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CAHRS Top 10 February 2020

ILR CAHRS logo1. CAHRS: HR Technology Working Group
Summary: Technology is reshaping not only work but also the delivery of HR services and solutions. This CAHRs working group explores both the opportunities and challenges associated with the proliferation of HR technologies. Companies are using HR technology to advance a number of different goals and objectives centered around talent, governed data democratization, operational efficiency, and decision-making. With this comes the difficulty of navigating potential pitfalls of bias, data security, and system integration. Technology will shape the capabilities required of future HR professionals especially in the space of analytical thinking, design thinking, business-first mindset, and soft skills.

Watch what CAHRS Advisory Board member and HP CHRO Tracy Keogh and ILR HR Studies professor Chris Collins have to say about technology and the future of work in this brief video clip.

2. HR Dive: 10 Trends that Will Shape HR in 2020
Summary:
The tight talent market and low unemployment rates largely shaped the way work got done in 2019. As the world of work continues to change into 2020, both experts and observers lay out what they perceive will be the most important trends that will shape the Human Resources field in the year ahead. Among these trends are the need to plan for C-suite departures, rethink what the ideal candidate looks like, prepare employees to handle significant change, and make learning initiatives a top priority. This article argues that the longer the market continues to contract for in the next year, the more likely it is that these predictions will hold true.

3. HBR: How the Best Managers Identify and Develop Talent
Summary: In order to lead effectively, great managers require a critical skill: talent management. The ability to see talent before others see it (internally and externally), unlock human potential, and find not just the best employee for each role, but also the best role for each employee, is crucial to running a topnotch team. In this article, the authors argue that great managers are also great talent agents. They outline seven science-based recommendations to help managers update their hiring practices and develop their talent management skills. These range from managers thinking about their five-year talent strategy and focusing on the right traits (emotional intelligence, drive, learnability) to hiring diverse and complementary skill-sets on their teams and employing data to recruit and evaluate talent.

Hear what CAHRS Executive Director Beth Flynn-Ferry has to say about training methods to develop HR capabilities in just under three minutes of video.

4. Human Resource Executive: How ‘OK, Boomer’ Can Provide a Teachable Moment
Summary: In recent times, a new phrase emblematic of the perceived ward between generations has gone viral: “OK, boomer!” The phrase which has been popularized by Generation Z and millennial internet users has been used to dismiss baby boomers’ thoughts and opinions which are sometimes viewed by younger generations as paternalistic or out of step. This phrase has become the center of discussion as potential age discrimination or harassment under federal law and applicable state law, whether the speaker is well intentioned or not. The advent of viral dialogue targeting persons of age, disability, mental health status, whether benign to some, provides a perfect opportunity to open a dialogue with employees about exactly what discrimination is and the various ways it manifests itself in the workplace.

5. HR Zone: Workplace Wellbeing: How to Encourage Good Nutrition at Work
Summary: Employee productivity is highly influenced by good nutrition, leading to higher energy and creativity levels. The article highlights how organizations can best support their employees by encouraging them to be healthier at work so that they can reap the many associated benefits. This can be done through creating a healthy work/life balance culture, making healthy foods easily available at work, educating employees on nutrition, finding individuals to act as health champions to support any specific changes, and ensuring that there is a physical space where employees can feel comfortable eating lunch in the office. While organizations can choose to reside in various stages of commitment depending on their budgets and desire for change, the author argues that a holistic approach to this initiative will provide the greatest benefit.

6. HR Magazine: Fast-track ‘Global Talent Visa’ to be Launched
Summary: Scientists and researchers seeking a working visa will no longer need a job offer before entering the United Kingdom, according to an immigration policy update. Prime Minister Boris Johnson made a statement toward the investment in talent and cutting-edge research stating, “I want to send a message that the UK is open and stands ready to support the brightest minds to turn their ideas into reality.” With the removal of the cap on the existing Tier 1 ‘exceptional talent’ visa route for UK immigration, the goal is to ensure that global talent will expand, rather than reduce the routes by which outstanding individuals come into the UK.

7. CAHRS: Work-Life: Current Practices and Future Opportunities Working Group
Summary: This CAHRS working group report discusses the current state of work-life strategies as well as how companies expect these strategies to evolve in the future. Most companies offer a similar suit of work-life programs that include elements of flexible work, parental leave, back-up care, financial well-being, and mental health services. Considering the direction of work-life future opportunities, companies are thinking about employee burnout, meeting the needs of a multi-generational workforce, using a variety of different media and methods to communicate work-life programs, and shifting metrics and analytics used to analyze impact metrics such as retention, engagement, and performance. The future of work-life practices are moving toward offering programs that are flexible enough to fit the diverse needs that exist across individuals.

8. Willis Towers Watson: The Mounting Crisis of Mental Health
Summary: Mental health disorders and stress are increasing in incidence all over the world. Data from the Willis Towers Watson 2020 Global Medical Trends Survey suggests that around three in 10 employees suffer from severe stress, anxiety, or depression, and that global rates of anxiety and depression have increased 15% to 20% in the past decade. Even if there is no altruistic reason for employers to seek to alleviate mental health problems in their workforce, impacts on productivity and absence are an argument for making them an immediate concern. In many developed countries, 35% to 40% of absenteeism from work is due to mental health problems. Between 2011 and 2030, the global economic losses related to mental health disorders are estimated to total $16.3 trillion. This article explores the mental health crisis, presents implications for employers and insurance providers, and offers recommendations for companies to step up and address the problem.

Take a look at what one ILR's HR Studies professor has to say about the importance of mental health awareness among HR leaders in this short clip. 

9. The Washington Post: The New Paid Family Leave
Summary: As the only industrialized country to still not guarantee paid family leave to workers, the U.S. only offers it to less than 17% of civilian workers. However, as more millennials enter the workforce and begin having families of their own, they are placing increased pressure on employers to expand their benefits in order to both attract and retain them. This has led to an increasing trend to cover issues that stem beyond parental leave, such as paid caregiver leave, paid days off for new grandparents, foster parent leave, and pet adoption paid time off among others. What companies are hoping to prove with these additions is that they care for their employees’ wellbeing and provide the benefits that they value the most.

10. CAHRS: Talent Strategy CAHRScast
Summary: Technological, demographic, and socioeconomic forces are disrupting business models and driving changes in the nature of work and organizations. These changes have potentially important and widespread implications for talent, which is causing many organizations to take a step back and reexamine their talent management strategies and practices. This CAHRs webcast shares insights from several recent working groups focused on this topic. The discussion will include the impact of disruption on talent strategy, emerging talent models and technologies, and trends surrounding talent analytics.