Human capital management continued to be a hot topic in 2016 for companies of all sizes and across industries. Although some concerns carry over from year to year, others change along with the technology landscape. A consistent theme running through the five most-read HCM articles on Forbes OracleVoice in 2016 is that HR leaders need to attract, inspire, and engage employees differently now that our expectations about using workplace technology are catching up to our use of consumer technology. Employee engagement, a top priority among C-level executives, stuck a strong chord among Forbes readers.
Boots On The Ground: Why A Military Veteran Might Be Your Next Best Hire
The most popular piece from 2016 discusses why companies should consider the leadership and management experience that veterans have accumulated—and how veterans can apply that experience in a corporate environment. It names organizations and events that help to change perceptions about hiring veterans and place good candidates in front of hiring managers.
John Shaffer, a 12-year Marine who now serves as a veteran-recruiting program manager at Oracle, emphasizes that hiring veterans isn’t just an altruistic exercise—it also makes good business sense. “The veterans will help drive revenue and improve the bottom line,” he says. “And that’s what I try to sell, besides the fact that they have these intangible skills.” Read the article.
The 4 Big Bets Every HR Organization Should Be Making
Bertrand Dussert, Oracle vice president of HCM Transformation, writes that aligning four HR practices with a company’s business model will help chief human resources officers “hold their teams accountable for focusing on winning transformational activities that can help their businesses win.” Although priorities may vary from company to company, improving your “people data” capabilities, rethinking performance management, refocusing employee engagement, and designing consumer-grade experiences are solid strategic bets for HR leaders to make, he says. Read the article.
3 Things You Need To Do To Hire And Keep Millennials (And Other Great Employees)
Millennials care as much about career development, job clarity, feedback, and rewards and recognition as Gen X employees and baby boomers do, according to an internal Oracle survey that sampled 60,000 out of 140,000 employees. And although some millennial stereotypes such as their job expectations and use of mobile technology are a reality, says this article, the survey shows that millennials are engaged in their work to the same degree as non-millennials. “There really is no difference,” observes Oracle CEO Mark Hurd. That said, the article specifies three things a company can do to attract and retain great employees—not just millennials. Read the article.
The Compelling Business Case For Driving Employee Engagement
In this report from Oracle HCM World 2016, Oracle CEO Mark Hurd discusses the economy of recent years, a time when companies compensated for slow revenue growth by cutting costs—enterprise IT budgets in particular. Hurd emphasized during his keynote that another way to save money is to raise employees’ productivity. “More output for the same investment,” Hurd said. The key is getting employees engaged and motivated. “Engagement drives productivity,” he added. And that engagement imperative makes HR more than a siloed business function. “It’s the company’s lifeline—it drives the company,” he said.
The role HR plays in the modern business organization should not be underestimated in today’s economic climate. The formula for success is easy to understand. “Engagement drives performance, performance drives expense structures, expense structures drive revenue and cash flow,” Hurd said. In other words, it’s a people thing. Read the article.
Are These Employer Data Practices Creepy? It Depends...
This button-pushing article discusses the provocative practice of collecting employee data. It compares and contrasts what might be considered the degree of creepiness and explores how to transcend employee trepidation on the topic. Dr. Mary Young, principal researcher in the area of HCM at The Conference Board, advises that before jumping to conclusions or making sweeping judgments about which data practices are acceptable versus those that cross the line, HR leaders should take into account employee participation when establishing a governance structure and code of conduct for collecting and using human capital data. She also recommends offering employees some benefit in exchange for collecting additional data. Check out the “Continuum of Creepiness” chart that ranks workplace data from least to most sensitive, risky, or objectionable. Read the article.