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Top 5 HR Processes Ripe for the Social Enterprise

Top 5 HR Processes Ripe for the Social EnterpriseTop 5 HR Processes Ripe for the Social EnterpriseTop 5 HR Processes Ripe for the Social EnterpriseTop 5 HR Processes PDFNote Youll need Adobe Reader to view the PDF file above. Download Adobe Reader.Wednesday, November 6, 2013Its pretty clear by now that the way people work is changing with the rise of the social enterprise. Forrester predicts organizations will spend in excess of $5B on social tools by 2016 and HR is eager to tap into this workplace transformation by focusing on areas fruchtwein conducive to social interactions.In this session, Todd Horton will highlight the top 5 HR processes well suited for a social enterprise. Based on recent research and a study of what has worked (and what hasnt) for early adopters, Todd will share how companies are making employee centered tasks mora timely, data rich, and effective.The session will begin with a framework HR can use when thinking of implementing social technology and include a d iscussion around1. Converting traditional HR processes from infrequent tasks to on-going conversations.2. Capturing and reporting on timely data to create a smarter workforce3. Tapping into a spirit of getting things done with simple tools.The session will offer examples of how HR leaders have implemented programs to capture the benefits of ansicht new breed of tools. Areas covered will include recruiting, employee feedback, wertmiger zuwachs reviews, on-boarding, and knowledge management.The session will close with metrics and model dashboards organizations are using to measure the impact of a social HR strategy.Participants will leave with a better understanding of what it means to embrace social HR for their organizations.Presented byTodd HortonFounder/CEO of KangoGiftTodd Horton is the Founder/CEO of KangoGift, which Entrepreneur Magazine called a Brilliant Idea for making employee recognition instant and effective. Todd is a big believer in the power of celebrating great work i n a timely way and regularly speaks on workplace trends including the rise of the social enterprise and on multinational HR recognition practices. KangoGifts approach of making it easy to say thanks at work has led to partnerships with IBM and major corporations use KangoGift to foster an engaged workplace. KangoGift has won or been a finalist for many awards including Mass TLCs Best Mobile Innovation, MITXs departure-up-unternehmen of the Year, and welches a YEi French Laureate. Todd has a B.A. degree from Boston College an MBA from Yale. His full bio is at www.linkedin.com/in/toddhortonWebinar Transcript Top 5 HR Processes Right for the Social Enterprise (06 Nov 13)Good afternoon. Im Gene Thompson, senior writer with Monster. I would like to thank you for joining us today for this exclusive webinar hosted by Intelligence. Todays webinar is entitled Top Five HR Processes Right for the Social Enterprise. Todd Horton will be presenting this afternoon. In this webinar, Todd will highl ight the top HR processes that allow employees to work socially. Intelligence helps HR professionals improve worker performance, retain top talent, and enhance recruiting strategies. We analyze and collect data from over fur million unique job searches performed on each day. We invite you to visit hiring.monster.com and read ur in-depth reports and analyses. For ur latest materials, click on the center Resurces tab when you visit the website.I would like to provide some background on ur speaker. Todd is the founder and CEO of KangoGift, a Massachusetts-based organization that Entrepreneur Magazine called a brilliant idea for making employee recognition instant and effective. Todd is an advocate for the power of celebrating great work in a timely fashion. He regularly speaks on workplace trends, such as the rise of the social enterprise, as well as international HR recognition practices. KangoGifts approach to making it easy to say thanks at work has led to partnerships with various Fortune 500 companies. Organizations such as IBM use KangoGift to foster and engage in the workplace. KangoGift has been nominated for many awards, including Mac, TLCs, Best Mobile Innovation, MITXs junges unternehmen of the Year, and YEI French Innovation Laureate. Todd has a BA degree from Boston College and an MBA from Yale University. Todd, Ill now turn the webinar over to you.Great. Thank you, Jim. Thank you, Monster, and thank you everybody for joining today to talk about the top five HR processes right for the social enterprise. This is a topic that is near and dear to my heart. It is something that I think we, as HR professionals, can really abflug to think about as we figure out what is the best way to make our organizations mora social and to make HR a bit better and friendlier for all of our employees. Our agenda today is pretty straightforward in that I want to cover a few areas. The first thing that I would like to do is come up with a framework for what does it really mean to be a social enterprise.The word social is often overused, if you ask me, and I want to make sure that we have a common understanding of what it means to be a social enterprise. Then I will take about five to 10 minutes to share some of the fruchtwein current research around employee sentiment. Ill share research on what employees are fruchtwein looking for in their jobs, because I think whats most interesting is that what employees want and desire out of their work is changing rapidly. Social can provide a huge opportunity to optimize that for the work force. Then well spend the bulk of our time digging into the top five processes most right for a social enterprise. Im going to cover a few key areas, but Im going to spend particular attention on areas around performance management, employee feedback and coaching, training, and also knowledge management in the workforce.Then we will finish by looking at some case studies and some common metrics for success in organizations. W ith that said, and with my background working with organizations for a long time to make HR mora timely and social, Im pretty excited to start us off. To kick everything off, I do want to start at the highest level and discuss something that I refer to as the instant work place. This is where employees expect that immediate access to ideas, people, and resources. Most of us would notlage disagree with the concept that the way we work is changing. The way we operate in the workplace is becoming not only mora instant, but also there is a sense such that employees expect things to happen now. I believe the instant workplace provides nice opportunities for us to think about social.Now one of the big opportunities around social is that the way employees treat their personal lives and the way employees use social media on their own time is starting to seep into the workplace. Common themes for my discussion today are going to be around how do we simplify our processes to make them more ti mely, and how do we design these HR process to be well suited for the way people work today. I want to highlight that these changes are happening, and organizations are starting to think about ways to make social a bit more consistent with the ways employees operate outside of the workplace. Now, to come up with a working idea of what it means to be a social enterprise, I will look at it this way.To me, a social enterprise is one where employees have all of the resources necessary to collaborate and advance the mission of their organization. To me, what that means is our discussion today is not going to focus on technology and tools. Those are really just one important aspect of the equation. Today were really focusing on the organizational mindset that we as HR leaders want to foster in our corporate cultures to enable employees to work socially. A lot of what were going to be covering within the next 40 minutes or so is talking about this concept of the instant workplace and how w e foster that mindset.Now, if an organization is social, it clearly impacts all aspects of HR. Here I just want to highlight early on in our discussion that social really affects everything from the ways in which we attract top talents to the ways in which we represent our corporate brand as an employer of choice to the opportunities some employees have to be a voice of the organization and communicate externally through blogs or other resources to the ways in which employees are on-boarded into organizations.Long gone are the days when our junior accountants, on their first day, received a folder from HR which then says, Your manager will be by to take you out for lunch soon. The most innovative and progressive social organizations help employees get on-boarded really quickly through unique things such as video welcome homilies from executives, introductions to their coworkers and team members, and being able to complete all of the standard HR processes that are essential when some body is new to an organization. Social is also really impacting the way in which employees are engaging with their roles and also the ways the L and D, or Learning and Development, organizations are tapping into the wisdom of the workforce to train and develop future leaders.Now, since we have a common understanding and an agreement for all of us that the workplace is getting more instant and people expect things to happen now, Id like to start off with a fun little cartoon that says, We do all of those whole tricks electronically now. For all of us on the line today, as HR people, were not necessarily reinventing HR processes. Were just invited to think about how can we do this a bit smarter, do it in a bit more of a structured way, and do it in a more timely way. I introduce it that way because what the workplace values and what the workplace embraces is starting to change. There are four broad areas of the workplace where the workplace places high values, and Im going to focus ju st on two of them here.The first is this concept of a cultural IQ. When asked, employees really looked to understand the needs and the desires of the people around them, and HR is starting to take a leadership role in helping employees really understand not just the cultural IQ of the workplace environment, but also what it means to work at that organization. The reason is, a lot of employees these days are transitioning from a period in which they want a job that offers nice pay and stability to one that provides them the personal and social impact that helps employees advance their career in the way that they want. Now, if we understand what the people in the workplace value and place importance on, for us as HR practitioners, there are a few big trends we can touch on. The first is how we can convert traditional HR processes from infrequent tasks to ongoing conversations. A recurring theme in todays talk is really about how do we take these point in time hypotheses and adapt them so that they are well-suited for the way people work today, becoming more normal, bite-sized conversations among coworkers.The undercurrent for all this talk around becoming a social enterprise, no matter if youre using social tools for learning and development, for recruitment, or for performance management and recognition, is that these tools provide a common way for HR to develop a smarter workforce. A lot of the data and insight thats generated from enabling employees to use common tools really helps executives and HR understand what is the pulp of our workforce.I think the last big trend here is the spirit of getting things done. If everybody is in a hurry these days, and everybody wants things to completed instantly, it really is on HR practitioners to