3Sixty Insights

3Sixty Insights

The buying cycle for enterprise software and technology shouldn't be a power struggle between departments. 3Sixty Insights is a research firm providing deep understanding of how to bridge the gap in perception and priorities between stakeholders. Through our research, we unearth strategic approaches for streamlining the decision-making process, successfully managing solutions, and maximizing value from business software and technology investments.

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#HRTechChat: 3Sixty Insights Shares its Takeaways from the HR Technology Conference & Expo
Sep 25 2022
#HRTechChat: 3Sixty Insights Shares its Takeaways from the HR Technology Conference & Expo
For those of you who don't know, Jen Dole has joined the team at 3Sixty Insights as director and principal analyst to dive deep into talent management. Jen and I go back a little bit. The week before last, at HR Technology Conference & Expo, was the first time we saw each other face to face since the first time she and I met. When was that? It was when we were both at Cornerstone. Working in different divisions, we ran into each other at LAX on our way to the company's 20th anniversary celebration in Palm Springs, Calif., and got to chatting. Later, Jen and I began to talk shop a bit more after she joined Fuel50, which is where she was most recently. Before pivoting to working for vendors of technology for human capital management, where she focused on client success, Jen was a practitioner in HR — at Fortune 500 firms, no less. And she was there in the bad old days, when technology for HCM was relatively new, especially for talent management. She tells the story of running succession planning on Microsoft Excel spreadsheets at Liberty Mutual Insurance. It was a slow, tedious exercise in administration, and her job changed profoundly once her team finally got ahold of technology purpose-built for this. "I went from being an administrator to being a strategic adviser, because I wasn't focused on collecting data anymore. The technology was doing that." It's an idea taking hold. More than once earlier this month, at the event, Jen and I heard various renditions of the the idea: access to readily available, current data on the workforce is key to HR's transforming itself into a strategic advisor to organizational leadership. As the focus, data can orientate even the most administratively hampered HR departments in the direction of the future of work. And what is the fast-developing, primary dynamic going to be in the future of work? The focus has shifted fundamentally, already, to the employee experience. All anyone had to do was look at the themes of the booths in the expo hall and speak with the vendors and HR professionals in attendance: this train has left the station. As Jen likes to say, and I'm paraphrasing, "People's definition of success has changed, and employers need to align their definition with this if they want to succeed, too." Agreed. And this isn't just an aspirational HR-centric phenomenon anymore. We see C-suite executives, boards, line managers and just about everyone else clamoring to move in this direction, too. It's almost as if the wake-up call of a worldwide pandemic jolted everyone into acknowledging that organizations are made up of people. Who knew? I'm thinking about calling it the rise of the sentient organization. The state of the art in technology for HCM is helping us to listen. We heard plenty of other terms and phrases uttered often at the event: artificial intelligence, intelligent enterprise, FOMO (fear of missing out), empathy, and more. And, in contrast with HR Tech events of years' past, there were some terms and phrases we didn't hear all that much. Automation is one. What are some others? Watch the podcast. It is a real pleasure to have Jen on our team. We cannot wait to speak with as many of you as humanly possible and learn as much as we can about your thoughts about and experiences in HCM.
#HRTechChat: 3Sixty Insights Shares its Takeaways from the HR Technology Conference & Expo
Sep 25 2022
#HRTechChat: 3Sixty Insights Shares its Takeaways from the HR Technology Conference & Expo
For those of you who don't know, Jen Dole has joined the team at 3Sixty Insights as director and principal analyst to dive deep into talent management. Jen and I go back a little bit. The week before last, at HR Technology Conference & Expo, was the first time we saw each other face to face since the first time she and I met. When was that? It was when we were both at Cornerstone. Working in different divisions, we ran into each other at LAX on our way to the company's 20th anniversary celebration in Palm Springs, Calif., and got to chatting. Later, Jen and I began to talk shop a bit more after she joined Fuel50, which is where she was most recently. Before pivoting to working for vendors of technology for human capital management, where she focused on client success, Jen was a practitioner in HR — at Fortune 500 firms, no less. And she was there in the bad old days, when technology for HCM was relatively new, especially for talent management. She tells the story of running