Daily Top 5 Global HR News – 18 October 2017

Daily Top 5 Global HR News – 18 October 2017

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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. Seven Trends Driving U.S. Job Growth

CareerBuilder has released new research that identifies seven major trends that have significantly influenced job growth over the last seven years (2010–2017).

The study highlights occupations that have benefited from these trends and grown at an accelerated rate post-recession.

“At the heart of different factors shaping labor market dynamics today is this idea of constant connectivity,” says Matt Ferguson, CEO of CareerBuilder and co-author of The Talent Equation.

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    “The ability to connect with people or data anytime, anywhere speeds up technology innovation and medical advancements, bridges global markets and local communities, changes lifestyles and consumer expectations, and gives people more control over when and how they work. All of these trends in turn create a wide range of jobs.”

    The job growth study is based on data from Emsi, CareerBuilder’s labor market analysis arm which aggregates information from multiple national and local employment resources.

    While there are numerous factors that contribute to employment shifts, for the purposes of this study, CareerBuilder focused on a specific set of trends that have played some part in the growth of different occupations.

    Examples of impacted occupations are included under each trend with job growth rates from 2010 to 2017.

    1. Rapid Technology Innovation—Technology touches almost everything we do, and the pace of innovation continues to accelerate. From an endless selection of apps to inventions in machine learning, artificial intelligence, robotics, and 3-D printing, technology is introducing new possibilities for business and everyday life.

    Software developers (applications) added 201,961 jobs from 2010 to 2017, a 31% increase.
    Software developers (systems software) added 74,813 jobs, a 21% increase.
    Computer and information systems managers added 67,748 jobs, a 22% increase.

    2. The On-Demand Culture—Consumers have developed a “right now” mentality. With 24/7 access to the internet, consumers expect information to be delivered on demand in bite-sized pieces, they expect purchases to happen with a click and they want deliverables the same day.

    Web developers added 44,558 jobs from 2010 to 2017, a 34% increase.
    Light truck or delivery service drivers added 128,885 jobs, a 16% increase.
    Film and video editors added 9,647 jobs, a 30% increase.

    3. Lifestyle Changes—Americans are becoming more health-conscious and focusing on self-improvement, with greater emphasis on planning for the long-term.

    Fitness trainers and aerobics instructors added 58,482 jobs from 2010 to 2017, a 22% increase.
    Self-enrichment education teachers added 63,251 jobs, a 19% increase.
    Personal financial advisors added 35,056 jobs, a 16% increase.

    4. The Gig Economy—With the advent of Uber, Airbnb, TaskRabbit, and others, more people are going to work for themselves and taking on freelance assignments.

    Taxi drivers and chauffeurs added 81,687 jobs from 2010 to 2017, a 35% increase.
    Chefs and head cooks added 29,948 jobs, a 24% increase.
    Graphic designers added 24,895 jobs, a 9% increase.

    5. Globalization—Global markets are far more accessible and intertwined. Companies are moving beyond borders, serving customers in different time zones and languages with different market needs.

    Customer service representatives added 388,961 jobs from 2010 to 2017, a 16% increase.
    Interpreters and translators added 21,646 jobs, a 36% increase.
    Market research analysts and marketing specialists added 125,338 jobs, a 26% increase.

    6. Medical Advancements—New discoveries in medicine are increasing survival rates, enabling people to manage chronic conditions more effectively, and extending life spans.

    Registered nurses added 334,757 jobs from 2010 to 2017, a 13% increase.
    Home health aides added 256,459 jobs, a 35% increase.
    Physical therapists added 42,001 jobs, a 21% increase.

    7. The Race to Rebuild—From the government’s investment in infrastructure to families renovating their homes, there is a growing movement to rebuild and repair.

    Construction laborers added 228,375 jobs from 2010 to 2017, a 20% increase.
    Plumbers, pipefitters, and steamfitters added 84,250 jobs, a 21% increase.
    Electricians added 98,753 jobs, a 17% increase.


2. What will the future of recruitment look like?

A lot of thought goes into how the future of work will affect employees and jobs, but what about HR and the future of recruitment?

The world of work is changing, there’s no doubt about it. When thinking about the future of work and what it means for us as a society, the first thing we tend to think about is our jobs.

Will we still have jobs? Will technology affect those jobs? What will those jobs look like? But there’s another element to the future of work and that is the recruitment for those jobs.

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    Just as the roles themselves are changing, along with workplace practices and trends, so too is the way in which talent is recruited.

    Even working within human resources (HR) is changing, and the challenges faced by recruitment staff must not be ignored when we discuss the future of work.

