Human Resource

White Paper: The Ready

Why HR Desperately Needs a Rethink Organizations are like a human body. The brains—a.k.a. the strategy-focused C-Suite—reign over internal systems and plan. The legs are the teams executing daily operations, like production, sales, and accounting. The immune system prevents the body from getting sick or growing sluggish; IT secures data, legal protects against liabilities, and R&D finds ways to preserve long-term health. Humming alongside these functions is the nervous system, better known as human resources. Its branches include critical functions and activities like compensation and benefits, training and development, hiring and onboarding, conflict resolution, and risk management. But things don’t always go smoothly. The brain gets stuck in indecision. When the unexpected occurs (and it always does), the legs struggle to change course. Each part focuses so rigidly on its own tasks that coordination becomes a challenge, hindering forward movement. And despite—or perhaps because of—its centralized role, HR’s nervous system is often among the body’s greatest vulnerabilities. Tasked with both delivering strategic partnership to internal clients and operational support for employees, despite these directives requiring very different (if not downright conflicting) ways of working, HR finds itself overloaded without the infrastructure needed to meet its multipronged mandate. The net result: A body lacking the ability to clear obstacles—one that relies so heavily on muscle memory that innovation or improvement is hard to achieve. (Ever watched your organization repeat an annual process that doesn’t work? Us, too.) This stuckness invariably leads to missteps, and even the occasional faceplant. But HR also holds the possibility of a new operational model, one that embraces mission-driven, cross-functional coordination with an emphasis on experimentation, adaptivity, data literacy, and automation—and can nimbly shift its approach as it’s fed new insights. It starts with reimagining the role HR plays, then spreading the transformation across other internal functions. HR’s diversity of directives may be the Achilles heel of the familiar body-like model of operations, but it’s also its superpower. HR is uniquely positioned to usher in real change—the kind that increases efficiency, strengthens agility, creates value, and fosters a way of working that feels human and meaningful.

White Paper: Mentessa

What is learning in the flow of work? The term “learning in the flow of work” was coined in 2018 by analyst and author Josh Bersin. It refers to a learning experience which is not separated from work or the workplace in the way that formal classroom training is. Instead, learning is available on demand as employees go about their daily work tasks. This new paradigm in corporate L&D recognizes that for learning to really happen, it must fit around and align itself to working practices. For example, imagine a software engineer who has a specific question about a programming language they have just started using, or a compliance officer who needs to recall a step in a recently-introduced procedure. Or perhaps, a junior employee who is working on a stretch assignment and needs help with a task they have never done before. In all three cases, learning in the flow of work is just the kind of help needed. With the right kind of support, each employee can access a short piece of learning content that delivers the required information. The on-demand assistance means employees can quickly gain valuable new skills and solve problems without having to take time away from their roles. As already mentioned, two defining features of LIFOW experiences are their on-demand availability and relatively short duration. Another third common factor is technology. Learning in the flow of work will not be possible without the modern advances in computing, mobile technologies and AI. Finally, some may assume that LIFOW makes employees so self-sufficient that they no longer need to rely on their peers or managers for help. Such an assumption is wrong. People learn more effectively3 when interacting with others. In addition, employee-generated content is proving very useful in corporate training. This is why learning in the flow of work and a connected learning culture go hand-in-hand.   

White Paper: En World

While there was optimism that 2021 would see the end of the COVID-19 pandemic and a return to normalcy, unfortunately, the multiple new variants of the virus and subsequent responses by governments around the world continued to disrupt day-to-day life. However, optimism for 2021 was not entirely misplaced, as the business world continued to adjust to the new climate and to new working styles. The global economy—as well as those of the major industrialized nations, including Japan—saw recovery and GDP growth. The economic recovery, combined with persistent job growth—despite a talent shortage in Japan—has meant considerable demand for recruitment and talent acquisition-related services. This year should see further optimism, as vaccines and boosters are widely administered and COVID-19’s impact on public health is minimized. Despite the uncertainty due to various geopolitical and socioeconomic factors, this should positively impact the economy and job market, and economic forecasts indicate continued growth and recovery. It is reasonable to expect that, in 2022, companies in Japan will try to capitalize on economic recovery, which should mean a buoyant job market in general, as competition for top talent increases. This year, companies will need to pay close attention to job seekers’ expectations, as well as to the engagement and retention of key employees. Finding the right balance between flexibility, particularly in companies’ requirements for in-person work, and office environments’ attractiveness to employees is more important than ever. Management will need to explore new ways to onboard new hires, cultivate company culture, and promote collaboration in hybrid environments that combine both physical and virtual interaction. Those companies that can offer the best working environments, employee engagement, and development opportunities, as well as financial and nonfinancial benefits, will gain an edge in what is sure to be fierce competition for talent. Job seekers in 2022 will find a favorable market. Although the “Great Resignation”—a phrase that has become common parlance globally—has not been as extreme in Japan, there is still an increased willingness within the labor force to consider new opportunities, and this trend is sure to continue. Bilingual talent with highly specialized skills will continue to be sought after and, while these candidates will command premium compensation, other factors related to employee engagement, such as health, safety, and employee well-being, will be key considerations as well. Also, Japan has not shifted to a “gig” economy to the same degree as other industrialized countries have, but there has been an increasing trend of workers migrating away from metropolitan centers and looking for more flexibility, in terms of working hours and location as well as employment type. As a result, it is likely that contract and freelance employment arrangements will continue to grow at an accelerated rate. Going forward, en world will continue to focus on our mission of enabling our customers’ success. We will continue to take a more consultative approach with our clients and candidates, aiming to tailor our services to their specific needs, given the variety and flexibility of the services we can offer. By finding creative opportunities across our permanent, contract, and recruitment process outsourcing services, as well by leveraging HR technologies across the en Japan group, we aim to meet whatever talent needs our clients may have and to provide the best opportunities to the candidates who place their trust in us.

