Daily Top 5 Global HR News – 6 October 2017
We bring together from ICube Research and published news, a summary of 5 items that are contemporary. The news is curated from more than 50 HR related websites across more than 15 countries including Singapore, USA, UK, Canada, Australia, India, Malaysia and Kenya, among others.
The Daily Digest covers the Global view of latest people practices and technology developments amongst other areas.
1. Investing in HR solutions made easy
‘HR professionals are changing now as companies are also recognizing the value of investing in really elegant software solutions. By giving HR department adequate tools, they become more streamlined, efficient and give employees better experience.’
Patrick Gentry, CEO and Co-founder of Sprout Solutions Philippines, Inc., has every reason to remain in the country. He has a young and growing family and a robust business that cares for everyone towards fulfilling a specific mission of making the tasks of human resources departments in the country, especially the small enterprises, become more efficient and productive.
With the use of Sprout software solutions, the often taken for granted payroll and HR functions of companies, can now be taken care of properly and become a critical factor in driving a company’s competitiveness.
Sprout provides a cloud-based human resource and payroll software system for small and medium-sized businesses. It offers payroll, an online payroll solution for the business market in the Philippines, and HR, a cloud-based human resource information system that allows companies to manage their human resource, as well as provides analytics for decision-making. The company was founded in 2015 and is based in Taguig City.
The software company aims to create paradigm-changing solutions for the Philippines — an emerging market with a robust economy and a great need for localized software.
“Our goal is to help companies in the Philippines grow through our suite of backend solutions that address payroll and HR difficulties,” says Patrick.
Sprout’s HRHub and Payroll Pie are world-class payroll and HR software systems that are tailored specifically for companies in the Philippines.
“Sprout is transforming HR in emerging markets. We believe that the developing world deserves great software, too. We are committed to taking care of the dirty work so you and your employees can focus on growing your business. We want to build an HR platform that everyone will use every single day because it can literally change their lives. Your employees’ best interest is always our top priority,” says Patrick.
Sprout was born out of a difficulty encountered by Patrick’s first company in the country way back in 2009. At that time, they faced major problems with payroll and HR so they built a cloud-based solution enabling the company to further scale up with already 600 employees.
That gave him an idea of the local enterprises’ need for similar solutions that in 2015, he decided to put up his own company together with Filipina wife Alexandria under the corporate vehicle Sprout.
“As a company, we are young,” he adds. Initially, it was just him and his wife, who stopped working because she was having their second child that time already.
Now, Sprout has close to 150 clients using their software solutions, most of them small businesses. Some of these clients are already well-established industry players with thousands of employees.
“These companies need robust and complex solutions and excellent services,” he says. Other clients are in the BPO industry, food and beverage, and manufacturing. The company is also now giving focus on the logistics sector, another labor-intensive sector.
“We cater across the board actually,” he says adding, “We have lots of small businesses using the software for free.”
“Financially, we are doing great,” says Patrick.
Doing great means experiencing over 300 percent increase in revenues. The growth target just keeps moving because the amount of opportunities kept surprising them, too.
“It’s amazing, right now we are working on hundreds of deals literally and going the process of due diligence,” he adds.
“We’re growing exponentially. We have 14 available positions right now but I think the only thing hindering growth is our ability to hire because we have to get the best people that can help us with this mission and it takes time to do that,” he adds.
Hiring has become difficult because Sprout is very strict in who it will allow in.
“We want to find people with the right cultural fit, experience and ambition and just the process of finding those candidates and bringing them on board is a huge process,” he says. Sprout is a millennials team, including Patrick.
From the husband and wife team, the company grew to 12 and now they have 75 employees already.
“We have a large IT team as we leverage as a shared resource to create scale,” he adds.
“We do have a North Star where everybody in the company looks to really create an impact on the life of every Filipino by helping improve the ease of doing business in the Philippines,” he adds noting that the country ranked fairly low globally in the ease of doing business survey.
Patrick has observed, too, that while local companies have already established their own marketing and sales department with great software tools, the HR has been left behind or the least robust in the organization.
Historically, companies do not automate their payroll and HR tasks but they are trying to change to cope with the digital age in the last few years.
“HR professionals are changing now as companies are also recognizing the value of investing in really elegant software solutions. By giving HR department adequate tools, they become more streamlined, efficient and give employees better experience,” he adds.