    According to the Deloitte Human Capital Trends survey, talent acquisition is one of the key change areas of 2017, along with the need for organisations to focus on leadership, culture, and learning and development programmes.

    Alison Gill is a senior manager in human resources at Deloitte. She said attracting and retaining top talent with the right skills to meet business objectives will continue to be a huge challenge for recruitment teams.

    “More so, ensuring that top talent is the right cultural fit for the organisation is key to ensuring that you have a high-performing and engaged workforce.”

    Gill also believes that building psychological and emotional connections plays a pivotal role in attracting and retaining top talent.

    “Do people feel aligned with the organisational culture? Do they feel that they can learn, develop and progress? Can they make a positive impact at work? Are they being rewarded and recognised fairly? These are all key questions that organisations must address,” she said.

    “Historically, recruitment was seen as a HR activity. Today, recruitment must be a business priority. At a time when employees are seeking out their next career move with an employer of choice, rather than the other way around, a strong employer brand is critical.”

    Gill said it’s extremely important for businesses to be visible to candidates. In order to recruit top talent, companies need to show not only the type of work they do, but also what it’s like to work there.

    “Businesses need to present a compelling offering, building meaningful connections that will satisfy candidates’ need for professional development and desire to make a positive impact on society,” she said.

    Work-life balance and employee wellbeing will also play a key role in recruiting and retaining the best talent. Gill said that as the future of work edges closer to the present, recruitment teams will have an essential role to play now more than ever.

    “The first step is attracting the interest of prospective candidates,” she said. “The recruitment process is merely the final stage of a carefully considered candidate attraction and engagement strategy. The war for talent is on!”


3. Human capital vital to business success

Chairman of Shell firms here learnt first-hand in her varied career the importance of good HR

Oil industry executive Goh Swee Chen has worked all over the world in a range of industries but her 1990s stint in the Japanese city of Kobe was by far the toughest.

She had to care for her one-year-old daughter in a foreign country while managing career demands at a multinational firm.

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    That would already have been difficult enough. Then came the 1995 Kobe earthquake, which hit while she was five months pregnant with her second child.

    Ms Goh, chairman of Shell companies here, emerged shaken but unscathed from the earthquake, which claimed more than 6,000 lives. But her Kobe experiences – combined with the challenges of a global career spanning three decades – convinced her of the importance of good human resource management.

    Ms Goh, 57, is also chairman of the Institute for Human Resource Professionals (IHRP), a body set up earlier this year by the Manpower Ministry, National Trades Union Congress and Singapore National Employers Federation to implement a new national certification scheme for HR professionals.

    She says she jumped at the chance to chair the IHRP because of the pivotal role HR has played in her own career.

    Born in Malaysia, Ms Goh has lived and worked in Singapore, the Netherlands, Australia, the United States, Japan and China.

    She started her career in the IT industry, working for IBM and then Procter & Gamble before joining Shell in 2003, first in IT before eventually moving to run the company’s Asia-Pacific lubricants and commercial fuels business.

    Taking on multiple global roles over the course of her career stemmed from “a desire to keep pushing boundaries”, says Ms Goh, who became chairman of Shell companies in Singapore three years ago.

    “What enabled me to do what I do – to have a career that is extremely diverse – has always been a foundation of strong human capital and talent,” she adds, noting that she has worked with diverse teams comprising more than 27 nationalities. “People make it happen. It has always been my belief that it’s important to focus on developing people in order to achieve desired outcomes, which is why HR is so important.”

    A posting with Procter & Gamble in Kobe drove this home. “We were living in Malaysia then and my husband chose to remain behind because of work,” says Ms Goh. “As a family we decided that this was an opportunity I wanted to try.

    “Japan is close enough – a 61/2 hour flight. We thought we could make it work. But I insisted on having a family member with me – my one-year-old daughter.”

    Japan in the 1990s “wasn’t very encouraging for a working mother”, recalls Ms Goh, now a mother of three.

    To make matters even more challenging, the Kobe earthquake hit in 1995, when Ms Goh was five months pregnant with her second child. Thankfully, her daughter was then back home for Christmas.

    “I wouldn’t have changed that experience, even knowing what I went through. But it points to the importance of a supportive company and, of course, a supportive husband,” says Ms Goh of her stint in Kobe.

    She adds that a sense of optimism also kept her going throughout the three years she spent there.

    “You know it won’t kill you. You’re going to have battle scars, but the experience makes you much stronger, to position you for the road ahead.”

    Developing this resilience is essential for those keen on global careers, says Ms Goh.