make sure our employees can get things done with simple tools. One of the things that I want to be mindful of, thinking about the future and thinking about how we can create a more social workforce, is just to highlight that in just a few years almost half of the US workforce is going to be the Millennial generation.Now, our conversation today is not specific to generational differences or anything like that, but I do think it is important to understand that Millennials will make up a large percentage of our workforce in the future. Now building on the generational shift, we do know that when most employees say theyre not fully engaged in their work, the causes are largely rooted in the fact that employees dont necessarily feel like theyre receiving the development and communication from their managers and from leadership to help them excel in their roles.A lot of the opportunities around social tools help employees really understand us and address the root cause of employee disengagement. The other big trend that were noticing is the way in which we motivate our employees is evolving from a classic financial-based reward ordnungsprinzip to one where HR is challenged with creating jobs and career paths fo r our internal employees that really understand their motivations and desires. This new motivation can be challenging to carry out, but organizations that really understand an employees wants and desires tend to outperform their peers.Now, going back to this idea of using social to help address the root cause of employee disengagement, we can also refer back to some of the research that Mackenzie has been doing for a long time, highlighting how employees place a lot of value on the non-financial aspects of their career. This is related to timely recognition from an immediate manager, feedback to cultivate and develop their career, and also providing employees with opportunities to lead. These tend to have a bigger impact on the employees engagement and commitment to the organization than some of the financial based awards.Now, some of the interesting research thats coming out of groups like IBM and Connexa really focuses on helping organizations take the time to understand what empl oyees want. Now to us as an HR audience, this is tricky to do, and Im not saying its easy. If we as HR professionals are able to understand what our employees want and value, as IBM demonstrated, organizations that do this successfully tend to outperform their peers in key areas such as customer satisfaction, competitiveness, and overall performance. I would think this notion of how we can make HR more timely, relevant to our employees, and tailored to the way they work today can increase engagement and then help them generate a bigger impact for the organization.We all know as HR folks that many employees tend to leave because of a direct manager or the perceived challenges of working with a direct manager. IBM and Connexa have demonstrated that organizations that are able to foster a collaborative spirit between manager and subordinates tend to do well and increase the satisfaction of employee recognition. This is also correlated to the outcomes around the geschftlicher umgang and how the business operates.This research covers a wide set of data points, but I think its important for us to look at it as we start our conversation around the top processes most right for social enterprise, because social can help us address each of these areas. I think these are all areas that are really fascinating. The other last thing around some of the research is, as everything is changing and everybody is communicating in real time, theres a sense that employees just want truthful, honest dialogues. They are no longer looking for the corporate stake, and theyre looking to kind of break through the clutter. I think this concept of giving employees what they want to communicate and do their job better and more efficiently really resonates with a lot of workers.Before we turn our attention to the top five processes most right for social enterprise, I just want to remind you of some of the themes that have emerged so far. One is this concept of instant workplace, about which I think theres little dispute. There is also this trend toward cultivating and fostering jobs and career paths for employees that make them feel fulfilled. How do we as employers create environments that really help our employees understand what our organizational goals and values are? How can we align our workforce to those values?I start off with by saying that I believe the first big opportunity, or HR process most right for social enterprise, is the annual performance review. I believe the opportunity lies in how can we as HR professionals transition performance reviews from a point in time activity to an ongoing conversation. The reason is, when ask, most employees will report back and say, I do appreciate having that official annual record of my performance from my manager. Frankly speaking, though, it just doesnt always feel relevant. One year is almost too long in this age of an instant workplace, where employees are looking for more timely and impactful feedback about what t heyre doing. I think a good example here is with an IT company.This IT company has 5,000 employees, and employees said very loudly in their annual employee engagement survey that the performance reviews were just not cutting it. So what this organization chose to do was to have an annual performance review, but to transition it. Once a week, they chose to motivate and reward managers to use a common platform to give targeted performance feedback about how people on their teams are doing. What that translates to is a resource where on a weekly basis managers can go in, capture the contributions of employees on their teams, and be able to provide targeted opportunities for development and goal tracking. At the same time, basically in real time, they can help employees understand how theyre doing and where they fare in relation to their goals, helping them feel more connected.Because they are using a common HR platform, they are able to get more line of sight and real time visibility i nto what the managers are communicating to the employees. For this IT organization, the biggest benefit that they saw was how they were able to train and develop their managers. For many of the junior managers, having a performance review process once a year meant a lot of training to help bring these managers up to speed. By having a ordnungsprinzip that was more timely and offered an ongoing conversation, HR was able to step in and coach managers to be better managers. This organization really enjoyed it, and the employees appreciate it, making the performance review more of an ongoing conversation.The second big trend that I see when going out and talking to organizations about finding areas of opportunity around social HR is related to employees feedback. Now, the way I think about it, employee feedback is a subset of the annual performance review. Many organizations and employees are asking for more timely coaching and feedback not just from their managers, but also from peers in their cross-functional groups. With organizations and HR, what we are starting to think about is how we can embrace and foster a culture where employees are more willing and able to give timely kind of quick-hit, bite-sized employee feedback. A good example here is a very natural progression of the way Ive seen this type of program involved in the organization.Were friendly with an insurance company that was looking to transition their annual 360-degree feedback survey from an annual process to one that is an ongoing conversation. What they wanted to do was specifically encourage cross-functional feedback from team members. Too many times, they had a situation where a younger marketing analyst was working on a big report, and then needed help from somebody in finance. When finance provided that help, the marketing person was able to do his or her job better and smarter, while looking great. There wasnt a formal opportunity to capture the values that financial analyst contributed to the marketing person, though. The insurance company was able to take the 360-degree feedback process and break it open in a good way. They provided incentives for employees at all levels of the organization to go in, give feedback on a regular basis, and then receive the proper coaching from their managers.The reason is by having ongoing feedback from peers and cross-functional members, managers were able to have real time dashboards to track the type of feedback that their employees were receiving. Now, I will say that this concept of capturing more timely feedback does work well for large organizations with workforces placed in many offices. Even for smaller organizations, though, revisiting and thinking about how they can make employee feedback more of a natural process and designing for the way people work tends to be really impactful.The third area thats most right for social enterprise is clearly near and dear to my heart. On a personal level, my mission is just to make it easy to say thank you at work. I believe fundamentally that we dont say thank you and celebrate the smaller successes enough in the workplace. This is something that Ive started to hear from organizations that I go out and talk to, with special focus on employee recognition. There are two things I think we all understand in our guts. Recognition is most impactful when its done in a timely way. If I stay late and come in on the weekend to finish a big project, I appreciate it more when my manager thanks me on Monday, rather than waiting for an annual performance review to thank me for that contribution.More importantly from an HR perspective, if we can capture timely recognition and do it in a way that is standardized, then we can take all of that data and do a lot of great things. When thinking about making employee recognition more timely and impactful, organizations can look at ways in which they can take their workforce and make tools available to every employee at every level. A ll employees should be able to go to the colleagues that they want to recognize, reinforce their best work with a tangible reward, and then add a data point to that employees recognition statement. This is very similar to the employees feedback statement that I was talking about a few moments ago.Now as an example, theres an IT company that we work with that was looking to optimize their recognition budget. The way they used their recognition budget was more of an offline game, like traditional pizza parties and events to foster the workplace culture. The employees reported, though, that they didnt feel like they had enough visibility of ongoing successes of their team members. This company was able to take their recognition from an ad hoc offline activity, and instead optimize their budget and put the money toward rewards that resonated with employees. More importantly, though, they were able to broadcast and amplify these employee successes, because one of the benefits of social i s, increasing the visibility of all the contributions in the workforce.The fourth opportunity for us as HR people to think about comes from opportunities in training and developing our workforce. I think about training in a few ways. I look at it as how we as HR professionals can make skills assessment and skill and resource planning more effective. Also, how can we tap into the wisdom of our workforce to make training more meaningful and effective for the workforce? As an example, some of the more progressive organizations and learning and development teams are really embracing video within the enterprise. A learning and development team may