succession planning on Microsoft Excel spreadsheets at Liberty Mutual Insurance. It was a slow, tedious exercise in administration, and her job changed profoundly once her team finally got ahold of technology purpose-built for this. "I went from being an administrator to being a strategic adviser, because I wasn't focused on collecting data anymore. The technology was doing that." It's an idea taking hold. More than once earlier this month, at the event, Jen and I heard various renditions of the the idea: access to readily available, current data on the workforce is key to HR's transforming itself into a strategic advisor to organizational leadership. As the focus, data can orientate even the most administratively hampered HR departments in the direction of the future of work. And what is the fast-developing, primary dynamic going to be in the future of work? The focus has shifted fundamentally, already, to the employee experience. All anyone had to do was look at the themes of the booths in the expo hall and speak with the vendors and HR professionals in attendance: this train has left the station. As Jen likes to say, and I'm paraphrasing, "People's definition of success has changed, and employers need to align their definition with this if they want to succeed, too." Agreed. And this isn't just an aspirational HR-centric phenomenon anymore. We see C-suite executives, boards, line managers and just about everyone else clamoring to move in this direction, too. It's almost as if the wake-up call of a worldwide pandemic jolted everyone into acknowledging that organizations are made up of people. Who knew? I'm thinking about calling it the rise of the sentient organization. The state of the art in technology for HCM is helping us to listen. We heard plenty of other terms and phrases uttered often at the event: artificial intelligence, intelligent enterprise, FOMO (fear of missing out), empathy, and more. And, in contrast with HR Tech events of years' past, there were some terms and phrases we didn't hear all that much. Automation is one. What are some others? Watch the podcast. It is a real pleasure to have Jen on our team. We cannot wait to speak with as many of you as humanly possible and learn as much as we can about your thoughts about and experiences in HCM.
#HRTechChat with Pete Tiliakos, Global Payroll Product Strategy Leader at Alight Solutions
Sep 23 2022
#HRTechChat with Pete Tiliakos, Global Payroll Product Strategy Leader at Alight Solutions
It was my distinct pleasure to have Pete Tiliakos, global payroll product strategy leader for Alight Solutions, as my guest for this episode of the #HRTechChat video podcast. Pete's latest role is just the proverbial tip of the iceberg when it comes to his experience, expertise and, really, authority in the domain of payroll. Most recently, Pete was an analyst at two different firms. Before that, he was payroll solution architect at IBM and senior consultant, human capital management, at Deloitte Consulting, in that order. Back in the early aughts, notably, he was payroll leader for shared services at Disney Worldwide. Put differently, to say Pete is an expert in payroll is an understatement. Returning to the present, "It's an exciting time to be in the industry," said Pete, who's also a member of our Global Executive Advisory Council. "It feels like all that experience has really caught a wave." During our chat, we shared takeaways in the wake of this year's triumphant return of the HR Technology Conference & Expo. Triumphant does seem like an appropriate word. Regarding the conference, "To me that was the biggest, boldest, most vibrant, most alive event I've seen in a long time," Pete said. "There's a lot of talk about a recession and a slowdown and things, but what we're seeing is that talent is still very important. And then, of course, we saw payroll well represented." The possibilities around payroll are greater and more progressive today than we even would have fathomed 10 years ago. The train has left the station, so to speak, and our concept of what payroll can and does mean has expanded. "I just think it's great to see all the investment and focus on payroll," Pete said. "COVID really provided that spotlight, where payroll became infinitely more important compared to how it had been treated in the past." It's almost as if business leaders are finally seeing the processing of payroll for what it is: not a mere cost to contain, but an investment, just as their people's pay itself is an investment, too. Pete and I delved deeply into all of this, the transformation of payroll — as evidenced by our conversations out in the wild, at HR Technology Conference — and how payroll professionals can seize the moment to become strategic advisors to their organizations. It's one thing to be highly skilled in work that organizational leadership may view as background noise. It's quite another to become bearers of crucially informative data that can change the C-suite's basic understanding of the workforce. That's when payroll and strategy start to occupy the same sentences. I really enjoyed this discussion with Pete and highly encourage readers to tune into this episode.
