Satisfaction Score: 4.2 Median Base Salary: $65,000

Job Satisfaction Score: 4.2 Median Base Salary: $55,000

3. Sales Operations Manager

10. HR Coordinator

16. Enterprise Account Exec.

Job Satisfaction Score: 4.5 Median Base Salary: $93,000

Job Satisfaction Score: 4.2 Median Base Salary: $42,550

Job Satisfaction Score: 4.2 Median Base Salary: $100,000

4. Product Designer

17. Executive Chef

Job Satisfaction Score: 4.5 Median Base Salary: $100,000

Job Satisfaction Score: 4.2 Median Base Salary: $65,000

5. Marketing Assistant

11. HR Manager

18. Product Engineer

Job Satisfaction Score: 4.3 Median Base Salary: $34,000

Job Satisfaction Score: 4.2 Median Base Salary: $85,000

Job Satisfaction Score: 4.1 Median Base Salary: $77,500

6. Construction Manager

12. Communications Manager

19. Law Clerk

Job Satisfaction Score: 4.3 Median Base Salary: $75,000

Job Satisfaction Score: 4.2 Median Base Salary: $80,000

Job Satisfaction Score: 4.1 Median Base Salary: $45,456

7. Brand Manager

13. Marketing Manager

20. Sales Engineer

Job Satisfaction Score: 4.3 Median Base Salary: $85,000

Job Satisfaction Score: 4.2 Median Base Salary: $82,000

Job Satisfaction Score: 4.1 Median Base Salary: $90,000 Magazine


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