be limited on resources for creating content that then gets pushed out to the workforce.When you do it in a social way, what youre able to do is put the content out there, let your employees go through it, digest it, process it, but then also allow them to add their own commentary and feedback to it. The nice thing about that is you allow your subject matter experts within your organization to be able to contribute and share their insights and their wisdom and help employees get trained more effectively in whatever area youre looking to focus on. I have a good case study that well talk about in a few moments around healthcare organizations that are doing this to help train healthcare workers.The last area thats most ripe for social enterprise is something that I refer to as knowledge management. I would say if theres one area of todays talk that youre going to listen to, then pay attention to this. I invite you to pay attention for the next two minutes. The only reason is, this is an area where organizations and HR leaders tend to receive near immediate responses when they think about embracing social for this area. What do I mean when I talk about knowledge management? It is a new one, so bear with me. Fundamentally, as HR leaders, we are charged with fostering cultural collaboration and idea sharing, so employees can wo rk more productively. In many organizations, large and small, though, information is leise relegated to specific silos or even people that have been at the organization for a long time. Some progressive organizations are starting to take this institutional knowledge and trying to get it out there in the open, so that employees can accept it.An example here includes companies that allow employees to maintain a presence on their internal network where they can share projects and files that are most commonly requested. An example here is a finance person who is bombarded on a weekly basis with emails from different people requesting certain files, best practices, or advice on the way to do something. Rather than have this finance person email all of these people every week, here he or she has a resource for posting this information. It really just helps make the workforce a bit more efficient and optimized in a good way. I think the French organization Athos is really taking the leader ship position here, in that they are looking to ban, or outlaw if you will, emails in just few years. By encouraging employees to collaborate in new ways, theyre really trying to reduce the friction and get people talking rather than emailing.If those are the five areas that I believe are most ripe for a social HR opportunity, the theme that I want to touch on and make sure is clear for today, is that many of these tasks are being done from common tools and common platforms. These days, as HR people, were unable to force our workforce to go into all of these different tools. Any time youve streamlined and designed tools for the way people work today, youll often see the most success and benefit. Before we get into a few case studies and some of the metrics for success, I just want to make sure that everyone is clear that when we think about which area in your organization is best suited to social HR practice, there are some common concerns and some common opportunities that we all t hink about. Issues that I tend to hear are, Well, we dont want to lose control. How do we really measure a social program?Frankly speaking, I dont know where to start, and so social does. It starts from a sometimes very ambiguous place, but once you get down to what areas are most right for your organization, you start to see benefits around timeliness, data insight into the workforce, visibility for top management, and really developing managers to be more effective. Now, lets take a few moments and dig into a few case studies of organizations that do this really well.For this conversation, Im actually going to start from the bottom up, because the learning and development example is really exciting. For some organizations, you may want to kind of experiment with on your own, going back to the question of how we can train our workers to be more effective in their roles. What this organization set out to do is essentially create an internal YouTube where the learning and development team can produce bite-sized video content modules that employees can go watch and then be tested on after theyve completed a video series. At the same time, subject matter experts within the organization were able to contribute their own content and ideas to help make the training materials more rich. Im being a little vague about what company it is, but I will say it is in the healthcare industry. What they were able to do was help train very specialized job roles to be better. If theres a new idea or a new procedure in the marketplace, they were able to leverage video internally as a way to make the skill-building process much more effective.Another example is something that we havent talked about yet, but it is related to employees tafelgeschirr awards. Frankly speaking, the service awards arent necessarily something that gets me really excited. They tend to be something companies have in place, and they become something that organizations do. There is one financial company that Ive heard of that is doing something pretty creative and innovative with their service awards. Their business problem was that the service awards tended to be more of an enforced necessity, and employees didnt really feel like the service awards were meaningful to them. Also, the service awards based on tenure were not delivered in a timely way.If my employee anniversary was on the first of this month, I may not receive a service award for two or three months later. What theyre doing now, in a very social way, is implementing a system that generates an index of who is eligible for a service award on the first of each month. They let those employees know that they are eligible and will be receiving their service awards. What their system also does is alert members of that persons team that, for instance, Bob is up for a five year service award. Those employees are invited to contribute some content and some feedback that helps celebrate Bobs five-year achievement. The benefit is tha t HR then gets more content and understanding of Bobs contributions over the last five years, Bob has a much more social and enjoyable experience around celebrating his five years in the office, and they do it in a way thats very visible to all other workers.Everybody in the organization can see who is eligible for the service aware and hear what other people have said. Theyve transitioned the service award process from more of a mundane required process to one that is pretty lively and engaging. Looking at recognition, I think the opportunity that we saw with the global automotive company was finding ways to transition recognition from more of an offline behavior that wasnt driving the outcomes that they wanted to one that was inclusive of everybody in the workforce. When we talk about a social workforce, the benefit is you can typically make these processes available to employees at all levels of the organization. What they were able to do was quantitatively measure the impact of employee engagement and retention by creating a culture where employees were able to celebrate ongoing, everyday successes, increasing the visibility of those successes to everybody in the workforce.They were able to do so in a way by optimizing their budget, and without disrupting the way in which employees work today. Recognition can provide a lot of benefits around employee engagement and retention. The last example focuses on knowledge management. Here we have an example, a case study with a global manufacturing company that was looking to reduce the time it takes to bring products to market. They wanted to do it in a very collaborative way. For them, the business goals were measured on wanting to reduce the time it takes to bring new products to market and wanting to increase employee productivity. By shifting to a more social way of collaborating, employees felt more informed about where they stood in the project. They were able to share project milestones in a more timely way . They were also able to bring new products to market more efficiently and outperform their peers. Those are just a few examples of some companies that have embraced social in a very effective way.Im happy to dig in more deeply in the QA. As an HR leader in your organization, weve covered a lot of ground today around social and some of the opportunities for social. Now we want to start to drill down to what can you do and what are some of the immediate next steps you can take. The first set of common questions you want to ask your organization is how you can create an environment that engages employees and enables them to advance their goals and the mission of the organization. Lastly, how can you measure the performance of these programs? With that, once you have your frontal in place and you understand what behaviors and outcomes you want to drive, you can then look at some of the metrics most suitable to your goals. I will admit it can be challenging at times to measure a social HR programs. Some organizations come from a place of thinking that since our competitors do it, so do we. Obviously thats not the way to approach the social enterprise.The metrics I have here look at how you can potentially drive retention, satisfaction, engagement, and operational gains. These areas are really the ones that we all try to achieve, and you just want to make sure, when youre going through your benchmarking process, which ones you want to drive, because it will be a market basket. You cant do all of them. Some of the more progressive organizations are actually able to map their social business outcomes to profit employees, with time and cost savings, budget optimization, and really aligning the compensation to the individual employee.I would just like to add, when thinking about the metrics for success, its really important to focus on the aspect or the specific area of HR that youre looking to optimize. I do believe that when thinking about social HR, it is nice to st art in a small, very targeted way. By doing so, you can then have a very targeted outcomes for your organization.Another key aspect of transitioning and becoming a social enterprise is the opportunity to have dashboards. The dashboard as a concept is not new, and I would never suggest that it is. For our conversation today, what dashboards are able to do is really bring together all of these different data sources. For our conversation today, lets say youve optimized your performance, where you process your employee feedback, your recognition, and your service award into one system. You can then percolate up to the top real time dashboard around what employees are actually working on. How do the goals align with the programs that we have? Transition your dashboard program from showing transactions of what just happened to really providing your real business insight into whats going on. Again, in the QA, I am happy to talk more about the use of dashboard.As we finish off todays conve rsation, I want to bring it back to whats really important here. For us, as HR leaders, I do believe we are trying to drive employee satisfaction, because if we have a satisfied and engaged workforce, those workers tend to offer us the discretionary effort thats required to differentiate our organization from our peers. Its been well documented that companies designed to be great places to work tend to outperform their peers. While it may be difficult to think about where to start with some of the things that Im introducing