Talent engagement vs. Brand engagement both are extremely important

wp-1471274042753.jpgHow important is Talent and Brand Engagement? Everyday your brand takes a hit because someone did or did not have a good experience. The key to branding is to reduce the number of negative experiences from your customers and your employees. Lets look at the two.

Talent and Brand Engagement 

Brand Engagement is getting the community at large to buy into your ideas, products, services and then start demanding them. Your  brand should always be of the highest quality.  Your brand engagement strategy should be very active in providing instant feedback to customers as well the company employees. Everyone’s experience and opinion about your brand engagement should carry significant weight with management including contract and contingent workers. You can capture this experience often. Send out end of the day e-mails, polls, surveys and questionnaires about services being provided. Strong and positive brand engagement is an around the clock business in and of itself. This area is cross functional which includes your Talent Acquisition Team, Marketing, Community partners, Social media consultants, customers and employees.

Talent and Brand Engagement

Talent Engagement means engaging  your employees in meaningful work commensurate with the knowledge, skills and abilities for the job is key to talent engagement and employee retention. The mind is capable of processing thousands if not millions of thoughts a minute. If your employees spend the first 3 days waiting on an e-mail account, during administrative task when they were hired as a technical expert you have contributed to a bad candidate and on boarding experience.  Their minds will probably start to roam. The hiring manager should understand the nature of the work in order to create a culture of talent engagement. Its important in the first 10 days of on boarding to setup a training schedule that will keep the employees engaged and the work a priority.

How to know when its time to rethink your brand engagement strategy.

  1. When the competition never mentions your name.
  2. When your turnover ratio is everyday.
  3. When your customers and employees are not skipping into work.
  4. When your employees don’t cry when it’s time to leave.
  5. When you can’t convince your key employees to phase out their retirement another 10 days.

How to know if you need to rethink your talent engagement strategy. 

  1. This particular employee is Missing in Action (M.I.A) at the company happy hour (s) (all of them).
  2. You catch them staring at the ceiling on a regular basis.
  3. Drooling at the desk.
  4. Frequent trips to the bathroom
  5. They have tears in their eyes when the entire office is laughing.
  6. They are laughing when the entire office is crying.

See Forbes contributor – Meghand M. Biro article

“Your Talent Brand Matters More Than You Think” http://www.forbes.com/sites/meghanbiro/2016/01/25/your-talent-brand-matters-more-than-you-think/#1e719c811a45







Human Resources revival coming soon!

wp-1462154758646.jpgShould I dismantle my Human Resources Office?

This is a billion dollar questions and a very legitimate one. Historically, Human Resources dealt with administrative and compliance issues. Unless you’ve spent some time working in an Human Resources office, it may be hard to relate. I have an MBA in Human Resources Managment and have worked in Human Resource offices in large organizations as an Human Resources Management intern, Generalist, LR/ER Specialist, Human Resources Turnaround Coordinator, Supervisor, Change Leader, and Talent Acquisition Specialist for the past 15 years. There are about 41 Federal employment laws and a number of state employment laws that require routine daily tracking.  Such as administering FMLA.  Most onlookers believe these are task just being performed, but have no idea each one of these task including the interview process, is governed and enforced by “Big Brother.” The selection and hiring of candidates includes assessment techniques, interviewing techniques and a selection process that are enforced by the EEO laws. The Department of Labor has responsibility for addressing how employees are classfied and compensated. There are also Occupational Safety and Health Administration, National Labor Relations Board, Health and Human Service and others who have full-time staff to assure that organizations are adhering to employment laws. You can visit: http://Thrive.BLR.com

As long as we have Federal and State employment laws, these task will have to be accomplished. So, what can companies do about their HR offices?

What is in the Human Resources’s name?

First, I think the name “Human Resources” over the years has taken a hit due to the massive layoffs, and M&A activity.  Some CEOs cringe at the mention of the word “H.R.”  Most people who have experienced layoffs and downsizing equate the total experience to the H.R. office. HR handles the termination letters, the COBRA notices, the EAP process etc.  Employees who were impacted by any of the above situations have grave experiences. Most often people forget the decision was made by board and the team of executives. HR only processes the paperwork. If you get rid of the HR office you will get rid of this buffer. If you disband your office, you can’t blame it on HR anymore.  Instead of getting rid of the office others are trying to rebrand. Companies are starting to rebrand their name to Talent Engagement. Talent engagement is about building relationships and getting personal with your organizations’s talent.  Large organizations get a benefit from maximizing the various talents of each new employee.  We can no longer hire candidates to fill vacancies, but need to engage the entire person by creating communities of employees who share the same interest on and off the work site.  See article at:https://www.cornerstoneondemand.com/rework/whats-name-5-n

Human Resources policies are outdated

As Human Resource professionals, we have to be creative in how we manage and engage our talent. I believe by not updating company policies with current trends and failing to come up with creative and innovate ways to otherwise standard processesing, we have not shown our added value to support the cost of maintaining the offices. As an HR professional, our first competing threat is technology and the second one is Professional Employer Organizations. A PEO can come in and partner with the companies to handle their H.R. needs. They are vendors. The contract can  be renewed monthly, yearly or are as needed. The weight of the HR division has been outsourced for the vendor to carry the expenses of wages, salaries and keeping up with policies and various employment laws. The executive team can spend more time engaging the customers.

The Business of Human Resources

The future challenge for HR offices is to use technology and PEOs to support the administrative task of benefits, payroll, and employee orientation and spend some time on developing business acumen.  If I were doing an executive search for a CHRO, I would be asking the following questions:

Have you ever owned a business?

Do you have a business currently?

Do you have an undergraduate or graduate degree in Business?

This is one of the reason I never abandoned my business background and entrepreneurial spirit. I’ve always been a business consultant working in large organizations. My area of expertise is as an H.R. generalist, H.R. Labor Relations Specialist, Change leader, and H.R. Supervisor. At the drop of a hat, I could advise on my company’s market share, market position, our compensation strategies and the latest trends in software.  I kept abreast with my skills in Microsoft Office Suite: Excel, Access, Word and PowerPoint. I learned how to design, manage and create web pages. I know how to calculate and use H.R.data analytics to recommend profitable solutions. I know a lot of CHRO, but most of them are not hands-on with these skills because executive leadership is perceived as using a different leadership skill set.

The new CHRO needs to share some business strategies on how to attract top talent, and how the talent can be used to generate profits and ideas for the company. More than ever it’s time to use H.R. talent differently.  If I were looking for any type of executive talent. I would be asking, “How can we use your business expertise and acumen to make the organization more effective? I’m looking for “Talent Engagement Thought LLeaders.”  “I’m looking for individuals who want to think and act outside the H.R.box.” It’s time for H.R. to step their game up.