    “Learning skills and competencies – that’s not the problem. It’s all of these other survival and life skills that are critical when you push yourself to the limit and do something that you are not 100 per cent certain will succeed,” she adds.

    “You can learn only by going out and being in the middle of it.”

    This is where good HR comes in. Throughout her career, HR has been “a very critical piece of allowing me to do what I do” – creating a supportive environment and providing assistance when needed, Ms Goh notes.

    “The combination of the business leader and HR saying they will take a bet on me despite personal circumstances – that goes a long way towards developing an individual.”

    That is precisely what IHRP aims to encourage. Its certification framework – which has three levels – aims to enhance competencies of HR professionals and create professional developmental pathways.

    “HR professionals should be strategic partners with business leaders,” says Ms Goh.

    “Business leaders should see human capital as a crucial element for success of their business.

    “At the master level, we want HR (professionals) to be industry leaders as well. We want them to have a voice that champions the development of human capital.”

    IHRP is working to get as many HR professionals in its certification programme as possible, while developing a platform for the industry to share best practices. The organisation also wants to ramp up engagement with business leaders.

    “Our goal is for business leaders to recognise the importance of HR in developing their human capital. We want to help them develop a progressive workplace environment and draw out the best in their talent, in order for their businesses to succeed,” says Ms Goh.

    “Leaders (should) create that environment for people to try things, be curious and innovative, as well as opportunities for them to learn how to handle failure.”

    This support includes helping employees juggle work and personal demands – which Ms Goh has had to do for most of her career.

    “There are many like me who are in much more difficult situations,” she says. “My advice to people who juggle professional and personal life is that you can have your cake and eat it too.

    “It is the willingness to get to the table to negotiate and discuss a win-win solution.”


4. Views The two biggest mistakes HR makes when selecting HCM tech

Does the following describe your organization? Processing payroll has become a never-ending affair filled with errors, manual workarounds, and lost weekends. The human resource staff is continually reentering the same data in multiple places and workflow overall has metastasized into a seemingly irrecoverable sprawl. Worst of all, the entire HR department is awash in an ocean of paper and never quite sure whether the organization is complying with employment law.

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    The struggle is real.

    What HR leadership must do now is make the case to the C-suite that selecting and implementing new technology for human capital management (HCM) is a clear and present need and in the best interest of the organization.

    But those decision-makers in the corner office have their own concerns. Among them is the need to determine whether the deployment will be financially worthwhile, despite the pain HR staff and employees companywide may be experiencing. And everyone needs to determine which vendor’s solution best fits the bill.

    These are not easy tasks. Even the best professional unfamiliar with the idiosyncrasies of one vendor versus the next, or the ins and outs of calculating and projecting return on investment, risks missteps.

    Two of the biggest mistakes HR departments make in selecting new HCM technology are underestimating the potential return on investment and underestimating the differences between vendors.

    Let’s look at each mistake more closely:

    Underestimating the potential return on investment. Nucleus has analyzed the ROI of countless deployments of HCM technology. In the past three years, the lowest ROI we have calculated post-deployment is 142 percent. Part of this is attributable to the cloud. We find that cloud-based solutions deliver more than two times the value of solutions that exist on-premises or are merely hosted privately. In pre-deployment analyses, however, where Nucleus has entered the fray after buyers projected the ROI of a proposed new deployment on their own, we have seen prospect organizations typically underestimating that figure by at least 50 percent.


    It can be challenging for buyers to fathom the benefits that modern HCM technology brings. Related to this, the HR department often fears overselling a new solution to leadership. They dread the possibility that a few short years down the line company brass will hold them to whatever the number is. They’re right about that. All the foibles and frustrations found in old or non-existing HCM technology are to blame—e.g., the lack of automation, circuitous workflow and excessive or redundant data entry. With little concept of the potential upside, buyers struggle to believe significant ROI is possible.

    Underestimating the differences between vendors. When a buyer doesn’t know how two vendors compare, the assumption is that improvements to automation will be similar, even the same, no matter the vendor chosen. This is a mistake and effectively reduces the calculation of ROI to nothing but a comparison of total cost of ownership.

    Usually, their misconceptions rest on an incomplete understanding of what constitutes modern HCM technology. Let’s just say some vendors are more modern than others.

    To be considered modern, technology for HCM must be in a multitenant, public cloud and delivered via software-as-a-service (SaaS). But those are just the basic prerequisites. Modern technology for HCM must also provide as much as possible in one suite. It must have a straightforward, consolidated data model to produce as few datasets as possible. The user interface must emulate popular consumer-grade social media newsfeeds to promote interaction between employees and facilitate ongoing, in-the-moment performance management, learning and more. Because of these features found in modern HCM technology, predictive and prescriptive analytics can permeate these systems to provide information where and when users need it.