today, when done right, they really show a dramatic improvement in your organization. When implementing various HR programs, one of the biggest points of failure Ive seen comes when you dont necessarily have that full executive support. If there was one thing to listen to today, it was thinking about centralizing your institutional knowledge.If there was one insight about implementation, you definitely need your executives on board, and then you need to articulat e to the workforce why youre transitioning to a new process like this. The nice thing is that if you can get the executives aligned, you might be pleasantly surprised with the rate of adoption of social tools in your enterprise. What this tells me is that theres pent up demand from employees to do some of these more traditional HR processes in a more social, interactive way. I think when successfully implemented, it provides a really nice opportunity to show your leadership and your teams how you are able to take a process and make it more informative and more actionable, as well as to help create a better corporate culture.As we part ways and transition to the QA, I just want to leave everybody with a very simple framework to invite you to think about what your social HR road map is. I would invite you to think that you may have a lot of these resources within your organization already, so taking that first step may not be as challenging as it may seem. I would first make sure you understand what your employee wants. If you recall, at the top of todays presentation, I talked about how you as an HR leader can really understand your employees motivations and what they value the most. If you can understand that, you can understand what behaviors you want to derive from your workforce.I then believe if you really assess what your cultural IQ is, you can understand what assets are already within your organization. Then you can undertake a specific process thats right for innovation and be able to open it up. As you do that and then benchmark your practices with other organizations, it starts to become clear which areas of HR you want to use to differentiate your organization and stand apart from your peers. Its only then that you start to think about the tools and resources necessary to make it happen. Sometimes its a big process, and for many others its not as hard as one would think. Then its clearly launching and learning. While some of this is new for us and s ome of it is untested, I would say that social tools and a social enterprise have been around long enough now that were starting to realize social is something that we want to do.We dont just want to provide tools, though. We want to make sure these tools are designed to capture the right data and insights in an HR approved way. I think this is our opportunity as HR leaders to step in and say, We want to go social, but we want to do it in a way that has an HR structure stamp of approval so that all of our managers feel engaged. That is my introduction to what I think are the top five processes most right for social enterprise. I look forward to the QA and also encourage anybody and everybody to reach out anytime with questions or comments. will make the presentation available as well. Thank you, everybody, and take care.Id like to thank Todd for sharing his insight and knowledge with us today, and I will start with the questions on our side, Todd. This is from Jacqueline. Do you hav e any specific recommendations regarding tools or software programs to initiate the things you spoke about today?Sure. Potentially this may be a question that may be best answered kind of in a follow-up with an email. Are we looking for tools for benchmarking the organization or actually implementing some of these programs?I didnt get any specifics on that. If you are going to be follow up with some written information, I think if you could touch on both of those that would be fantastic.Yeah, so if its okay, Jacqueline, what Id like to do is follow up and share some resources that could potentially help with the benchmarking process, understanding these employees wants and desires, and then go ahead and actually share some of the tools that may tackle somebodys specific HR tasks that we covered today.That sounds superb. All right, Im going to jump in and just ask one more from our side. If you would, Todd, could you revisit any issues or dangers around using social media this way an d are there common ways to avoid any troubles or any pitfalls before you get started?Sure. As I mentioned, there generally is a bit of hesitation to make some of these social tools open and available to the workplace. For our conversation today, we are referring to internal social media tools. Were not necessarily allowing employees to share information externally. So as I was finishing up, I think its very important for HR to really have a seat at the table, and not let IT drive some of these decisions. I say that because some of the fears are around loss of control, or that we dont know what employees will say. If HR has a stake, ultimately some of the tools and technology you use can have the business roles in place to provide any necessary filtering, auditing, or any review. Youll have the ability to review content before it may get posted or shared in an open forum. I will say though that there is always hesitation and fear of losing control. What will employees actually say an d do? I would say that fear tends not to be realized. Ones employees understand that these tools are broadcast to every other employee in the organization. That creates a natural disincentive to do anything the awry or go outside of the protocol, because it will be publicized. Employees do tend to behave well in this system.Excellent. Thanks very much for that. Could you give us another example, Todd, of an organization that had quite of bit of success with the processes youve described today? Its always good put face or the name if you will.Sure. I think few organizations are doing this really well and organizations we dont work with that are just publicly out there as leaders in their industry. I think Cummins has done a great job using internal social tools to bring together their global workforce, specifically around collaboration and information sharing. Given their industry and geographic footprint, once they were able to take that institutional knowledge and open it up to all these employees, regardless of location, they were then able to understand what employees were working on and really increase visibility of the status of current projects and increase the engagement among employees.Other organizations stateside that tend to do social very well? A common example is Zappos, which is held in high regard, along with Google for some of their internal social HR programs. They have programs in place that allow, not just the ability to reward good behavior in an ongoing way, but Google has also done a great job internally fostering that performance review culture and employee feedback culture. They do it in ways so that the Googlers, if thats what they are called, really understand where they share their roles and really understand, from their managers, how they are doing compared to their goal.A lot of the challenge with some of these social tools is that one needs to keep them very simple, because people dont necessarily have the patience and energy to g o in and create a ton of benchmarks that employees will be measured against. What they want to do is do it in ways that are well suited to the way they work. If it means natural language processing to just enter a quick hit message that they could share with a coworker, then some of these tools can help mine that data and really understand what employees are working on.Great. Thanks very much. Youve covered a lot of tactics here today, Todd. Is there any differentiation between the tactic youd use when in a small company versus a larger organization or enterprise shop? You can comment on that.Its a good question. Ive seen this happen in organizations of all sizes. The first thing that I would always suggest is to make sure you narrow down which is the specific area of HR that you think is really short, something that a little bit more social would help. I would never advocate for a small organization to say Were going to go social and do everything at once. To answer your question d irectly, I think big and small companies simply need to understand what their employees want. What is the HR process that employees most want kind of optimize and change? Then they should just start in it small, targeted way. The only difference tends to be in how employers actually implement these types of programs. A smaller organization that may want to optimize talent attraction or their employer brand may choose a tool that only focuses on that. Large organizations, however, may choose tools that have a lot of these processes baked in, but they only implement one at a time and they see how they go. That would be the real differentiator, if you will, of how large and small businesses go about implementing these things.Excellent. Thanks very much. Okay, well, weve got time for another question here on our end. This will be the last one for you Todd. For folks who are very interested in starting the ball rolling at their organizations, could you just recap? What would be the first steps to kind of pitch this again to senior leaders in their organizations? What are the initial steps to take to get this rolling?I think the initial pitch to top management and executives is really looking at the metrics that you want to drive. If theyre rooted in the qualitative ones around employee engagement and satisfaction, or more rooted in those financial measures around increasing productivity gains, profit per employee, and budget optimization. Once you understand what your employees place their most value on and you understand which HR process you want to go tackle, I think the conversation with the executives tends to be more successful when you can demonstrate the ROI around these are the metrics that we are going to be able to drive. Thats where the executive support tends to come in.Then also frankly speaking, there is just the sense of we need to be thinking about this because it is happening. The way the tools that employees use to get their jobs done are changing , and if we as an organization dont provide those tools to the employees, they are going to choose what they want to use. Use things like employee feedback, celebrate great work, or give a quick hit performance appraisal. Its really incumbent on HR to take the lead and provide these structural tools to executives. I will say most executives understand that.They understand that as long as the program is being rolled out to measure and quantify a specific aspect, if its profit per employee or engagement score, that tends to really win them over. Of the organizations that Ive seen implement the most successful social HR programs, theyve seen gains in a variety of areas, not just in the corporate culture and feeling like theyre providing innovative and thought leadership tools to their workforces. Also youre just really celebrating that were an employer of choice because we think about work in a new way, and thats what employees value the most.Excellent. Thanks again. We are running out of time, so Id like at this point to thank Todd again for sharing his expertise today. This concludes our webinar. Recording of this event as well as presentation materials will be available shortly on our hiring website. Thats hiring.monster.com. Visit the Resource Center tab for this information, and thanks again for joining us. Please join us again soon for more in-depth webinars, and have a great day.

