Cyber Security: The People Impact

 The number one reason for cyber attack breaches isn't technology malfunction, it is people.  Employees' behavior represents on of the biggest risks to cyber security. Organizations attempt to manage cyber risk through technology solutions. While ensuring that your technology stack meets current security standards is crucial, the mere presence of this technology won't ensure cyber security. The missing link is your employees behaviors. 

Employees' behavior represents one of the biggest risks to cyber security.

Many organizations offer online training to educate employees on security issues. While training is a useful foundational step, it can't be the only step. Building cyber security into everyday decisions, actions, and behaviors is crucial to ensuring cyber security. Managers need to make cyber security part of their management process. Making is part of team meeting agendas raises awareness and allows for sharing of best practices. When projects are being undertaken, part of best practices include assessing technology and  data security. Technology management must be integrated role responsibilities across the organization. In addition, technology management including cloud service upgrades, certificate renewals, and vendor security protocols must be monitored.

Managing an organization's technology adoption and change process is crucial to ensuring data security.

From a people engagement perspective, managers need to regularly engage with their team on the issue of data security. While policies may exist about keeping desks clean, securely storing laptops, and not emailing personal identifiable information (PII), it is up to managers to have regular checkins with employees on both physical asset and data security. Employees need to understand how to work securely especially when using a public access WIFI. With the increasing prevalence of work from anywhere, the need for engaging employees on data security is especially crucial.

The following is a list of six top mistakes made by organizations when managing their technology stacks and digital transformation highlighted in a recent WSJ article

1. Focusing on technology rather than employees

2. Depending upon training rather than behavior change

3. Leading with poor examples

4. Not analyzing decisions through a cyber security lens

5. Focusing on prevention at the expense of building resilience

6. Underestimating the competitive advantage of building security and resiliency into your organization.

If your organization  has been involved in a significant cyber security breach, these points will resonate with you. Managing an organizations' digital transformation adoption and change process is crucial to ensuring data security.  Tool selection and management is only part of the process for successfully leveraging technology. As we evaluate an organization's risks and opportunities, cyber health and resiliency must be on leadership's top priority list.  In our practice, we often say, more than 50% of a digital transformation budget must be allocated to adoption and change management. Once a digital transformation has been completed, digital and AI tools and processes must continue to be integrated into roles and responsibilities for ongoing monitoring and support.

Help Wanted!! HR Technology and HRComputes delivers!!

Last year we wrote that a “top issue on CEOs minds is the challenge around finding talent”.  Well, everyone is still talking about the challenge of getting and keeping talent and the Great Resignation has only added to the problem!

Candidate relationship management is today’s Recruiting 101.  Keeping the conversation going through existing automated tools can be a great way to get an “A” in this class.  Most Applicant Tracking System Systems are delivered to be configured to send emails to candidates at many stages during the talent journey.  Why don’t we include a note to new candidates thanking them for their interest and inviting them to view their videos on culture or a day in the life or a message from a leader?  Why don’t we let candidates know they are still being considered during the process by sending them an automated email with information on how to check their status or apply for another spot?  And did you know that the incidence of people just disappearing after getting an offer is on the rise?  Of course, you did!  Ghosting works both ways!  Your existing system probably has an Onboarding module that can include videos, links to new team members, a candidate check list, even work style questionnaires to help you connect with new coworkers of a similar mindset.  All of this can be provided to a candidate of interest to keep the relationship growing.

Keeping talent is the other side of the equation.  This week I was speaking to a senior Talent professional in a great, highly rated company and he said they have 19% turnover in some of their most crucial research and management positions.  The systems that they already have can probably manage and track things like check ins, 360 conversations, just in time coaching and so much more that keeps the lines of communication open.  HR Business Partners work hard to take the pulse of their people and organization, but the systems/technology you probably already have can really help. 

Often the issue is that the team that implemented the technology is long gone.  And the team that does the care and feeding of the system is busy with administration and maintenance of what was implemented as well as handling the quarterly “upgrades” from the vendor. 

Bringing in consulting help to optimize the use of what you have can make an impact without costing too much money, time or resources.  Understanding what is in your HR Technology stack and what it can do for you is the first step.  We recently helped a company cut down turnover and reduce the use of agency workers by implementing a scheduling software technology that they had been paying for but not using for 4 years.  With another client, we were instrumental in getting the existing Performance module of their overall HCM system configured, communicated and supported internally to smooth the process not just for an annual review but for more frequent check ins for existing employees and for a 30/60/90 days review for new hires!

We would welcome the chance to talk about the ways that we can be more successful together.  Reach out to me at Morris@HRComputes.com or +1 856 982 7162.

 

Why Isn't Workplace Technology as Easy as Personal Technology?

 As human capital management digital technology consultants, we get this question a lot. There are many reasons including the very nature of organizations that are structured to share data and information across networks rather than being siloed like an individual. But some of the issues relate to HCM tech stack customizations and siloing of decision making and control. The bottom line is that the process of selecting and integrating HCM technology is complicated and the success rate is significantly higher when leveraging a partner that is familiar with not only the functional requirements but also best practices for engagement and adoption.

