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At Marketing Week Live last week I listened to panellists speak about the skills required for today’s modern marketer and their advice for career progression.
You might not have heard of RS Components, and that's one of the challenges for the company's HR department.
With a digital talent shortage acknowledged by the UK Government to cost its economy £63bn a year, how does an electronics distribution company headquartered in Corby, a place synonymous with the decline of the UK steel industry and once known as the largest town in Europe without a railway station, attract the brightest and best?
Adidas' GamePlan A is one of the quirkier corporate websites out there.
It's a mixture of motivational interviews with sports stars and a smattering of slightly cod-philosophical editorial that one could imagine a spornosexual nodding his head at.
But it's an interesting site because it shows that content marketing is still trusted, and could be a force in increasingly competitive recruitment.
B2B customer experience is the topic of Econsultancy and SAP Hybris' latest report.
The Tension in B2B Customer Experience Management includes an international survey of over 220 senior leaders at companies spanning a range of industries.
Though customer experience (CX) is impossible to universally define, the importance of slick customer interactions is paramount.
Yet, as the report reveals, there's still a way to go for many B2B brands.
Digital transformation is a unique and idiosyncratic process, wholly dependant on the organisation in question.
However, that's not to say there aren't lessons we can learn by looking at case studies. Indeed, the UK Government has been a crucible of digital innovation for some years.
So, what better place to look for lessons on addressing the digital skills gap within your own business?
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?
Recruiters should start thinking more like search marketers in order to get more traffic to (and quality leads from) their job listings.
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.
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?
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.