“They can even set the tools to develop a company culture because HR is where employees interact with the company and if the company can really take care of the HR department they can really help in employee satisfaction because if employees grow, productivity will also grow the huge way.”
The common understanding of HR professionals is to ensure that employees get paid. But being able to automate that task is already a huge deal especially for a growing company.
The HR task for companies in the Philippines is made more difficult with the various different pay rates. There are night differential, overtime, holidays and employees are paid according to very complex system that at times lead to payroll discrepancies and higher cost.
Typically, in the developed world, employees are paid by the hour but others get fix amount regardless of the number of hours rendered. But in developing world, which covers the Philippines, India, Malaysia, Vietnam, Myanmar from this region and Central America, there is a big space for improvement.
Companies also have different payroll file for government agencies. For instance, one company needs solution for the 201 file and another for data governance. There are other issues like how to get reports from government agencies correctly and another company was concerned on how to be able to comply with the Department of Labor and Employment requirements.
So, automating that process, tracking people’s attendance and control and number to give accuracy and correct discrepancies in payroll are huge opportunities for solutions provider like Sprout.
This is the reason that despite the huge opportunities overseas, Patrick said the focus at the moment is just the Philippines where there’s an expanding need for great payroll and HR solutions.
“It is incredible, there are opportunities in other countries but we have more than enough here,” he adds noting that its clients come all the way from Baguio to Davao.
Sprout offers customized solutions for client needs in general. These are out-of-the-box solutions with a good support team that will handhold the clients from the start to enable them to operate the software right away.
Most of the companies in the Philippines still operate on premise so they are challenged to migrate to cloud-based solutions, but Patrick said it is just a matter of educating these people.
“As opposed to just selling a software as a product, we are selling a solution we so we handhold our customers. It is a very fundamental on our part on how we approach customer relationships,” he says citing a very hands-on support they extend to clients.
He is proud of the service they offer to clients as they seriously consider even the very low-level problems faced by their customers “because we take customer success very seriously.”
Most of their competitors are foreigners and are big industry players, but most of the time also they are able to solve a customer’s problem better because they are a Filipino company and they know the nuances of being a Filipino.
Foreign firms sometimes encounter difficulties in solving a client’s problem because some of their solutions are part of their mother company abroad. But since Sprout is local, they can easily resolve the issue domestically.
“All of our solutions are homegrown, made in the Philippines and we solve the problem here,” says Patrick, a software engineer with vast experience in the management of software engineering projects in Silicon Valley.
“With our system, our team can solve these issues,” he adds. Thus, local and international companies using Sprout solutions are now far ahead with their peers.
“We are a mixture in software, we are young with greater usability. Other firms are using the old solutions which are hard to use,” he adds.
Patrick said that Sprout is unique because the founders and some of his partners come from Silicon Valley with experience in making modern solutions with greater usability and functionality.
The company’s growth is mainly organic. Even with its lean organization, Sprout has a good marketing team and a very powerful word of mouth from satisfied clients.
“Our clients are companies that are desperate to automate their HR functions. We also get a lot of referrals from clients who are happy with our solutions and there are lots of companies raising hands and asking to look at our products,” he adds.
That is why, the next growth area for Sprout is not in terms of location, but in another software solution that is closely related to HR.
Patrick is looking at recruitment solutions, which may be launched in the fourth quarter of this year.
Recruitment is strategic because it is also an HR function. This solution can be an addition to the existing payroll platform.
“There is a lack of good recruitment software solutions in the country so this is a big opportunity,” he says noting that HR is still using spreadsheets for their recruitment task.
Patrick vowed of a very good recruitment solution that companies, especially BPOs, can tap using Sprout as a platform and leverage these tools for their advantage.
“No one else yet has this kind of recruitment solution,” he adds noting the business potential of this solution is just as big as the payroll and HR solution.
Patrick is proud that their solutions have been developed but its local team. Excluding Patrick, an American, all their software developers are Filipinos.
“We believe the Philippines got good talents, I am the only expat in our company,” he says.
“I also believe this is the best opportunity for the Philippines in the ASEAN region if not the world because the growth is higher than everybody around us. We are a developing country so there are amazing opportunities to make progress here and for me the 6-7 percent GDP growth rate is irresistible,” he adds.
Initially, Patrick did not come to the Philippines for work, but he had a friend who moved in here for work and asked him to come saying the place was awesome. He did come to the Philippines, but as a tourist in 2008.