White Paper: The International SOS Foundation And IOSH

Ensuring health and security of workers are complex and ever-evolving subjects, encompassing medical, legal, security, business continuity, financial and reputational considerations. There is a need to have clear organizational policies and strategies in place as well as competent individuals to manage the travel security, health and safety for all travelers with a view to reducing risks and promoting the health, safety, security and well-being of an ever-increasing and varied mobile workforce. This white paper sets out the health, safety and security responsibilities of organizations for internationally-mobile workers. It covers the need to: - Have a health and safety policy in place that includes travel safety, health and security and to make sure these policies are actively enforced - Carry out risk assessments in order to understand properly the relative security, health and safety  risks that will apply to employees while they are abroad, tailored to the specific circumstances of the business trip or international assignment - Ensure that a system is in place to be able to pinpoint employees’ location in order to ensure their safety  

White Paper: Zywave

As a broker in a shifting P&C market, it is important to focus on providing a complete solution in the workers’ compensation arena to help clients improve their business and lower costs, and not only on coverage and obtaining the best price for your client. The traditional “bid and quote” mentality should be thrown out the window; the most successful brokers are adopting the role of trusted advisor to their clients, providing not only coverage, but resources to help curb incidents, manage losses and eventually reduce the client’s mod and therefore, their premium. This whitepaper highlights on providing worker’s compensation solution in a shifting P&C market. Key takeaways from this whitepaper on work comp solutions : Bid and quote? Not anymore. Four elements of a mod analysis The impact of losses Client education and safety program implementation

White Paper: ACCESS

With increasing awareness of the security and governance risks posed by physical HR files, companies are looking for ways to efficiently convert all of their existing paper records into digital documents, in order to start down a new path that’s exclusively digital. There are no upfront capital expenditures for equipment and technology licenses, and there is no delay for provisioning the platform, with a SaaS solution. This whitepaper talks about the advantages of converting from old paper-based human resources document processes to a more modern digital approach. It discusses: What is the best approach to going paperless for HR Document Management? Determination of the goals of the project and the anticipated benefits Achieving a meaningful business impact requires more than a simple paper to digital conversion Evaluation of each of the alternative approaches

White Paper: AltaFlux

Human resources departments are not being spared in the revolutionary change of the digital age, and for savvy leaders, this creates a ripe opportunity to transition from a support function to a business partner. HR leaders have the ability to shift their positions in organizations from that of a tactical support function to a dynamic and critical business partner. This whitepaper highlights 5 tips to make the transition of HR leaders from support function to strategic leader. It includes: Make a strategic roadmap with supporting detail that will position you as the HR leader Create engagement plans for different generations customized with Digital HR Technology Start moving to the Cloud-With core HR functions Get out into the business-Translate them back to the human capital management strategy Be solutions oriented-HR departments can be a helping hand by being the source of solutions

White Paper: BigDog HR

When employees are fully engaged with the company and where it is going, they are more likely to stay and their performance will continue to improve. As is often the case, employees and employers can have different views of company initiatives like learning. While companies see it as a great opportunity, it’s possible that your employees may see it as a negative. When not met with a good attitude, engagement can be extremely low. Read this informative whitepaper to read more .

White Paper: HighGround

Executives, managers, and HR leaders are all overwhelmed with information about how to engage employees in a meaningful way, with countless educational sessions, webinars, books and blog posts. But engagement hasn’t changed much since it became a focus.Employee engagement should be a consistent, ongoing exercise. Read this whitepaper that illustrates: • The failure of the current approach • Why real-time engagement propels business value • The three most important pieces of successful engagement • How to drive strategy through data

White Paper: ServicePower

Field service management solutions are designed to address these core field service problems, a transparent and guaranteed return on investment (ROI) is promised by vendors. Choosing the right solution will allow you to reap the benefits and maximize your earnings at the same time. What’s inside this whitepaper?? FIELD SERVICE MANAGEMENT SOFTWARE AND ROI ISSUES THAT REDUCE FSM ROI MAXIMIZE YOUR FSM ROI WITH THESE 5 EASY ACTIONS  

White Paper: Madison

This white paper makes the case for the “Total Recognition” solution–a more balanced and complete implementation philosophy that from day one will afford a comprehensive answer to enterprise recognition. It examines the contemporary role of some of the more common recognition concepts including service awards, above and beyond initiatives, peer-to-peer programs and President’s Awards, and outline how they work to motivate certain employee audiences. It highlights where those schemes are effective and also point out why those components alone fall short in their quest to appreciate, inspire and honor every employee’s contribution at key moments.