#HRTechChat with Bob Cahill, CEO of Globalization Partners
Sep 14 2022
#HRTechChat with Bob Cahill, CEO of Globalization Partners
Bob Cahill got his start at Ernst & Young. “And I was fascinated by the power of software and technology to expand your market or make you efficient in your operations,” he said as our guest on this episode of #HRTechChat video podcast. Over the approximately 25 years that have passed, Bob served as a C-suite executive for several technology companies, and a big part of his focus has always been on international challenges, “where I found a lot of passion to scale technology globally,” he said. “It was sort of the perfect juncture with meeting Nicole Sahin,” the founder of Globalization Partners, where Bob later became CEO. “She had this better mousetrap idea.” Traditionally, companies that wanted to expand internationally would have to follow a very conventional process. The first step would be to set up a new entity and get a payroll registration so they could hire people. Then, they'd have to ensure regulatory compliance would be outsourced to an array of advisors. “Nicole's vision was, ‘Why do I keep doing this over and over again?’,” Bob noted. Thus was born, about 10 years ago, Nicole’s vision for an employer-of-record (EOR). A company that needs to stand up its ability to employ people in a country new to its operations can turn to an EOR to do all the heavy lifting. The EOR’s very business is to set up these entities in any country needed to become the globally expanding employer’s single point for all things there related to employment. The EOR assumes this risk and takes on solving for all the complexity involved. As a pioneer in the space, Globalization-Partners has trailblazed best-practices to overcome resistance to the idea of an EOR. This resistance is waning considerably as EORs have flourished to gain acceptance in recent years. The welcoming has come not only from the typical growing global organization, but also from employers clamoring to establish borderless workforces and vie for talent in pursuit of the emerging work-from-anywhere approach to talent acquisition and retention. This is the future-of-work angle, and it’s worth noting that nearly one-quarter of CFOs are concerned over talent shortages, according to Globalization Partners' 2022 Globalization Trends Survey. Perhaps more compelling, 83 percent of CFOs believe “their long-term plans will stem around expansion into new countries,” the related press release notes. It’s a number slightly higher than last year’s, and the report is rich with insight into the sentiments and objectives of CFOs vis-à-vis EOR. As additional context for our conversation, Bob and I touched a bit on the findings overall. We also explored the company’s philosophy when it comes to workforce inclusivity and blending service and technology for EOR, as well as Nicole’s vision for the years ahead in EOR now that she is executive chair of Globalization Partners. I highly recommend viewing this episode.
#HRTechChat with Danny Schulz, Senior Manager of Payroll, Systems and Taxes at Kohler Co.
Sep 7 2022
#HRTechChat with Danny Schulz, Senior Manager of Payroll, Systems and Taxes at Kohler Co.
When it comes to the disruption of the past two years, "I'm probably one of the first people to say we're really thankful for that, because I think it led payroll be the star," says Danny Schulz, the newest member of our Global Executive Advisory Council and my guest for this episode of the #HRTechChat video podcast. He means payroll becoming the star at Kohler Co., where Danny is senior manager of payroll, systems, and taxes. So, naturally, we sat down to discuss best practices in bringing order to global payroll — something Danny and his team are well on their way to achieving. Says Danny: "To me, payroll in general comes down to data and data flow. And the success of your payroll operation is really going to be dependent upon the success of your data. I'm a data junkie at heart. If you're at a place where, from an organizational standpoint, you're doing multiple data entry by humans [...] you're not going to get it right." It's a scenario most global organizations encounter, before they ever set about to rectify the situation. This is because, once it gets to the point where leadership recognizes that global payroll needs attention, global payroll has almost always become exceedingly complicated. Beyond the fact that it's by-definition tough to solve for global payroll before you actually have global payroll, most organizations will wait till it becomes noticeably painful to process payroll globally. For some, it is then that they will look for a fix. For others, and perhaps more often, "There's some executive somewhere that wants the payroll data," says Danny. The payroll teams (yes, plural) do their best to get this data from, let's say, 16 different people, consolidate the data, and deliver it in a report. Suppose the process takes 26 hours to complete. The executive needs the information daily. A decision is made to make a change. Depending on the size of the organization, it takes a lot of sleuthing to get global payroll right — figuring out who handles what, where, when, and with what system or systems. Think of it not unlike conducting discovery for a legal case. It's to determine the organization's current state. There are, in fact, at least three best practices when bringing order to global payroll, according to Danny. One is to get your data right. Another is to corral executive alignment in your move to a strategy for global payroll. A third is to develop a roadmap and standardize processes. Don't worry. We haven't stolen his thunder. Danny went into all this and much more during our chat. I encourage you to view the episode.
