There’s clearly an evolution happening in our profession. The research firm Gartner recently reported that by 2020, 100 percent of technology roles will require at least an intermediate level of proficiency in business acumen.

“Developing strong business acumen is a prerequisite to effectively shift focus from optimizing operational efficiency to driving business effectiveness, value creation and growth,” Lily Mok, Gartner’s research vice president said. “At the heart of an effective communication strategy is the ability to clearly link the vision, strategy and action plans of the business to drive desired behaviors in the workforce that contribute to improved performance and business outcomes.”

Communication aside, new management styles are required to gain as much value as possible out of employees. Furthermore, these new management styles also introduce more value to the employees through new, exciting challenges, growth opportunities, and new ways to interact with the business.


We are firmly within the digital economy with a digitally-enabled workforce. This means we are a part of a fluid, dynamic business environment that is constantly evolving.

Millennials are the drivers of today’s emerging digital economy. Now that we have an idea as to how these legacies work, let’s examine a new approach to managing millennials that involves re-prioritizing the hiring traits we discussed earlier.

1.  Attitude: What is the candidate’s attitude toward the industry and the job at hand? Is he or she excited or just there to make a dollar? What’s driving him or her to succeed? A digital-ready organization will want a positive-attitude candidate who’s ready to emerge into the digital framework and be excited by change.

2. Aptitude: Once attitude is established, what is the candidate’s aptitude toward learning and growing? Does he or she want to take on more roles? Is he or she curious about cross-training? Going beyond what the candidate already knows, aptitude toward learning will allow you to hire a moldable and excited new member to the team.

3. Experience: Let me start by saying that experience is certainly important. But fluid organizations ready for the digital economy won’t hire for experience alone. They’ll want a positive attitude, the aptitude and capability to learn, and then the ability to evolve the experience. Having some experience is great, but it’s even better to mold the experience to what the organization really needs. In a way, we’ve flipped candidate capabilities and priorities to match the strengths of the millennial.

We’re allowing experience to grow organically around what the business requires. Ultimately, this gives the millennial candidate a voice within the company and an opportunity to grow and evolve with the company. Most of all, it builds loyalty and encourages thought.

Think of Facebook as an example. Yes, it loves your experiences and what you’ve done in the past; but it will very actively look at your attitude, your aptitude to learn new technologies, and your personality. These organizations know that if they hire the right people, the experience will come. However, it’ll also give these organizations an employee who’s much happier in his or her job.

Changing your paradigm on how you work and manage millennials can completely change your candidate pools. Furthermore, millennials don’t often work well in overly rigid environments. This is where they get restless, become less productive, and are more prone to leaving. However, if you employ and nurture around attitude and aptitude, you’ll see that not only will they get more experience, but also they’ll bring more value to your organization.

—The author is vice president of Strategy and Innovation at MTM Technologies, a Stamford, Connecticut-based consulting firm.

Published in Insights

Thirty-two percent of the global organizations surveyed feel “ready” or “somewhat ready” for people analytics (+8 percentage year over year), according to Deloitte’s Global Human Capital Trends 2016 survey.  Further, 77 percent think people analytics is “important” or “very important.” The gap between these percentages is startling.

To close the gap, three key trends were revealed from 30+ interviews with HR practitioners. First, people analytics must add value to the business. Second, collection of analytics needs to be the new normal.  Third, technology plays a critical role.  

Learn more at:

Published in Latest News


The layoffs will affect seven percent of the company’s workforce.

Cisco Systems is shifting its focus from hardware to high-margin software and part of the transition requires eliminating 5,500 jobs in order to reinvest in key growth areas such as security, the Internet of Things (IoT) and the cloud.

Revenue at the company's routers business fell six percent in the fourth-quarter period ending July 30, while switching unit revenue increased by two percent. Orders from service providers decreased by five percent, and revenue in emerging markets fell six percent according to Cisco’s earnings report. Security posted a 16 percent gain in the earnings period. 

Cisco CEO Chuck Robbins has been guiding the company toward software and subscription-based services since he took over in July 2015.