    For many of these reasons, modern HCM technology can produce optimal automation of workflow to promote efficiency and gains in productivity. Beyond SaaS subscription and implementation fees, these are the building blocks of ROI in HCM technology deployments. Not all vendors’ newest solutions feature all these capabilities. In fact, Nucleus finds that an HCM technology’s potential to deliver sizable ROI varies wildly from vendor to vendor.

    At Nucleus, we speak with users all the time to ask them about the usability and functionality of the solutions they deploy, and we publish annual reports presenting these findings. The differences in usability and functionality among vendors of technology for HCM are stark. Companies like Ceridian, Ultimate Software and Oracle tend to score highest in both areas.

    Buyers only know what they know, and beset by the problems that a lack of modern HCM technology brings about, it can be challenging for them to fathom that a light awaits them at the end of the tunnel. This is where independent analysis and expertise come in handy. Without these, HR departments miss an opportunity. They present their company leadership with a ho-hum and inaccurate picture of what the future can hold.


5. Worried about ageism? Ask your older workers: ‘How can I help?’

Today, we’ll discuss tips for accommodations and upskilling; severance agreements; and avoiding litigation — all from a recent client seminar at law firm Dilworth Paxon.

Accommodations and upskilling

When employers are trained on Americans with Disabilities Act (ADA) compliance, they’re often cautioned against making assumptions about physical or mental impairments. Instead, when an employee’s performance is slipping, they’re advised to focus solely on the problem at hand, saying something like “I’ve noticed that you’re having trouble getting your work done; what can we do to help?”

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    HR and front-line managers should apply that same advice to older workers, Eric B. Meyer, employment law attorney and blogger, recommends. Unlike the ADA, the Age Discrimination in Employment Act (ADEA) imposes no duty to accommodate because of age, but there’s nothing wrong with asking someone what you can do to help, he said. Perhaps they’ll reveal a disability that does require accommodation, or maybe you’ll find out they just need extra training on your latest software purchase

    Meyer’s co-presenter, Mary Tiernan of the U.S. Equal Employment Opportunity Commission (EEOC), agreed. Employers don’t have to be mind-readers, she said, but offering assistance can go a long way toward boosting morale and avoiding discrimination claims later.

    Severance agreements

    Employers also can reduce their risk by handling separations that involve older workers with care. The Older Workers Benefit Protection Act amended the ADEA in the ’90s, adding special requirements for events like layoffs. The ADEA now requires that employers recommend that covered workers consult an attorney and that any severance agreements give them time to back out, among other things.

    The requirements — which also vary depending on the number of workers being separated — are pretty complicated, so Meyer said he recommends that employers have an attorney draft severance agreements when ADEA-protected employees are involved. “The law firm of Google and Bing is not your friend,” he said. “You’re bound to screw that up.”

    Tiernan said the EEOC is on the lookout for agreements that chill workers’ ADEA rights. It’s important that employees can understand the agreement’s language, she said, and that the language won’t make them reluctant to respond to an EEOC investigation.

    Finally, be sure to review (or have an attorney review) these agreements from time to time, even if they’ve been used successfully in the past. Interpretations and enforcement priorities, among other things, are “ever-changing,” Tiernan said.

    Avoiding litigation

    If an employee has already filed an EEOC charge alleging an ADEA violation, there are still a few steps to take to reduce your potential liability.

    First, consider using the EEOC’s mediation program, Meyer said. (Meyer himself is a volunteer EEOC mediator.) “It’s a really great opportunity,” he said. The commission’s mediation program is free and, compared to litigation, fast. And by attempting mediation, you’re under no obligation to settle, he said; if it doesn’t work out, you’ve at least obtained some free discovery for your defense.

    And successful mediation can be the difference between a $10,000 settlement and a $51.5 million jury award. Age discrimination claims are among the types of suits that resonate with juries, Meyer said. Uniformed Services Employment and Reemployment Rights Act claims fall into that category, too. “No one likes the idea of an employer discriminating against an employee for his or her military service,” he explained. Juries get angry at the employers in these types of cases, and will sometimes award major monetary damages.

    Why do age discrimination suits have that effect on juries? There’s often a sense that “this could have been me … or that could have been my mom,” Tiernan said. “I think that’s powerful.”


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(The articles above have been curated from various sources but not been edited by ICube staff)

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