3Sixty Insights #HRTechChat with Lina Tonk, Senior Vice President of Marketing at isolved
Aug 30 2022
3Sixty Insights #HRTechChat with Lina Tonk, Senior Vice President of Marketing at isolved
Who should own the employee experience (EX)? "There's room for everyone," said isolved Senior Vice President of Marketing Lina Tonk during her guest appearance on the #HRTechChat video podcast. And she's right. The EX occurs everywhere any employee is involved in work. "I do believe the final responsibility should reside with HR. And I think HR leaders will probably agree with that." They probably would, yes. HR's job is not to micromanage the EX, however; it is to shepherd, lead and help shape it. From this, responsibility naturally flows. Speaking of marketing, have you ever wondered whether, why or how marketing and HR could join forces to bolster and improve EX? I know that I have. And it turns out that it's an idea gaining steam.... In January of this year, isolved conducted a survey of 500 HR leaders based in the United States and from a broad cross-section of industries. The resulting whitepaper, "Transforming Employee Experience: 500 HR Leaders Talk Talent, Tech, Tactics & Threats," is an interesting read that spans several areas of interest as they relate to isolved's goal with the research: ascertaining HR's top challenges of today and top opportunities for tomorrow. And the exercise unearthed some intriguing findings vis-à-vis an emerging role for marketing in the EX and HR's sentiments regarding this. According to isolved's survey, 65 percent of HR leaders say they want their marketing team involved with EX. Specifically, 52 percent are seeking marketing’s involvement because the department plays an important role in how the company is perceived in the market, and another 40 percent want to leverage marketing’s creative ability. HR and marketing work together in these ways at isolved. During our chat, Lina described her on-the-job relationship with her colleague Amy Mosher, chief people officer at isolved. "I'm super transparent with Amy," with whom she speaks daily to align goals. During our conversation, Lina got granular in explaining what aligning marketing's goals with HR's looks like at isolved — where HR has its own goals for the employee experience, and marketing has some related to the employee experience, too, "and I believe that cross-functional teams can only work in that manner if goals are attached to them." Lina delved even deeper, providing a glimpse into what this kind of collaboration, between HR and marketing, looks like from an executional standpoint — something else I've always wondered about. For example, advocacy is incredibly important to isolved, especially for HR leaders because of its impact on retention, which is "key to everything that we're doing," said Lina. Related to this, isolved has an internal advocacy tool that it provides to all its employees. "We needed not only the creativity on the content for marketing, but also the insights and the drive from HR." Usually, several tangents will surface during the #HRTechChat video podcast, and this episode is no different. Lina and I got to talking about where EX possibly matters most. There's probably no definitive answer to this question, but we both agreed: it's hard to argue that onboarding isn't critical to EX in terms of setting the tone for the long term. Incidentally, speaking to this is a soon-to-be-published report by isolved compiling results from a survey of 1,000 employees. Among the findings is this: 49 percent of employees say they’ve been tempted to leave a new job after a poor onboarding experience that includes limited transitioning, an unprepared first day and excessive paperwork.
3Sixty Insights #HRTechChat with Rachel Jordan, Vice President of HCM Product Management at Unit4
Jun 6 2022
3Sixty Insights #HRTechChat with Rachel Jordan, Vice President of HCM Product Management at Unit4
Joining me for the #HRTechChat video podcast is Rachel Jordan. At Unit4, provider of business software for human capital management and enterprise resource planning, as well as financial planning and analysis, Rachel is vice president of HCM product management. Just like several of her fellow relatively new additions to leadership at Unit4, Rachel has a strong a pedigree in the industry. Unit4 is a vendor keen on finding the best ways to align and combine HCM, ERP and FP&A. The possibilities are intriguing, and you'll be hearing more about these from 3Sixty Insights as we stroll through the second half of 2022. Think of this episode of the podcast as an appetizer. HCM technology (including the ethos behind it) has evolved drastically over the past five years, from a focus on talent management to one of supporting the success of people. (Those are two different things, yes.) HR continues to mature in its role, from a largely reactionary position mired in transactional work to one aspiring to proactively support organizational growth and strategy -- and capable of doing so. It makes sense. Organizations have had to adapt their HCM systems broadly and deeply, especially since the pandemic took hold and ushered in work from home, hybrid work and other dynamics once considered novelties or exceptions to the rule. HR's charter now is to facilitate and advocate for the employee experience, and the HCM system is no longer just a database of people, but an ecosystem to support a total employee lifecycle that has, on average, become unconventional and nonlinear -- e.g., career progressions no longer track straight, effective internal mobility hinges on accurate insight into soft skills, etc. Better-delivered information from payroll and compensation strategy and regarding employees' skills influences the employee experience by optimizing internal mobility, facilitating tenure, and rendering current and future personnel costs more predictable. All this change changes the fundamental calculus that HR and other organizational stakeholders must follow to justify their proposals to invest in HCM systems. One way for them to make this argument is to show the value of HCM data as HCM systems become better connected to other domains of the enterprise and the related data becomes more easily combinable in real time. The idea is to shorten the time it takes to figure out how or whether this or that decision regarding people success would deliver value to the organization. As my conversation with Rachel ultimately implies, HR leaders and other HCM-immersed internal organizational stakeholders in positions of influence should emphasize that one major benefit of all this is not only greater organizational agility, but stability, too. Data that an HCM system produces can give employers invaluable insight into which actions are best to take. The ready availability of this data, especially when it's the result of data exchange between systems supporting areas of the business that need alignment anyway, means leaders can take these actions early.