A recent article in the WSJ, detailed many of the issues that contribute to this complexity such as:

1. Existing corporate IT infrastructure including both hardware and software. It isn't possible to upgrade everyone every 2 years like we do personally.
2. Software customizations make both regular upgrades and future enhancements more complicated.
3. Monolithic design and legacy technology often means processing logic and user interfaces must go through a single IT system. This structure often ties an organization to a vendor and limits its ability to move to new platforms and technologies.
4. Mergers and acquisitions bring different payroll, HRIS, benefits, ATS, and other people systems that either need to be maintained, integrated, or transformed.
5. Data privacy and security are more complex for businesses and this factor becomes much more complex depending upon the countries of operation.
6. System maintenance as well as ongoing training and support are also more complex for organizations.

As HCM client side consultants, we offer HCM Tool Selection services. While some people feel that they can rely on vendors or online forums and rankings, working with an experience consultant adds impact in terms of time to value and overall ROI. While there are many great HCM vendors in the marketplace, their objective is to sell you a subscription based tool. Implementation consultants are a vital step in the process but their goal is to get your system live.  Working with HRComputes provides a more holistic client perspective allowing for an effective HCM digital transformation. We focus on the functional requirements of the organization, the current systems and processes, the organizational culture and change readiness, and the resource availability. On top of this, we have over 25 years of experience working with HCM technology vendors as well as the implementation and adoption process. Some of our best practices include:

1. Gathering the perspective of stakeholders in the needs assessment and functional requirements process.
2. Considering the employee experience and the impact of the tool selection on employees and customers.
3. Evaluating the HCM tech stack holistically including interface requirements to general ledger, benefit providers, job boards, and other integral systems.
4. Breaking down silos to ensure that access and data sharing are aligned with an organization's people strategy.
5. Reviewing organizational workflows and processes to inform key stakeholders of required changes.
6. Communicating with key stakeholders to promote adoption and utilization to maximize the impact of the HCM technology investment.
7. Collaborating with leadership to ensure senior level sponsorship support.
8. Leveraging program and project management best practices.
9. Focusing on strategic alignment and data to support people strategy with people analytics to promote data driven decision making.

Unfortunately, 70% of digital transformation fail to meet their organizational goals. Making the investment in a qualified HCM client-side consultant creates a strong foundation for HCM digital transformation success. If you need a recommendation, check out a few of our client testimonials to better understand how successful we can make your project.

People are an organizations most important asset so making an investment to maximize your people management systems is a winning approach. 

For more information on HRComputes, contact us at info@hrcomputes.com. 

Driving Justice Equity Diversity and Inclusion

 We are pleased to announce the launch of Kristina Kohl's, Managing Principal, new book, Driving Justice, Equity, Diversity and Inclusion from CRC Press. As Kristina says, "My goal with this book is to highlight the importance of environmental and social justice and to provide tools to leaders to drive deep change within their organizations and broader ecosystems." Foundational to the book is Kristina's desire to help organizational leaders move the needle driving significant improvement in the areas of access, equity, and belonging. 

Creating a culture of belonging requires realigning core systems such as talent ecosystem such as recruitment sourcing and process, onboarding, development, growth, leadership development, opportunity sharing, succession planning, performance management, and total rewards must be realigned. This realignment requires deep work in terms of reshaping norms, redefining work and teams, providing new tools, redefining competencies and skills, and reevaluating performance standards and metrics.

If you are interested in having Kristina do a book talk or book signing event for your organization, please reach out to her at Kris@HRComputes.com. Arrangements can be made for books for corporate and organizational event sales.

The following is an abstract of Driving Justice, Equity, Diversity, and Inclusion. For clients and friends wishing to purchase the book, here is a discount code for the Routledge site-FLA22.

ABSTRACT

Navigating the volatility, uncertainty, complexity, and ambiguity (VUCA) characterizing the business world in the 21st century requires a new paradigm focused on an integrated bottom line – planet, people, and profit (PPP). Global trends include resource scarcity and growing inequities in income, wealth, education, and healthcare. Stakeholders are demanding that organizations address systemic barriers to promote justice and equity within organizations and across broader social systems. Transformational change requires leadership to analyze internal and external systems through a social and environmental justice lens.