The way some women are using Instagram may surprise you

The way some women are using Instagram may surprise youThe way some women are using Instagram may surprise youFor most of us, Instagram is a place to post photos of our lives - from silly moments documented on our stories to luxurious beach escapes captured forever on our walls.But one freelance writer sees Instagram as far more than just a digital scrapbook, and shes notlage alone. Abigail Koffler wrote for Bustle about how she and others use Instagram as a networking tool to bolster their careers.For Millennial women across industries, Instagram provides more than a name, email, or business card, is often the most complete digital calling card - it presents a complete picture of your life, beyond your personal brand, or a static collection of job titles, Koffler writes.Fascinated by this hitherto unknown social media trend, Ladders got in touch with Koffler to learn why she and other women are turning to their Instas for professional connections. Heres what she said.Q What inspir ed your article?A Last summer, I attended aone-yearbirthday partyforShe Spends, a community that works to help women close the wage gap. I knew a lot of people there and wound up talking to a few more, including my editor for the Bustle story. At that time, I was very new to freelancing and wasnt sure how to get in touch with people. I didnt yet have a work email or a business card, so I started asking for peoples handles. I liked the feedback loop of following someone back- it felt like a funconnection and an easy way to stay in touch in the long term. When you exchange business cards, you need to write an email introduction, which can go unanswered. After attending a few happy hour events and doing the same thing (sometimes at the other persons suggestion), I started to put a list together in a google doc about why Instagram works so well for networking. After lots of reporting and revision, that became the final piece.Q When did you start noticing women using their Instagrams for networking?A I started noticing it as friends began to share more about their work lives on Instagram, particularly using Stories. Even just changing the links in your bio to something recent or sharinghappynachrichten with a selfie is an easy way to update your network and I saw it more and more. People share their new desk decor, news about getting a promotion, and also stressful work moments like staying late at the office on Instagram, so its only natural to connect.Q You say in the piece that you have used the platform yourself as a networking tool. How do you go about that?A I use it to stay in touch with people I meet at events and while reporting. The word networking can have a bit of transactional connotation, but thats not how I think about in this context. I want to form communities in the field I work in and cheer people on as they grow. I also write about restaurants a lot and Instagram is often the best way to get in touch and set up an interview. Another way I utiliz eit is to share recent work. I have stories coming out frequently that Ill link to in my bio and share in my story.Q What power do you think Instagram has for working women that other social platforms dont?A For many of the women I spoke with, Instagram is a more accurate reflection of their lives than another social platform. Theres an appeal, especially for those in creative fields, in sharing more of yourself with potential clients and collaborators. If we work with people that get us, the work experience is so much better. Plus, the visual aspect of it is very inviting, as many big accomplishments dont always come with a title change or a byline.Q Is Instagram the new LinkedIn?A They can absolutely coexist. For me, Instagram is far more relevant (and human feeling) but it definitely depends on your industry, age, and goals. Id advise staying active on both and leveraging the overlapping networks you cultivate on either one.