—Learn more:


Published in Latest News

CEOs and senior-level executives report growth as their main priority with customers now ranking second according to “The Year Of Digital Tenacity,” a new report by Gartner. Fifty-four percent of respondents prioritize growth, 31 percent prioritize customers and 27 percent prioritize workforce. According to Mark Raskino, vice president of Gartner Fellow, there was a noticeable increase in the word “customer” in the survey responses highlighting rising concern over customer satisfaction. He says that CEOs believe their customer value percentage is currently at 30 percent but will rise to 46 percent by 2019.

—Learn More:
Published in Trends

The Bureau of Labor Statistics reports that there are more than 5 million job openings, and SmartRecruiters, a software company reports that most of those positions are in the technology and health care fields. SmartRecruiters went one step further, and determined that of the 24 percent of tech job openings, the majority of them are located in San Francisco, New York, Austin and Los Angeles. 

The study also found that not all openings receive a lot of applicants. IT positions, for example, only received an average of 4.3 responses per posting suggesting that employers will be required to keep salaries high in order to recruit and obtain top talent.

Learn More:

Published in Latest News


With the help of the federal government, three teams composed of neuroscientists and computer scientists are attempting to wire machines to perform visual identification the same way as the brain. The Intelligence Advanced Research Projects Activity (IARPA) is hoping to increase machine learning by reconstructing pieces of the brain and reverse engineering the algorithms and computations it undergoes. By summer 2017 algorithms based on the teams’ findings will be given an example of an object and then be required to pick out several examples of it among thousands of images in a database. The entire project is slated to last a total of five years.

The researchers are focusing on the part of the cortex that processes vision, a sensory system. The area of the brain has been extensively studied and computer scientists have tried to emulate it many times. To date, no scientists have attempted to reconstruct a complete wiring diagram of a small cube of brain to this extent. Each team is using the theory known as analysis-by-synthesis, meaning the brain makes predictions about immediate future happenings and then reconciles those predictions with what it sees. Each team is exploring a different possibility since the brain might execute analysis-by-synthesis in a number of ways.

—More info:


Published in Latest News

There is a great “generational shift” under way in the workforce that is already having an enormous effect on workplace learning.

It’s now half a century since the last Baby Boomer was born (1946-1964). It’s been 20 years since the first Generation-Zers were born (after 1994). And it will be another 20 years before the last of the Boomers retires. This means that we are now into a period when the workforce is composed of no less than four generations.

And it’s not only a generational shift in the numbers in the workforce, but an epic turning point. The workforce is aging on one end of the spectrum and getting younger on the other. In the middle there is a gap, with the prime age workforce shrinking as an overall percentage of the workforce.

Judging by the results of an extensive research project by Hudson, “We believe the actual nature of leadership could be changing. The old traits of persuasion and influence are on the wane among today’s younger generations; they simply score lower on these personality traits. Today’s workers do not need to be persuaded of the facts (they can check Google). Rather, they seek leaders who can sift through mounds of data and translate it into meaningful insights.”

Meanwhile, Bruce Tulgan and RainmakerThinking have been tracking this transformation for more than 20 years. RainmakerThinking’s latest whitepaper, “The Great Generational Shift: The Emerging Post-Boomer Workforce,” presents the latest findings from an ongoing generational shift study.

Tulgan and the experts at Hudson agree that the generational shift is no ordinary generation gap in the workplace. Because this is an era of profound historical changes, generational difference today is a powerful lens through which to understand changes in the very nature of the workplace. According to Tulgan:

>> The myth of job security is dead.

>> Short-term rewards and benefits are the “new normal.”

>> Employees today are much less likely to believe an employer’s long-term promises.

>> The free-agent mindset is now the prevailing workforce mindset.

The generational shift affects all members of the post-Boomer workforce: employers, workers, leaders, managers and supervisors.

Hudson data shows that Boomer males score significantly higher in the traditional leadership traits like decisiveness, motivation and persuasion. Meanwhile, Generation Y (born 1980-1994) has a much stronger preference for abstract and conceptual thinking, and traits like curiosity and insight can be more very important when selecting high-potential talent.

Hudson is a global talent management firm with 13 U.S. offices and author of a whitepaper titled “The Great Generational Shift.” RainmakerThinking is a management research, training and consulting firm and a leading authority on generational issues in the workplace.