#HRTechChat with retrain.ai and Seyfarth Shaw LLP
May 2 2022
#HRTechChat with retrain.ai and Seyfarth Shaw LLP
Isabelle Bichler is co-founder and chief operating officer of retrain.ai. An employment litigation attorney, Robert T. Szyba is a partner at Seyfarth Shaw LLP. Both are well-qualified to discuss the at once inescapable and intriguing trends at the intersection of AI and human capital management, and they joined us as my guests for this episode of the #HRTechChat video podcast. retrain.ai is the creator of AI-based self-evolving ontologies that unearth the relationships at the intersection of an organization's existing and future roles, its people, and their hard, soft and transferable skills. During the chat, Bichler provided an impassioned, detailed explanation on why this is so important -- and why the development of responsible AI in this area is essential to helping leaders act equitably as they plan more efficient, more targeted external and internal hiring with implications, as well, for learning and performance management. That we're even having this conversation is evidence that we are finally here: AI has finally evolved to the point that it is now a bona fide benefit to HCM. And, right on cue, AI for the workforce has become the focus of an inchoate, nevertheless quickly gathering regulatory framework. That the latter has promptly followed the former is unsurprising. Fraught with the potential for misuse both intentional and unintentional, AI is an emerging technology also holding much, much promise for the world of work. Regulators are still wrestling to approach AI effectively. There is always the chance that an early, reflexive, inaccurately or only partially informed flurry of laws governing its use in the workplace could stifle innovation in the field and have the opposite of the intended effect on AI's impact on people, Szyba cautioned during the podcast. Take this new AI Audit Law that will affect employers in New York City starting in January 2023, for example, regulating their use of AI in screening job candidates or employees up for promotion. Reading it, Those needing to comply might find themselves legitimately unclear on just how to do so. Bichler, Szyba and I will be co-presenting a webinar exploring the subject of this law on June 8 at 10am EST. You can register here. You could say AI and the future of work are inextricable. There's no stopping where we're going with AI in HCM, and we humans must, therefore, embrace and learn as much about AI as we humanly can. With this episode, we do our best, the three of us, to help us all scale the learning curve just a little bit more, and I highly recommend that readers listen in....
#HRTechChat with James Norwood, Chief Marketing and Strategy Officer of isolved
Mar 29 2022
#HRTechChat with James Norwood, Chief Marketing and Strategy Officer of isolved
Consider: It's not necessarily that an employer has a performance management problem or, say, a learning management system problem. We must strive to marshal the discrete domains of human capital management, the silos, as one multidisciplinary instrument to solve employers' people-related needs and challenges. This is the high-level strategic value in industry-specific and industry-tailored suites for HCM, in my opinion. They help us think about HCM more holistically. They help vendors and users alike of technology for HCM break free from silo-think. There's plenty additional value, as well, for the industries these tailored HCM suites address. Software-as-a-service provider isolved recently launched People Cloud for Healthcare Services, a version of its HCM software suite exclusively for employers in health and medical services. To discuss the new product (and accompanying professional services) James Norwood, chief marketing and strategy officer at isolved, joined us for this episode of the #HRTechChat video podcast. "Once you're in a battle for talent, and it becomes a seller's market, then you do have to invest in these things," James says. He's speaking of the perennial need for registered nurses in healthcare and the need to combat and address this with people-focused solutions. RNs are always in short supply, it seems. It's a top-of-mind challenge in the health and medical services space. The pandemic has only exacerbated this shortage to become even more acute (if that was even possible). The vendor's own research shows 100 percent of HR leaders in assisted living facilities saying its hard to retain RNs. You read that right, by the way. In a large isolved-initiated survey of many subsets of the healthcare space, yes, all the HR leaders working in assisted living reported difficulty in retaining talent. It's indicative of the urgent and deep challenges related to employing people in the healthcare space. "What is isolved doing? We're helping on some of those things," James says. For healthcare-related employers, through the new healthcare-focused version of the suite, "we're helping with people getting onboarded. We're helping them get compliant. Our learning management system has very industry-specific certification training courses, which will automatically notify people in advance when a particular certification might be coming up to expire. So there's lots of things that can be done to work with employees, to make them feel like they have more control in their own destiny." The new version of the suite does a number of things to address the idiosyncrasies of healthcare employers' people-related needs, and we recently published our analysis of the People Cloud for Healthcare Services launch. I encourage you all to watch this episode. James and I delved deeply into the rationale behind isolved's decision to launch this new version of its product, how it helps, where the vendor looks to tackle industry specialization next, and much more.