Cover letters are a test, we will help you pass

Cover letters are a test, we will help you passCover letters are a test, we will help you passYou might have heard that deckblatt letters are dead before. This idea isnt without some merit. Around 55% of hiring managers dont read titelblatt letters according to a study conducted by Jobvite in 2015. More than a half of recruiters consider titelbild letters unnecessary and give higher importance to a resume or the very first email you send through.As crazy as it sounds, even though cover letters are considered dead, if used effectively they increase your chances of getting called for an interview. The key to this process is thinking about the impact your cover letter will have once recruiters read it. Perfecting your cover letter design and including the most relevant information will catch the recruiters attention and create a lasting impression.Creating your cover letter with One of the greatest pitfalls of peoples cover letters is the disconnect between their resume and their cover letter. That is, people tend to spend a long time deciding on the resume font they use, the resume paper they print it on, the sections to include, but quickly throw together a cover letter without a thought.Your cover letter should match the saatkorn look and feel as your resume. Luckily, you can ensure this is the case using s resume and cover letter builder. Choose from our three cover letter templates that come with the same design choices as your resume.Tip Key to a successful cover letter is an informative header. Ensure to update your contact information, including your voicemail (yes I know what year it is)Cover letters are a testIn his research, Rick Gills explains that cover letters are a test. He states that if a company requires you to send a cover letter together with your resume, you have to do it. Otherwise, theyll move on to another candidate without have to devote almost any energy to evaluating your application. You didnt pass the first test and you made yourself easy to reject.No doubt having to do something unnecessary is annoying. But we need to get over it sometimes. As the well-known saying by Jodi Picoult goes, Sometimes when you want to get what you want the most, you have to do what you want the least. In other words, do the unnecessary.How to write a great cover letterThese 6 simple tips will help your cover letter to stand out from others and grab the attention of your employer-to-be.1. FormattingBefore you start thinking about the opening sentence of your cover letter, think about the format and the layout. Wouldnt it be great to have a similar layout as the one of your resume?It is important to keep in mind that a good cover letter shouldnt be 5 pages long. Great cover letters have a few things in common and one of them is having the relevant information in a brief format. Also be sure to space it up, a technique many influencers and writers use. It relaxes the eye and gets the reader to scan the whole document.Whitespace isnt ju st a tool to give the readers eye a break. Its actually a cue. Designers have used it forever to draw their users attention to the most important elements in their design. Neil Patel2. Opening of a cover letterWhat should be the opening sentence of a good cover letter? Recruiting managers agree on the fact that the usual To whom it may concern or the old I saw the job offer on website and thought Im perfect for the job will not do the trick. Such sentences are overused and hint that you havent done your research and are not putting any effort into thinking a bit mora.Here are some examples of the opening for a cover letter you should consider next time to catch the hiring managers attention from the very beginninga) Computer games have always fascinated me. I think I played my very first one in 6th grade when I discovered my love for code and passion for becoming a Programmer. Thats why I believe Id be great for the position at company.b) During my X years at the company, Ive writt en amount of articles and increased the conversion rate of the blog by percentage. By now I know Im only great at two things writing great content and converting new customers from it. Thats why I decided to apply for the position of a copywriter at your company.3. The main bodyHere, I dont mean only the regular I am great at skill, skill, skill because of the reason. Rather research the company properly and outline what you think the top three main problems they should solve are. Then show off your skills by addressing the problem, explaining that youve experienced the same problem in your previous role and offer the possible solution to it.As the Career Specialist J.T. ODonnel explains, the difference between a cover letter and resume is that cover letters tell stories, resumes showcase facts. Tell a story with your cover letter and dont forget to splash bits of your personality into it. Doing this will help you distinguish yourself from others. Its a top reason for hiring manager s to follow up and learn more about you.You can find more examples of a perfect cover letter content here.4. The writing styleGood body language can help you win an interview. Its a good idea to mirror the interviewer something similar you should take into account when writing your cover letter. Pick up the voice of the company itself, the kind of language they use and then mirror that voice into your cover letter. Personalize your cover letter to the company as much as possible. Mention their departments, the most recent PR stunt they used or a project they were involved in.Top Tip You can get a hint of the companys voice by browsing through their blog, the about page, in their social media posts or responses to their customers.5. Typos and grammar mistakesGrammar mistakes, typos or incorrect information are unacceptable in your cover letter as much as they are on your resume.Tip You can avoid typographical errors by reading your content backwards, or printing it out and viewing y our cover letter on a different medium. Check out our post on resume spelling and proofreading strategies to learn moreTop Tip Enhance your cover letter and resume by avoiding these 10 mistakes.6. Practice until you cant get it wrongEven though your cover letter might not be read by the hiring manager, it is capable of making or breaking your chances of being considered for the job.As our Arts Director says everyone can draw beautifully, it just needs a lot of practice. I believe its the same with crafting a striking cover letter. You have to practice, never give up and use the advice provided above. Together with a superhuman resume you can craft with , you will get the job you deserveCreate your cover letter and resume with and boost your chances of getting hiredLooking for more inspiration first? Check out our resume examples section that got people hired at their dream jobs.Note the original version of this article was published on Feb 10th 2017

3 Times to Ask Human Resources for Help at Work - The Muse

3 Times to Ask Human Resources for Help at Work - The Muse3 Times to Ask Human Resources for Help at WorkIts probably safe to say you steer clear of the Human Resources department unless you have paperwork to fill out. Or, unless someone on the team requests a meeting with you, leading you to fear youre in trouble. After all, even if they say theyre on your side, you know theyre really only interested in the success of the company overall.The fact is all of these things people think they know about HR simply arent true. Like anything else, HR departments will vary from company to company. But in the ideal world, the goal is that theyre trained to help you develop skills and navigate tricky situations. In fact, here are three specific situations in which they can provide valuable assistance. 1. When Youre Leading Your First Hiring ProcessYouve got a job, so clearly you understand how to participate in an interview as a candidate but how do you manage it from the other side? The HR tea m can talk you through what to ask, what not to ask, and ways to make both yourself and the candidate feel less awkward. Before you reach out, prepare a list of what specifically youll be screening applicants for. That way, your partner in HR can help you shape the best type of questions to ask (and even specific phrasing if needed). Additionally, ask about the entire candidate experience so youll be ready to answer any FAQs outside of your part. For example, who else will this person meet with? Are those team members aware of what youre looking for in the hire? If not, what might be the best approach to communicate this? Your contact can help guide you through the overall strategy from start to finish so youll feel mora confident and prepared (whichll help you land and impress the best hire possible).2. When Youre Not Getting Along With a Co-workerYoure having a really tough time with one of your colleagues- and by tough I mean, considering quitting so you dont have to deal with he r anymora tough. But you love your job and dont want to give up just yet. If youve tried speaking to the person directly, your very next step would be connecting with your manager. He might be able to provide you with solutions and thatll be that. But its also possible that after speaking with him, you still feel like you could use more help. You already know Im going to suggest you lean on HR. Set up a meeting and be armed with examples of exactly whats going on. For instance, This person is totally unreliable. She is late to meetings and often misses deadlines that impact my ability to get things done on time. Here are a few projects where this has occurred. Or He doesnt respect me and often belittles me and my work in front of the group. During this meeting, with the entire project team, he called me unreliable. Im noticing that people arent coming to me on issues that they used to and I feel it may be due to his actions Talk about whats getting in the way of you being able to de liver at work. Be specific If youre vague (think We just dont work well together), itll be harder for to get actionable advice. Though were not miracle workers- we cant promise youll become workplace BFFs- you can certainly expect an attentive ear, a person to brainstorm options with, and guidance on what the best next step might be. Youd be surprised at how talking things through with a knowledgeable third party can give you a different perspective (a.k.a., changes you too can make) and alleviates stress.Note Were not going to take conflict on for you (unless, of course, youre dealing with harassment or are worried about your safety)- rather were here to help you come up with a plan that you feel comfortable with. 3. When You Want a PromotionYou feel ready for the next step in your career. But, youre nervous about having the conversation with your boss. Why not have it with someone in HR first? In many companies, there are people on that team who work with managers to set up career paths for their teams. Meaning Someone from menschenwrdig resources can help you consider your options more broadly. It could be youre due for a promotion, or you may feel more challenged and engaged in a totally different department. HR knows about all roles within the organization, so they can be the perfect sounding board.Be open in your meeting about what youre hoping for in your evolution and why you think now is the time for change. He or she can walk you through the best approach for you to take with your supervisor. You can also depend on him or her to level with you about whats reasonable, what might be a stretch, and whats the most realistic timeframe based on organizational requirements or processes. Too often, people believe what they hear and only visit HR twice to turn in initial paperwork and for their exit interview. Steering clear of the office in between is a real missed opportunity. In many companies, the human resources teams can be useful career guides, but its up to you to actually ask for their help. Photo of conversation courtesy of Caiaimage/Robert Daly/Getty Images.