During that time, Patrick backpacked to everywhere in the country for two months from Davao to Cagayan de Oro, up to Pagudpud in Luzon. He has been pretty much around the Visayas islands and Palawan.
“And I really enjoyed the country and the food,” he adds.
He fell in love with Alexandria, a Filipina, and the tourist decided to stay. They now have two kids. His wife’s role is chief product officer, making sure that the software is very user-friendly and robust.
“My wife’s family already migrated to the US but we’re quite happy here,” he adds.
Now, on his 9th year in the country, Patrick has embarked into the world of the vegetarian.
Patrick grew up in a farm in southern Oregon with plenty of meat. He grew up to be a meat eater. He has never been on a diet, but recently chose to track a healthier diet after he was diagnosed with elevated LDL cholesterol level despite his lean figure.
“For now, I am on a break from meat diet. Will see if I become a superman with this,” says Patrick making fun of his extreme vegetarian diet.
It looked difficult at first, but when he was actually into it, he found out that a vegetarian diet is not that hard as he thought. It taught him though to do more home cooking because as he said, “You cannot go in Manila on strict vegetarian diet.”
“Surprisingly, there is not much difference,” he adds recalling that when he first came into this country he started to appreciate the cholesterol filled but savory bagnet, lechon and pork liempo.
Used to having lots of vegetables around him at their farm in Oregon, Patrick is also now spending time for his garden in their house.
Strategy for success
As a compliment, Sprout is making its cloud-based payroll system solution available to small companies for free. All you have to do is link and sign up. There is no activation fee at all, just email confirmation and you are good to go. This is also one way of enticing small companies to upgrade to a paid account when they grow bigger.
Certainly, Sprout employees are paid well. But if there is one thing that makes Sprout successful, that is Patrick’s focus on getting the environment right so people can thrive.
“My vision is to really support the people working for me. There is a difference between pushing them from behind and pulling them from front,” he said. He would give feedback whether negative or positive so people can really grow with their strength.
He loves Filipinos for being hardworking and creative. Patrick is especially impressed with his staff’s work ethics even if how hard they endure going to work under a very stressful traffic situation.
“They commute two hours from house to work and commute another two hours going home and yet they come here the next day smiling. So, I am really impressed. This country is a place where vast majority are working to really improve their lives and the lives of their children,” he says.
Patrick, who spends most of his spare time with kids and family is also trying hard to learn the Filipino language in return. It is not only for himself, but because he wants his kids to learn Tagalog and be the example of patriotism.
Patrick is not just a hands-on manager at work, but also a hands-on dad. He drops off the kids from 6-7 in the morning as he works until 12 midnight to push growth of business further.
Even as he tries to influence his people to go for a healthier diet, this vegetarian and a triathlete boss is also trying to encourage Sprout employees to go big in fitness and healthy living. They have twice a week of Muay Thai or kickboxing, and weekly basketball and yoga because more than the financial support, Patrick pays attention to the physical state of their workers, that they take good care of their health.
“What is important about Sprout is from the founders, my wife and I, have the culture of caring for our people beyond just the work context so part of that is health and wellness and work life balance and just in general the ethics of caring personally,” he adds.
Aside from the free basic software to small entrepreneurs, the company has also put up a “Sprout Academy” where senior managers share their expertise with other companies in a once a month session. The goal is to move the Philippines to an environment where businesses help each other.
For instance, Sprout’s head of customer success division shares her stories and expertise in terms of customer support and best practices from what they’ve learned internationally. This is in line with its idea to get more sprouts and for businesses to prosper.
In fact, Patrick was inspired from his farming roots that he named his company Sprout, which symbolizes the sprout of a plant.
Patrick finds the name Sprout funny because it has nothing to do with payroll, but it befits the mission of a flourishing Philippine homegrown startup.
2. Lack Of Basic Business Plan Stalling HR Processes
Organisations have witnessed a rise in HR initiatives in the past 18 months, although about 85 percent of executives said this has not achieved the set return on investment
Human Resources are the business drivers in today’s time when the disruptive business environment is driving companies to transform their human resources functions. However, Indian organisations remain stalled with nearly 60 percent saying they do not even have a basic business case in place for HR initiatives.
The data is in line with global findings, which show 59 percent of surveyed executives saying that they do not have a basic business case for putting in place key HR processes, as per the findings of the KPMG HR Transformation Survey 2017.
