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Just as digital has allowed marketing and ecommerce teams to become more customer centric, digital is also helping HR departments to become more employee centric.
Econsultancy invited 12 senior HR and Learning & Development professionals to our London office to discuss what Digital Transformation means to them.
We wanted to find out how the industry is measuring and improving digital skills and what impact is digital having on organisational structures and procedures? Here’s what we learned.
A great employee value proposition (EVP) is vital in persuading the best digital talent to join your organisation.
But what makes a great EVP? How can you make your employees blush and say 'yes!?'
What if trying to retain your staff was missing the bigger picture?
What if, as the cliché goes, loving something means letting it go?
Well, that's what forward-thinking HR departments are starting to understand, creating alumni groups to learn from past employees and their networks.
Perhaps this could be an important strategy to improve recruitment of digital skills in the ongoing skills shortage?
What's in a name? HR by any other name would still send poorly formatted emails.
Sorry, that was a cheap shot. But seriously, language is a very powerful agent for organisational change.
Read the fantastic story of Travelex's digital transformation and you'll know one of the many principles championed by Sean Cornwell was to 'talk about speed, agile, failure, new capabiltiies, ways of working and collaboration like it's going out of fashion.'
Can the mere naming of a Chief People Officer (CPO) be a totemic act? How have organisations rejigged their HR departments and why?
Earlier this week I attended a talk by L'Oréal’s Digital Employer Branding Manager, Alexander Onish, in which he discussed how the cosmetics brand uses social media to make it a more attractive employer and improve employee engagement.
Having previously worked for a learning and development company, I’m familiar with employee engagement.
You could describe it in any number of convoluted ways, but essentially it is a measure of how much your people actually care about their jobs and the company.
If there is one thing job candidates are becoming better and faster at, that’s gathering information on social media about companies they might want to work for.
From friends of friends who work at an organisation, to Instagram photos showcasing glimpses of company’s culture & life, there are a number of ways for recruits to find out more about their future employer.
A few months ago I created the Periodic Table of Content Marketing, to provide a handy – and hopefully helpful - cut-out-and-keep guide for content professionals.
The table was both practical and tactical, which resulted in more than tens of thousands of shares, and hundreds of thousands of views. I remain humbled by its popularity, and the feedback I’ve had since I published it.
Since then I’ve been asked many questions, of which two stand out:
- Why does ‘content strategy’ only have one element dedicated to it?
- What kind of skills does a content team need?
To answer the first question, it’s simply that content strategy is such a big subject that it merits a table of its own, or something similar. There is much to be said about audiences, legacy content, global vs local approaches to management, team workflow, brand guidelines, and countless other important things. Watch this space.
The second question is one close to my heart.
Since 2006 I’ve had the pleasure of assembling a marvellous team here at Econsultancy. We box well above our weight – there are only six of us on ‘Team Content’ yet we’re averaging more than a million stories read a month. Not bad, for a niche blog.
But what would a content team look like if I were to assemble one from scratch today? What skills are required in 2014, in the post-social, content marketing, mobile age? What is the perfect recipe for success?
The average lifespan of a top 500 company is shorter than ever. Despite this damning evidence of the inertia of big organisations, we surely must assume it is possible to change company culture.
So, how is it done?
The simplest question in a changing retail environment remains 'how do companies meet customer expectations?'.
Many customers have digital expectations. Accordingly, companies must be digitally fluent or risk alienating the customer.
Having all of a company's digital knowledge within an ecommerce team is no longer sufficient to keep up. Digital knowledge is needed in marketing, merchandising, the supply chain, customer service, HR, PR and beyond.
With a limited pool of digital talent so quickly snapped up by pureplays and companies willing to attract with high wages, it's hard for retailers to simply employ 'digital staff' to plug these gaps.
Shop.org, the digital side of the National Retail Foundation (NRF) has written an open letter to retail CEOs about perfecting the talent mix, and much of it echoes what we've been writing on Econsultancy.
So what can CEOs do to address this talent shortage?
So, you want to get noticed, earn respect, fans, more money, more sales. You want to pepper the web with your beautiful little avatar in search of career development.
You want to become a brand that stands for something.
Well, it’s surprisingly easy to do this, with time and effort made in the right places. So I thought I’d write up a checklist showing how to go about it.
Some of this is going to sound like best practice for a PR person, but essentially that’s the task in hand. Being as visible as possible is the best part of building a personal brand.
NB: this is aimed more at those fairly new to the world of marketing, but there's a few presumptive tips for those already established.
British fashion brand Lyle & Scott is looking for its next great leader, a new CEO.
To do this, shunning traditional recruitment methods, the company is using social media predominantly, linking to a microsite to attract the right person.
Will we start to see this kind of recruitment process more and more? Those at Lyle & Scott think that to find the right candidate, one has to mix things up a bit, and use a selective medium, symptomatic of the candidate one is looking for.
Let’s take a look…
How many big organisations are actually good places to work? How many are changing their organisational structure and creating an ethos of transparency?
SingTel seems to be one of the companies undergoing big changes whilst trying to maintain a distinctive company culture (distinctive in being amenable to the workforce). I've been secreting myself in far corners of its website, and digging up interesting truffles of culture.
In plain English, here's some great PR from SingTel's site about company culture and digitally led change. It is to be admired by all of you currently undergoing a change in business structure, strategy, or even identity.
NB. This post might seem like a big advert for SingTel. But, I'd simply like you to show you the messaging on SingTel Group's corporate and recruitment pages, and explain why I think this sort of thinking is quietly revolutionary.