Dirty Facts About Career Change Resume Samples Uncovered

Dirty Facts About Career Change Resume Samples Uncovered What Is So Fascinating About Career Change Resume Samples? The employer is searching for a person to fill an open place and for someone with the ideal skill set, education, and skilled background. Include a summary paragraph at the peak of yur resume and tie everything in the work description with all youve accomplished before, she states. When it has to do with making a very first impression with your resume, its about the information. The objective, just enjoy the remainder of your resume, is about you. The attractiveness of being a true teacher is that you impart quite a number of the skills utilized in business. The career coach is actually useful. Your career for a teacher has left you with superior communication and decision-making abilities. Below, you will locate a career change resume sample that shows you the way to highlight your most relevant abilities and education when making a switch to some other career. A career change may be an exciting time, but you desire to be sure youre well ready to go into a new industry by updating your resume. Changing careers doesnt have to be hard or stressful. Transforming your career to abedrngnisher field doesnt indicate youre at a disadvantage. Whatever distracts the employers attention with that goal ought to be left off the resume whenever youre trying to earn a career change. So its ok not to start from your fantasy provider or dream role. Ensure you didnt miss whatever could cost you the job that you dream about If youre prepared for a career switch, the very last thing you would like to do is start over. Show which you have a passion for the new area and have been taking every chance to come up with your abilities. Therefore, when you have decided that you would like to pursue an enjoyable and fulfilling career in education or outside of education you will need to take bold action to make it occur Your college career office is a superior place to discover alumni volunteers who are ready to host job shadowers. If students are applying for new work in different job fields they may require the most updated CV possible to produce the best impression. Get the Scoop on Career Change Resume Samples Before Youre Too Late Test out the new resume templates 2017 as its a chronological type resume it will help to highlight your career summary. New Career Before youre able to create your new resume for a career change, you should pinpoint what the shift will be. You might be using some of precisely the saatkorn info but youll want to re-tool it so to speak to fit your new career targets. Career changes are somewhat more common than you may think. By carefully targeting resumes for particular jobs and situations, you may greatly enhance your odds of getting noticed in the work market. Although the work seeker has over six decades of knowledge, and it has worked in three or more positions, her resume is only a single pag e long. You might also want to decide on a professional that offers additional job seeking services too. If you need a job which is entirely different from your previous roles, it can be difficult to convince potential hiring managers that youre a great fit for the job. When you send your resume off to a prospective employer, remember that the man reviewing resumes may need to weed through a substantial number of applicants before choosing which candidates to invite in the office for an interview. You may locate a wealth of information online by simply Googling the jobs that interest you. For example, your time management abilities or knowledge of specific computer programs would be helpful in most any position. If you dont wish to compete in the work market for quite a while, the advantage of having an expert from our resume-writing service on your side is precisely what you want.

Qualities of a Top Financial Executive

Qualities of a Top Financial Executive Financial executives like Controllers, Treasurers and Chief Financial Officers are often regarded in the geschftsleben world as managers of financial concerns only, but the top financial executives in many companies have more than just financial expertise. In order to be the best financial executive, you have to embody the qualities of a successful manager as well as a financial expert. Here are some of those qualities explained. Leadership SkillsA successful financial executive has to be a business leader because financial management involves more than just the accounting department. In order to effect change in a company and get the best results, a financial executive has to share their vision with other executives and inspire key business players to help them get their vision realized. The only way this can happen is if the financial executive can be a str ong leader not only in financial matters but in business matters as well.Strategic ThinkingWhile solid recording practices and accounting has its place, being a great financial manager isnt just about bookkeeping. Financial management is about finding ways to fund the companys goals, and to do this you have to know how to develop the best strategy. Top finance executives know how to think strategically and plan their efforts to get the best results. Strategy doesnt end with planning, though. Successful financial executives need to be able to act strategically to and get their plans in motion.Business ProcessingFinancial executives dont just need to understand how money flows through a companythey need to understand key business processes in order to be successful. An understanding of business processes allows a finance executive to find the root cause of financial loss and help design processes that will be more effective and efficient. Knowledge of business processes can help you f ind ways to minimize costs within the company and add value to business processes.Managing ChangeBeing trained in measuring the results of change makes finance executives uniquely suited to managing change in the company. Leadership skills, a good strategy and an in-depth knowledge of business processes are all necessary for any financial executive, and these skills can also help you effect change within your company in many different ways. Leadership skills allow you to get the right people to effect change. Strategic thinking and actions help you create disciplined changes that work towards a clearly defined goal, and business processes management can help you create the fruchtwein effective change for your company.Technology Top financial executives are increasingly finding their jobs interwoven with technology. Everything from picking financial systems, to managing financial reporting, and ecommerce transactions involves both financial and technology leadership. Although develop ing a detailed understanding of technology is improbable for most financial professionals, you can develop relationships with IT leadership. If you do not regularly connect with senior technology executives, be sure to develop a personal relationship with the individuals responsible for driving technology. Your role as a financial executive will increasingly involve technology deployment it is absolutely critical that you have a firm working knowledge of your systems and strong political ties to technology leadership.As the role of the financial executive evolves from glorified bean counter to a strategic management, strategy, and systems expert, it is important to have a plan for your career development. Top financial executives become the centers for their organizations to which every other function is connected and dependent upon.As you plan for your career and manage within your corporation, it is vitally important to involve others as much as possible. Learn about every dispara te function of the organization Develop relationships with non-financial executives and continually work on your management and presentation skills.

Production Supervisor Job Description Sample

Production Supervisor Job Description SampleProduction Supervisor Job Description SampleProduction Supervisor Job Description SampleThis production supervisor sample job description can assist in your creating a job application that will attract job candidates who are qualified for the job. Feel free to revise this job description to meet your specific job duties and job requirements.Production Supervisor Job ResponsibilitiesManufactures products by supervising staff organizing and monitoring work flow.Production Supervisor Job DutiesAccomplishes manufacturing staff results by communicating job expectations planning, monitoring, and appraising job results coaching, counseling, and disciplining employees initiating, coordinating, and enforcing systems, policies, and procedures.Maintains staff by recruiting, selecting, orienting, and training employees developing personal growth opportunities.Maintains work flow by monitoring steps of the process setting processing variables observing control points and equipment monitoring personnel and resources studying methods implementing cost reductions developing reporting procedures and systems facilitating corrections to malfunctions within process control points initiating and fostering a spirit of cooperation within and between departments.Completes production plan by scheduling and assigning personnel accomplishing work results establishing priorities monitoring progress revising schedules resolving problems reporting results of the processing flow on shift production summaries.Maintains quality service by establishing and enforcing organization standards.Ensures operation of equipment by calling for repairs evaluating new equipment and techniques.Provides manufacturing information by compiling, initiating, sorting, and analyzing production performance records and data answering questions and responding to requests.Creates and revises systems and procedures by analyzing operating practices, record-keeping systems, fo rms of control, and budgetary and personnel requirements implementing change.Maintains stahlkammer and clean work environment by educating and directing personnel on the use of all control points, equipment, and resources maintaining compliance with established policies and procedures.Maintains working relationship with the union by following the terms of the collective bargaining agreement.Resolves personnel problems by analyzing data investigating issues identifying solutions recommending action.Maintains professional and technical knowledge by attending educational workshops reviewing professional publications establishing personal networks benchmarking state-of-the-art practices participating in professional societies.Contributes to team effort by accomplishing related results as needed.Production Supervisor Skills and QualificationsSupervision, Coaching, Managing Processes, Process Improvement, Tracking Budget Expenses, Production Planning, Controls and Instrumentation, Strateg ic Planning, Dealing with Complexity, Financial Planning and Strategy, Automotive ManufacturingEmployers Post a job in minutes to reach candidates everywhere. Job Seekers Search Production Supervisor Jobs and apply on now. Learn more abouthow the hiring processThe 50 Toughest Interview QuestionsBlock Out Biases During the InterviewResume Search Spotting Exceptional Talent