#HRTechChat with hireEZ's CEO Steven Jiang and Head of Marketing Shannon Pritchett
Feb 23 2022
#HRTechChat with hireEZ's CEO Steven Jiang and Head of Marketing Shannon Pritchett
Early this month, at an event for analysts, news media, customers and others, the artificial intelligence-powered global talent platform formerly known as Hiretual announced that it had renamed itself hireEZ. I enjoyed attending virtually and learning the rationale for the name change. We also heard details around the $26 million in venture capital that hireEZ noted it had just raised to help drive the objective of the rebrand: becoming the first vendor to define outbound recruiting as a market segment. Following the event, it seemed natural to invite hireEZ CEO Steven Jiang and Head of Marketing Shannon Pritchett to the #HRTechChat video podcast. “We chose to rebrand to align with our company’s mission to create a new category,” Jiang said, during the podcast. “Our mission is to make outbound recruiting easy. We want to make it easy for recruiters to bring jobs to people. Our vision, three words, is ‘jobs find people.'” Outbound recruiting itself is a collection of practices that have surfaced over the past several years. This market alert we published on the development delves into things. Suffice it to say, outbound recruiting is the yin to inbound recruiting’s yang…. Once a novel idea made possible by the then-novelty of the Internet, inbound recruiting is the idea that you can use the web as a fast way to attract large numbers of candidates to apply to your open jobs. This has its benefits. In contrast, think of outbound recruiting as a return to classic headhunting, but now aided by marked evolution in technologies such as AI and the cloud — and the Internet, of course. Within the external online environment, recruiters are better able to find and choose their targets. It is now possible for organizations to identify and approach right-fit candidates online for open requisitions and, thus, spare themselves the tedious task of sifting through a slew of information on candidates that found their way into the applicant tracking system. A thorough search may be impossible in the ATS. And it’s hit-or-miss on who, among these candidates in the database, may or may not be good matches anyway. Outbound recruiting is far more efficient, and recruiters with the means to do so have increasingly been deploying it, in bits and pieces, as essential arrows for their quiver. “We’ve evolved into a more candidate-centric, candidate experience model,” Shannon said. This is where the pinpointed, 1:1 nature of outbound recruiting comes into play, and that means to do so is where hireEZ enters the equation. The vendor’s technology already supports all five pillars of outbound recruiting: AI sourcing; robust, searchable data; email automation; diversity, equity and inclusion; and system integration. During the podcast, Steven, Shannon and I dove deeply into the details of these five pillars, which the aforementioned market alert also describes. Against the backdrop of The Great Resignation and a job market that looks like it’s going to be topsy-turvy for the long term, what hireEZ is doing in the recruiting space is remarkable, really. What struck me most, possibly, is around something Steven said. He noted that, for recruiters to embrace outbound recruiting, they must internalize a fundamental shift in mentality. Inbound recruiting remains a piece of the puzzle, yes. But the passivity associated with waiting for candidates to pour in is incompatible with outbound recruiting, whose ethos is proactive, can-do, recruiting with intentionality. The talent acquisition departments that deploy outbound recruiting the most successfully will commence all their recruiting activities with an outbound mindset first, with inbound activities playing a supporting role in their pursuit of the objective.