Despite a growing focus on justice, equity, diversity, and inclusion, the imbalance of power remains within our institutions, organizations, and social systems. To move the needle, leaders can turn to Driving Justice, Equity, Diversity, and Inclusion, which explains developing a North Star vision and creating a strategy to redesign organizational process and systems, as well as leveraging tools for data-driven decision-making. It presents a framework to build an inclusive organization as well as a model to engage and support senior and middle management beginning the process of capacity building and systemic change. By layering in AI and other technologies to support data-driven decision-making, the book guides leaders in navigating their organization’s journey along the maturity continuum to achieve their North Star vision of becoming a just and equitable organization. The book also helps managers to

Assess ecosystems and organizational systems that  justice, equity, diversity, and inclusion impact

Take a deeper dive into transformational and operational components to gain insights on the deep systemic realignment of the North Star vision

Identify and engage with diverse stakeholders to gain perspective and understand issues crucial for transformative change

Leverage people-centered  design to create a process promoting diversity of voices and to better align outcomes with shared organizational vision

Use data to drive decision-making and reduce bias by removing intuition from the decision-making process

Leverage the book's frameworks to drive collaborative systemic change

Adapt insights highlighted in multiple interviews with DEI practitioners

Benefit from lessons learned and best practices featured in the book's case studies

This book features a primer, which is a quick reference guide to key terms, concepts, and definitions. It helps to define justice, equity, diversity, inclusion, and other key terms, such as unconscious bias, stereotypes, and microaggressions. It also features a toolkit, which includes checklists to help managers lead organizations to realize their own North Star vision.  

People Strategy Trends 2022

 People strategy is a top priority for organizations with the many challenges facing leadership. We are experiencing unprecedented levels of employee resignations, work structures are morphing-office, hybrid, remote, skill requirements are changing, employee and candidate expectations are changing, and leaders are being required to address environmental and social justice issues. Human capital management professionals are in the middle of this transformation and they need to leverage this opportunity. 

People strategy is a top priority for organizations with many challenges facing leadership.

People strategy has taken on an increasingly crucial role in organizational performance. For a deeper dive into the these trends and issues as well as roadmap for success, models, assessments, and case studies, we recommend Kristina Kohl, Managing Principal, HRComputes new book Driving Justice Equity Diversity and Inclusion published by CRC Press and due for release on January 28, 2022. The book presents a framework to build an inclusive organization and model to engage and support senior and middle management in capacity building and systemic change. By layering in digital tools and AI to support data-based decision making, the book shows managers a pathway forward to building just and equitable organizations.

Human capital management professionals are in the middle of this transformation and they need to leverage this opportunity.

As a result, HCM digital transformations are on many leadership agendas for 2022. We have all been hearing about the talent shortage in the labor market and the swinging of the pendulum toward employees in terms of setting requirements and salaries. The total number of voluntary turnovers, or resignations, is at an all time high. Employees are requiring greater purpose and better values alignment with employers. They are seeking work/life balance and integration. As digital workplaces become the norm, degree and skills gaps develop as the skills need to perform new jobs require different capabilities, training, and competencies. Enter the "new collar" or "grey collar" workforce that represents a hybrid between blue and white collar jobs focusing on technology. While these jobs may not require a 4 year college degree, they typically require training beyond high school. Programs such as P-TECH  offer new models to bride the degree and skills gap divide. Redesigning workplaces to be equitable with cultures designed to promote belonging requires deep work in terms of redesigning organizational attitudes, beliefs, and systems including core components of recruitment, development, promotion, assignments, and compensation. 

HCM Trends:

1. Candidate and Employee Experience
2. Digital Transformation 
3. Purpose and Value
4. Diversity, Equity, Inclusion & Belonging
5. Morphing Work Structures

Morris and I are just back from UKG Connections in Las Vegas where we saw solutions to many of these trends highlighted on the UKG product roadmap. New solutions and partnerships are being developed to address many of these challenges and opportunities. Candidate experience is being enhanced through a new chatbot to guide applicants through the application process to simplify the process and reduce application drop out rate. They also have a partnership with Phenom to offer an AI driven candidate experience platform as well as an employee experience platform that promotes internal mobility and skills alignment. To further enhance employee experience, they have launched UKG Wallet to pay employees ahead of payroll without an impact on an organization's payroll. Providing access to wages in real time allows employees to avoid costly means of accessing funds for emergencies such as pay day lenders.

At UKG Connection in Las Vegas, we saw solutions to many or these trends highlighted on the UKG product roadmap.

UKG Ready and Dimensions workforce management solutions have been enhanced to provide greater scheduling flexibility for employees offering community based shift swapping to support improved work/life balance. An AI Auditor scans data and offers payroll risk insights on departments and locations  improving compliance in an increasingly complex world. In addition, UKG People Analytics is offering greater reporting capabilities around workforce management.

UKG has committed to helping clients become "Great Places to Work" through their recent GPTW acquisition. The plan is to combine the GPTW benchmarking and survey with the data insights, analytics, and best practices developed by UKG to support client achievement. Their roadmap continues to focus on building equity and inclusion and includes a corporate commitment to donate 18 cents for every person paid by UKG this year toward the fight for gender pay equity. The expected contribution is $3 million. In addition, they offer tools such as the Pay Equity Dashboard within UKGPro People analytics to provide insights on potential pay inequalities within an organization.

At HRComputes, we are here to guide your through navigating this terrain.

HCM leadership is at the center of this significant shift toward people strategy. At HRComputes, we are here to guide you through navigating this terrain including helping you to select, implement, and optimize digital transformation tools. With all of our clients, we reinforce that while tool selection is important, managing the the transformation process including ensuring leadership support, resource allocation, training, and change management are crucial to success.