Measuring Motivation

Measuring Motivation Measuring Motivation Measuring Motivationmora than a glittering academic record, extensive experience, or a deep knowledge of engineering, theres one thing that the engineering industry hopes to find in the people they hire Motivation. Or, more precisely put self-motivation. When the drive comes from within, problems get solved, teams get led, work gets done.Assessing knowledge, be it hands-on or of the purely book kind, is a task universities have had decades, even centuries, to refine. But how do you determine if a student is properly motivated? Education is new to the problem.Peter Rogers, a mechanical engineer and a professor of practice in Ohio States Department of Engineering Education, has set out to create the tools to make just such an assessment.The measure of motivation.For You Interviewing Basics for EngineersRogers first became interested in the project at a Transforming Undergraduate Education in Engineering, or TUEE (pronounced tooey), workshop. Th ere, 40-odd industry engineers filled in educators about what skills the industry welches looking for that they didnt think academia welches responding to very well, Rogers says. Chief among them was student motivation. It was a problem Rogers and his colleagues hadnt tackled before.If someone wanted to create more motivation in our students, theyd need to measure it if they wanted to make curriculum changes.Rogers dove into the literature. He surfaced with both good news and bad.The good was that motivation could indeed be taught. In articles like Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being, by Richard Ryan and Edward Deci, Rogers discovered that there were two kinds of motivation extrinsic (which comes from outside, like grades and salary) and intrinsic, which comes from within (like a love of problem-solving and getting ones hands dirty).They said if you can increase a students autonomy, relatedness and competency, yo u can move them from extrinsically motivatedfrom grades or pat on the back or whateverto intrinsically motivated, says Rogers. Im excited by this.The bad news was that no one had yet tried to measure motivation of any kind.Rogesr and his colleagues began creating a series of questionnaires for their students. They included questions about their attitudes and behavior. Throughout a course (specifically, capstone courses), students were asked to answer how strongly they agreed with statements such as I get satisfaction from applying technical skills to my project and I collaborate with my group to achieve team success. They were also asked to evaluate their teammates.The first time Rogers and his colleagues administered the assessment, they found that a certain kind of motivation was indeed a problem the motivation to stick with the actual assessment.If its voluntary, the students dont want to do it, he says. After three or four of the surveys throughout the year, the drop off rate wa s substantial. The only ones doing it were highly motivated. That kind of goofs up your result.Eventually the assessment was refined, proven to be statistically sound, and made mandatory. It most recently went out to thousands of students at six different universities.During this final request for student responses to the survey, faculty at each university required completion of the survey for the course. This request, along with student report cards showing the results of their own responses compared with their classmates, improved the response rate of survey completion. As a preliminary paper puts it, the instruments were clearly works-in-progress but still were close to being ready for distribution.For Rogers, the value of the data cant be overstated. With 35 years of industry experience, he has done plenty of hiring.To me, the level of motivation was often more important than the technical knowledge they had, he says. As you get into project management, your motivation effects y our output and your teams output. It has this multiplying effector a dividing effect would be the negative way.With the development assessment tools, professors will have a better chance of keeping that effect in the multiples realm.How much are you moving the needle? I dont know, he says. But I think you can move the needle.Michael Abrams is an independent writer.Read More 12 Skills You Need to Advance an Engineering CareerHow to Raise a Coder in Four Easy StepsSTEM Grant Diversifies Computer ScienceTo me, the level of motivation was often more important than the technical knowledge students had. Prof. Peter Rogers, The Ohio State University

McKinsey Jobs

McKinsey JobsMcKinsey JobsLearn what it takes to land a job with the trusted advisor to many of the worlds most influential businesses and institutions.It ranks among the unquestioned laws of big business over the last half century If you want to be taken seriously, you hire McKinsey Company. The job seekers corollary If you want a career in big business, you seriously hope that McKinsey Company will hire you. A perennial top-place finisher in rankings of the most coveted employers, McKinsey is also among the most selective. Last year, the consulting powerhouse received 225,000 job applications. It made offers to a mere one percent- or 2,200- of them.Thats the bad news. The good news is that the days when McKinsey only hired Harvard MBAs are long gone. As recently as 1978, HBS graduates accounted for more than 25% of McKinsey consultants, but in 2013, less than half of the firms new hires even had an MBA. An increasing percentage of McKinsey hires have advanced professional degrees instead- PhDs, law degrees, and others. The firm employs several hundred MDs, some of which dont even work in its healthcare practice.As the firms focus has expanded well beyond its historical franchises of strategy and organizational structure, so, too, has the expertise it seeks in new recruits. Today, almost half of the firms client work has to do with risk, marketing, business technology, or operations, and, if you can bring any of that to the table, you dont necessarily need an MBA (of course, it wouldnt hurt if you didfrom Harvard).So, how do you get a job at McKinsey? Start by listening to what they tell you. The firms website is chock-full of advice on how to present your best self to the firm. While theirs is a grueling bewerberinterview process, even for those who succeed, those who dont can hardly claim that they didnt know what was coming. For such a notoriously secretive enterprise, McKinsey could hardly be more open about the types of people it seeks to hire and the p rocess by which it will evaluate them.If youre smart, youll have done a few thousand- Im kidding, you can stop at a few hundred- practice versions of the firms famous case studies (Im kidding again. You can stop at 10 or 20.). You can find them on their own website or in the endless number of books promising to unlock case-study secrets. However, there is no secret to solving case studies. Theres only this simple fact Youll be judged less on specific answers to case questions than on the method by which you arrived at them. In other words, youll be judged on how you think.McKinsey has separated itself from the competition for the better part of a century in large part by its relentless commitment to recruiting and developing its talent, the always-evolving aspects of which I chronicle in my new book, The Firm The Story of McKinsey and Its Secret Influence on American Business. Due to the very nature of their business, problem-solving capabilities will always be foremost on McKinseys list of required traits, but the firm devotes an equal amount of effort to evaluating applicants interpersonal skills and emotional quotient - or EQ.McKinsey has a well-earned reputation as a launching pad for plum corporate, government, and non-profit roles almost anywhere in the world- the firm has more than 100 offices in 60 countries. And, the reason that people hire people who used to work at McKinsey is the same reason that clients hire McKinsey itself- its consultants are the worlds best at combining an intellectual approach to problem solving with practical advice on how to put the chosen solution in place.Youre not going to get anywhere in a McKinsey interview if you dont blow them away with your natural curiosity and creativity. These people are the philosopher kings of business, after all. But youre also not going to get anywhere if you fail to wrap it all up with a recommended course of action. With that in mind, the best advice I can offer anyone seeking a job at McKi nsey is to remember what it is that their clients need from them. Real impact comes not just from having a compelling answer to a question but also grounded and explicit thoughts on how to implement that answer once youve got it. So, get excited about finding an answer to your case-study question. But, dont forget to get equally excited about what youre going to do with it.