Organisations have witnessed a rise in HR initiatives in the past 18 months, although about 85 percent of executives said this has not achieved the set return on investment.
The survey was conducted on 887 executives from 48 countries between February and April 2017, with representation from 27 industries across Asia-Pacific, Europe, North America, Middle East/Africa and Latin America. From India, 109 executives were surveyed.
Vishalli Dongrie, partner in BPS-People and Change, KPMG in India, said, “Most respondents are currently involved in HR transformation. Overwhelmingly, most of them have a modest and traditional view of projecting HR transformation with systems and processes. Despite the urgency shown by CEOs, transformation is still not stirring in the context of supporting a business strategy or helping a company meet its business objectives. So, going forward, the manner in which HR addresses transformation will be pivotal.”
HR technology spends, in 89 percent of the cases in India, remained the same or rose across organisations since last year. The survey found that the biggest areas of investment expected for India, in 2017, are talent management, HR data and analytics, on-boarding and payroll. Most of the executives said they believe that process and cognitive automation will drive the way HR services are offered in their respective organisations.
Talent acquisition, on-boarding, learning and talent management are the areas where respective HRs are likely to aim and enhance in the next three years.
3. Treat Them Like Customers
Kevin Grossman, who oversees The Talent Board’s Candidate Experience Awards program, explains what it takes to give candidates a positive impression of your company.
What sort of experience do candidates for positions at your company go through? Is it positive, negative — or have you even bothered to find out? These days, companies are under scrutiny like never before when it comes to candidate experience. With today’s unemployment rate at record lows and the labor market hardening like quick-dry cement, recruiters and talent-acquisition leaders need to be careful stewards of their employment brand to ensure it doesn’t end up permanently tarnished in the forums of Glassdoor and Indeed, and this includes ensuring that job candidates are treated well so they have a positive impression of the organization regardless of whether they end up getting the job.
At this year’s Recruiting Trends & Talent Tech Conference, attendees will get to hear firsthand from recruitment leaders at companies like Intel Corp. and Superior Group what it takes to create a positive candidate experience. These companies and the others presenting in the Candidate Experience track of breakout sessions are all winners of the Candidate Experience Awards (the CandEs), presented annually by The Talent Board, a nonprofit organization. This year’s conference will also feature a main-stage session moderated by recruitment thought leader Gerry Crispin titled “The ROI Realities of Improving Candidate Experience,” featuring panelists from CandE-award-winning companies discussing what they do to ensure candidates are treated as recruiting’s top customers.
As The Talent Board’s president of global programs, Kevin Grossman oversees all aspects of the organization’s CandE Awards program. He’ll be co-presenting a breakout session at the conference along with Adela Schoolderman, talent acquisition manager at West Monroe Partners, titled “Ensure a Greater Return on Talent With Candidate Interview Prep and Communication.” We recently caught up with Kevin, who has more than 20 years of experience in the recruitment and HR space, to find out what he’s learned while overseeing the CandEs and the role recruiters can play in creating a good candidate experience.
Do you recall a really poor candidate experience from your own career? What was it like, and how did it leave you feeling?
Yes, and it was within our own industry. Of course, I won’t name the organization, but I was in the running for a position I was very excited about. For the most part the process seemed fair, and my expectations were well-managed throughout, until the final interview stage. It was me and another candidate, and after the final interviews, I was told I’d hear back within a week.
One week went by, and then another, and even after I called and emailed, nothing. Weeks later I was finally notified they had hired the other candidate. I was given no other context or any feedback, nor was I asked for feedback on the process.
I’ve never forgotten that, even though the CEO did call me well after the fact to apologize. Too little too late. And, the other candidate they hired lasted less than six months.
What would you say are the absolute necessary ingredients for creating a positive candidate experience?
At a minimum, acknowledgement and closure. Acknowledge that I’m interested in your company and your jobs, and give me closure regardless of how far I made it in your hiring process. Sadly, according to 2017 North American Talent Board CandE data, 52 percent of candidates never hear back from employers from the time they apply application up to 2 to 3 or more months later. Nothing. Nada.
After seven years of Talent Board candidate experience research, the positive differentiators continue to be over-communication throughout the process and feedback loops that is, providing feedback and asking the candidates for feedback. This is on top of acknowledgement and closure.