#HRTechChat with Maurik Dippel, Co-Founder and CEO of CircleLytics
Feb 4 2022
#HRTechChat with Maurik Dippel, Co-Founder and CEO of CircleLytics
Technology has advanced to the point where we don't really have to subject ourselves to the inflexibility of a number of traditional, conventional practices anymore, in human capital management. One of these is our approach to measuring employee engagement and collecting employee feedback. Technology has evolved. We can dive much deeper now and achieve several objectives at once. We have much more at our disposal now than just one-to-many surveys set to quarterly, twice-annual or yearly cadences. "We're finding that a lot of the old ways, the conventional or traditional ways of doing things, just don't cut it," says Maurik Dippel, our guest for this episode of the #HRTechChat video podcast. Annual employee engagement surveys and the like just aren't "up to the to the task. The employee survey is an inflexible instrument." Innovations in driving employee engagement and gathering employee feedback outside the confines and limitations of the conventional employee engagement survey -- these are areas of expertise squarely in the wheelhouse of Netherlands-based CircleLytics, where Maurik is CEO and co-founder. The CircleLytics solution comprises artificial intelligence; natural language processing; well-thought-out, tailored, guided open questioning; facilitated follow-up interaction between parties, who see and react to each other's responses; and additional activity to make the gathering of employee feedback highly interactive, dynamic, meaningful and... engaging. It's an approach that in fact promotes employee engagement as a part of the process. This is far more insightful and helpful than the administering of a survey to measure employee engagement, in my opinion. Maurik agrees, of course, and notes that the model has a way of optimizing management-employee relations and helping these and related stakeholders reach consensus and accord internally on challenging issues. With its AI and NLP, CircleLytics' solution analyzes their answers and interactions to capture as broad of a spectrum of organizational sentiment as possible, to help employers reach consensus more readily and in ever better ways, over time. As a microcosm, it's not unlike the idea in the macro that we must inform algorithms right now with as broad of a spectrum of human sentiment as possible, to help ensure that AI evolves as humanly as we want over time -- the focus of another episode of #HRTechChat, from November 2021 with leaders from Cornerstone and AbilityMap. But before you view that episode from last year, be sure to watch this one. Maurik does an excellent job of explaining how CircleLytics works. Plus, he and I covered lots of intriguing ground. Candidly, Maurik really made me think, and we think our chat will make you think deeply too on new possibilities in employee feedback and engagement.
#HRTechChat with Doug Dennerline, CEO of Betterworks
Jan 20 2022
#HRTechChat with Doug Dennerline, CEO of Betterworks
"The annual performance review process is pretty broken," says Doug Dennerline, CEO of Betterworks and our latest guest on the 3Sixty Insights #HRTechChat video podcast. "It was created seventy years ago for hierarchical organizations," which means it's mismatched to manager-employee dynamics at most organizations today, according to Doug. His credentials and past experience leading well-known vendors in our space are formidable and lent gravitas to our discussion. And I happen to agree with him wholeheartedly. Years ago, in a previous professional life, I wrote about "a coming mass extinction in human capital management." A result of advances in technology spurring an evolution in attitudes around how best to get the most out of employees, chief among the coming casualties would be the conventional, traditional annual performance review, in my opinion. It was nothing particularly revelatory on my part. For a long time, plenty others had been saying similar things. The idea to say it was a "coming mass extinction" gave the idea some bite and sounded cool, I rationalized. Fast forward to today. The bite of the past two years accelerated the aforementioned evolution in those attitudes to the point where, here we are, fixated on how to create the conditions for an optimal employee experience at all times. Clunky, yearly performance reviews don't fit into this equation. We may still need them for compliance, sure. Factor machine learning and social media-grade functionality into continuous performance enablement, however, and a clear, auditable trail of information further supporting any action with an employee is possible and defensible from a regulatory standpoint. Enablement is the new word, by the way. Doug doesn't like the word "management" in performance management, and neither do I -- not one bit. It's just as bad as the "management" in human capital management or talent management. The idea that we're enabling performance is a better, more accurate reflection of the purpose of evaluating employees, and we end up doing much more than merely evaluating them. This is a good thing. Think of all the advantages modern technology for the employee experience affords us when compared to the old approaches. All you have to do is read Betterworks' tagline: "Betterworks closes the loop between people, strategy and results, enabling organizations to align even the most sprawling teams." There's no practical way to form a virtuous loop of people, strategy and results with only a conventional performance management system. Add work from home to the mix, and a renaissance, an expansion in our thinking in our approach to figuring out how employees are performing, is in order. The frustrating and stilted thing about the way old-style performance management has developed, is that it occurs in a vacuum. It doesn't really drive strategy. It purports to help drive results, but barely does so. Mostly, staff loathe the tedious annual review process and anything to do with performance management. So do their managers. Underperforming or struggling employees fear the process. There's little room for positive engagement wherein they might feel good about the opportunity to get better at their jobs. It's all top-down evaluation, all the time, and, often, the process isn't even very efficient or effective in producing accurate, usable evaluations.