—More info: and
Published in Top Stories

Improving employee engagement (65%), personalizing learning and improving leadership skills (56%) are the top drivers for investing in learning today, reports the “2015 E-learning User Study” conducted by Elearning! magazine. The study queried 436 learning leaders across public and private sectors, 62% of whom held management titles.

Leadership development is a perennial driver. However, personalization of learning and improving engagement jumped to the top of the list in 2014. In 2013, personalization was only 4% of the respondents; it’s now the second-most-important objective. Why the shift? Wayne McCulloch, senior vice president of Salesforce, attributes it to personalization due to available technologies. Personalization was not conceivable in 2011, but with digital content, evolving learning ecosystems and data analytics, this is a reality for leading enterprises.

Learning leaders are leveraging various learning solutions to achieve these business objectives.

>> 86% are focusing on enterprise-wide learning; 61% across multiple locations and 30% multi-nationally.

>> 43% use virtual learning; 22% plan to purchase solutions within the next 12 months

>> 36% use social networking, 15% plan to purchase

>> 32% use mobile learning; 28% plan to purchase

>> 21% use MOOCs; 9% plan to purchase

>> 16% use gamification; 21% plan to purchase

>> 12% personalize learning; 14% plan to purchase

— Source: 2015 E-learning User Study at

Infographic available here:

Published in Top Stories


Collaboration apparently is king for all staff when it comes to learning, according to new research that originates in the U.K.

Ninety-one percent of respondents say that team collaboration is either essential or very useful for learning what they need for their job. That number rises to 96 percent for those who have been in the company for less than six months, but drops to 84 percent for those in sales roles.

Additionally, 80 percent of staff are willing to share what they know with their peers. This rises to 96 percent for those new to their role and drops slightly for those over the age of 50, to 70 percent. However, when it comes to sharing online, 15 percent of managers and sales staff and 26 percent of new starters say they’d like help in getting started.

The study also shows that formal learning still has an important role to play in helping staff do their jobs better. While the classroom is not dead, neither is online learning, with 50 percent of the respondents rating e-learning courses, mobile learning and live online learning as “essential or very useful” to help them learn what they need to do their job. In fact, 75 percent are motivated to learn online because they want to do their job faster and better, with half looking for a promotion, or just to learn for personal development.

Other quick facts from “The Learner Voice Part 2” report:
>> While three in five struggle to find the time to learn on line, two in five can’t find what they need or think that current offerings are not relevant to their need.
>> Line managers and new starters are most likely people to learn online when travelling to and from work (56 percent and 59 percent, respectively).
>> Sales people are most likely to learn at the point of need (49 percent).
>> This sample shows few significant generational differences with older and younger both showing similar rankings when rating the usefulness of online, face to face and collaborative practices for learning
>> Older staff are twice as likely to find poor technology a barrier to learning online that their younger peers in the same sample (29 percent vs. 16 percent). Younger people are 50 percent more likely to struggle with not finding what they need (45 percent vs. 29 percent).
>> Younger staff members are twice as likely to want to learn online for personal benefits than older staff/
>> Eighty-one percent of all staff say that manager support is essential/very useful for learning what they need for their job, but
>> Only 58 percent agree their manager makes time for them to learn at work,
>> Only 33 percent agree that objectives are discussed with managers prior to learning, and
>> Only 49 percent agree their managers expect them to apply learning after a course.
>> Understanding how staff learn what they need to do their job is a core characteristic of top learning organizations, however only 36 percent of L&D professionals do this.

—Download the full report:


Published in Top Stories

ChequedImpact is a patent-pending HR technology tool that provides employers with critical early-stage feedback on the effectiveness of new hires.

Using it, employers for the first time will be able to gather real-time data soon after a new employee starts work.

Through a simple automated process engaged at a time selected by the employer, feedback is gathered from the new employee, the hiring manager and other key stakeholders.

The resulting information helps to quantify how well the new employee is adapting to the job requirements and company culture, while also assessing the company’s return on investment through the hiring process.

—More info: htpps://

Published in New Products
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