What role can a recruiter play in transforming the candidate experience at his or her organization from mediocre (or worse) to great?
First, recruiting professionals need to measure what’s working and what’s not in their processes by asking their candidates directly — from pre-application to onboarding. That could include participating in the Talent Board benchmark research program and/or sending their own feedback surveys out to their candidates.
Once they understand where there are deficits, then they need to rally around incremental changes they can make today — i.e., better communication throughout, ensuring closure, etc.
Changing the hearts and minds of even a small percentage of rejected candidates, which accounts for 99 out of every 100 people they’re looking at, can improve the impact on their business and brand by increasing the number of positive referrals instead of losing them.
What are some of the common obstacles one might encounter in trying to create a great candidate experience?
There are so many factors that impact a business, big and small, that it may seem daunting to recruiting teams to even start measuring their candidate experience. Many companies are resistant to “looking in the mirror” because they don’t want to know or don’t have time, or they have an institutional misperception of their own candidate experience — they think they’re doing just fine, when in fact, their Glassdoor reviews stink.
Then there’s the issue of budget and people resources; they feel that any change will require a major change management initiative, something that brings a sense of foreboding. The reality is that first getting a benchmark of what’s working and what’s not, and then doing things like improving the personableness of their automated communications, ensuring that finalists get more human touch — emails and phone calls from the recruiters and hiring managers, and making sure that everyone gets definitive closure are key.
We can’t change what we don’t measure.
You’ve helped oversee the CandE awards for some time now — what would you say are the common themes at the companies that are consistently named to the list?
As mentioned earlier, the consistency of over-communicating and feedback loops are a competitive differentiator. Taking a more customer-centric approach to employment branding and candidate marketing are another area where CandE winners — those companies that receive the highest positive candidate ratings in our survey research — are differentiating. Collapsing the barrier to entry — making the application process — is another differentiator for CandE winning companies.
We’ve found that most companies taking a look at their recruitment processes, whether they won a CandE award or not, have some level of understanding that there’s a potential greater aggregate impact on their business and their brand via those they reject, even more so than those they hire. By participating in our benchmark research, the data they receive underscores that the experience candidates have will inform the decisions they make going forward — applying again or not, referring others or not, and buying products and services or not if they’re a consumer-based business.
This year’s Recruiting Trends & Talent Tech Conference will take place Nov. 28-30 in beautiful and sunny West Palm Beach, Fla.
4. Microsoft HR exec: These are the 3 skills you should have to score a job at the company
Microsoft is one of the most sought-after companies for job candidates. In fact, millennials voted it the No. 1 company they’re most excited to work, according to a recent survey by SurveyMonkey.
The tech company, which employs approximately 73,000 people in the U.S. and over 125,000 people worldwide, receives thousands of applicants a day.
“We’re always, always hiring,” Chuck Edward, Microsoft’s head of global talent acquisition, tells CNBC Make It. “We don’t screen people out. We screen people in.”
Here are three skills the HR chief says prospective candidates should highlight in an interview to score a coveted position at the company:
1. Show that you have a growth mindset
What started as a company focusing solely on computer programming has now become a technological behemoth that creates new gadgets and apps like artificial intelligence for the visually impaired.
Therefore, it should come as no surprise that Microsoft favors applicants who, Edward says, “embrace the future.”
He explains that this growth mindset is fostered from the top down, starting with Microsoft CEO Satya Nadella.
Edwards says that applicants looking to score a job at the company should show how they have progressed within a role or within a company.
2. Demonstrate a customer obsession
The HR exec says that a “true customer obsession” is paramount at Microsoft. So how can one illustrate this? Edward suggests highlighting jobs where you’ve had a client-facing role, such as consulting.
He also recommends focusing on instances in which you have taken on “more challenges,” “gotten things done through others” and shown how you have solved problems for customers in the past.
Notably, a customer-centric approach has been important to Microsoft for some time. For example, Nadella told Fortune in 2016 that he always reserves time to meet with children. That’s in part because they are the next generation of customers and because it “keeps him grounded.”
He also attends tech summits because it gives him a chance to gain necessary insight on how customers are using Microsoft products, according to Fortune.
3. Prove that you’re a learner
Edward says that the concept of learning, rather than knowing, is a vital part of the company’s ethos and has been modeled and reinforced time and again. He calls this Microsoft’s “secret sauce.”
“How can we be convinced that you’re a learner?” he asks. More importantly, “How do you get others to join you and learn with you?”
Now, obviously, a person applying to work in quantum computing or AI will need a “classic skill set,” says Edward. But “not everyone will have every skill.” That’s where this ability to learn comes into play, he says.
Edward says that your resume should also describe your past leadership experience and how you have “achieved results, progressed and learned.”
Other crucial skills the company looks for include the ability to create clarity and collaborate with team members.
The HR chief explains that these skills show aptitude, which people from different backgrounds possess. This widens the demographic of people that the company employs, he says.
“It’s not always tech expertise,” says Edward, “[but rather] passion for what tech can do. That opens up a huge palette of people we can hire.”
5. HR in the Hot Seat: Ben Bazinet, Horizon North
As vice president of human resources at construction and industrial services company Horizon North, Ben Bazinet leads strategies across human capital development, organizational effectiveness, transformational cultural change, talent acquisition and recognition.
The business-minded exec is passionate about innovation in HR, including seeking out non-traditional hires with essential skills, and the importance of using analytics to inform strategy.
Here, he shares what the future of HR holds, what makes him proudest at work, and the biggest challenges facing HR executives.
If you could give your younger self, or someone entering HR for the first time, one piece of advice – what would it be?
We are all sales people; even those of us in HR roles. Increase your ability to influence others and sell your ideas. You will always need buy-in and support from other people, teams or departments which you don’t have the authority to just mandate change upon. Your success will be absolutely correlated to how well you master this skillset.
Is there anything exciting in the pipeline for your HR department?
We are restructuring our human resources team and service delivery model to provide enhanced strategic, proactive and efficient service to the business and our people. Previously, each HR team member managed a broad scope of HR tasks for their individual business unit, which resulted in excessive workloads, duplication of efforts on similar projects and inconsistent application of policy across the organization. The new shared services model is focused on centralizing policies, aligning processes, launching new programs and implementing new systems and is already streamlining efforts with the reduction of 40 forms down to four.
What’s the biggest professional obstacle you – or your team – have faced and how did you overcome it?
Defining our culture continues to be our biggest challenge. Many of the items we’re working on require a shift away from the “way it’s always been done” and those are hard habits to break, as they are well established in the DNA of the company and our individuals. We are currently working on shifting the culture by implementing a balanced scorecard incentive program where annual bonuses are directly tied to specific goals and objectives. This, combined with a strong change management and communication plan should be enough to begin to shift the mindset across the organization. Results from test groups we’ve been working with so far have been extremely positive. What gets measured, gets done.
What’s your biggest industry worry or concern right now?
I continue to monitor technology advancements in HR. While many are positive, I’m always hesitant to take the “human” out of human resources. I always proceed with caution, as there are just some things I feel should always be hands on.
If you could change anything about the HR industry, what would it be?
I would like to see HR be less about HR. This sounds counterintuitive but we, as HR professionals, all seem to focus on the latest and greatest HR trends which can cause us to lose touch with the business. It’s really the meshing of HR into the business where you see the biggest success and this doesn’t happen if you don’t understand business fundamentals and drivers. I encourage my HR team to increase their business acumen more than anything else.
What is the proudest moment or achievement of your HR career so far?
Nothing makes me more proud than when someone emails or calls me just to tell me how great one of my team members are. It means a lot to know that my team is well respected and supporting the business in their success.
What’s the most rewarding thing about being in HR?
I think we’ve all had that one individual who doesn’t know, or perhaps doesn’t want to know, how to manage his or her team. Finally, after years of coaching and supporting, the individual finally “gets it” and becomes one of the best leaders you’ve ever seen. It’s that moment when everything comes together and you see the fruits of your effort that are the most rewarding.
How do you predict the industry will change, if at all, over the next five years?
I am really encouraged by a lot of the research and work being done around HR analytics. HR analytics allow us to tie softer HR concepts to direct business results. I think we’ll see a big shift in HR programs as we start peeling them apart and asking ourselves, “What value are we getting from doing this?” HR effectiveness will become a key focus over the next 5 years.
What would you like your HR legacy to be?
I’ve spent a lot of time on non-traditional hires at the most senior level. I believe hiring from different fields, industries and locations brings dramatically different thought processes, ideas and opportunities to an organization – thereby diversifying the employee base. I’ve had a lot of success with this over the past three years and feel this is my unique contribution to HR.
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