3Sixty Insights #HRTechChat with Michael Spataro, Chief Delivery Officer for Legion
Jan 4 2022
3Sixty Insights #HRTechChat with Michael Spataro, Chief Delivery Officer for Legion
For this, the latest episode of the 3Sixty Insights #HRTechChat video podcast, our guest was Michael Spataro, chief delivery officer for Legion, a provider of advanced technologies for workforce management (WFM). Michael and I enjoyed a wide-ranging, at once practical and philosophical discussion of organizations' relationship with their hourly workforce in the retail and service industries. Legion's software excels in helping employers in these industries support a strong, positive employee experience for their hourly staff. In the summer of 2020, Legion published a report sharing the findings of a survey the vendor conducted. Respondents comprised about 500 wage and hourly employees and approximately the same number of managers, all in retail and the service industries. An top-line breakdown of the many findings is available in this press release. According to the survey’s results, notably, two out of three top reasons for leaving an organization are essentially the same for employees and their managers. For wage employees, these top three reasons are a lack of scheduling empowerment, poor communication, and an inability to get paid early. For managers, the top three are the lack of tools that would make it easier for them to communicate with their employees, an inability to get paid early, and a desire to reduce the time they spend on administrative tasks such as scheduling. Note that for the one that is not as similar, it pertains to the same issue nonetheless: scheduling. Notice also that all these concerns leading managers and their staff alike to leave their jobs in these industries all have to do, palpably, with the quality of their experience with the employer. If an employer were to address these, the payoff in their workforce’s relationship with the organization’s customers would probably improve significantly. How do we know this? Michael and I delved into it a bit. For one, it’s a fundamental respect for the Service-Profit Chain, a well-documented idea detailed in Harvard Business Review. The central tenet of the Service-Profit Chain says floor associates satisfied in their work and its effects on their work-life balance are more apt to treat customers well, which, in turn, leads to better retention of both. With this in mind, we discussed the past two years' impact on employee satisfaction in these types of roles. It hasn't always been the case everywhere, but the majority of hourly staff have long struggled to thrive in these industries. It can be thankless work. It isn't just the pay, which has tended to be low. The entire employee experience has historically left a lot to be desired in these types of roles. For hourly jobs in retail and the service industries, as Michael puts it, the pandemic has precipitated a major power shift in the employer-employee relationship. All I will add is that the past two years have brought a festering inverse of a healthy Service-Profit Chain to the surface. Look at it either way, and the ramifications are clear. "There’s no shortage of workers, but the availability of workers willing to do retail or hospitality jobs, where the employee experience is poor, has dwindled," Michael says. They're holding out for better pay and better conditions overall. It’s the reality of the Great Resignation in these sectors among these employee demographics. Call it the Great Resignation or something else, even. The terminology doesn't matter so much. What does matter, far more, is that the pandemic created a scenario wherein employees in these kinds of roles have been able to exert more influence over the conditions of their employment and its effects on their overall lives. “It’s more than better pay," Michael says. "Employees want to interact with their employer" in much the same way they do as customers "with every other company in their life.”
#HRTechChat with Adriana DiNenno of Infor
Nov 20 2021
#HRTechChat with Adriana DiNenno of Infor
Adriana DiNenno was our guest for this, the latest episode of the 3Sixty Insights video podcast. Adriana has an intriguing dual role at Infor. As product manager of Infor People Solutions, she plays a leading role in informing the development of Infor's solutions for talent in the workforce. She also helped found and co-chairs Infor People Wellbeing, an internal group focused on -- as the name implies -- supporting positive employee sentiment there. Note that the word is people, not employees. Increasingly, vendors and customers of software for human capital management are officially referring to their employees as their people, a more human term. As co-chair, Adriana had a vision to help create a place where Infor's people can prioritize their mental health insomuch as it intersects with their work life. It's an area often overlooked in the world of work. She quickly came to the realization, however, that Infor People Wellbeing would and needed to encompass the full gamut of wellbeing -- not just the mental health aspect, but the physical, the financial, the environmental, and the social. "There are all these dimensions of employee well being," she says. "So there couldn't be a better name than Infor People Wellbeing," which happened to fit perfectly with the area of product she helps manage (again, Infor People Solutions). As we have learned on #HRTechChat over the past year, most roads in the employee experience lead to the intersection of concrete and abstract HCM -- the idea that easily and not-so-easily quantifiable activities in HCM are interconnected and holistically bear on organizational success. Over the course of our conversation, Adriana and I brainstormed several not-so-hypothetical examples, and it's worth noting: An organization's people's overall wellbeing may not be easy to quantify in a way that shows the potential impact on the business, and yet employee wellbeing undoubtedly affects productivity. I very much enjoyed chatting with Adriana, a dynamic member of the team at Infor, and encourage everyone here to view the full episode. i2w2izKNUjwFWrZAyee1
#HRTechChat with Mimi Brooks, Founder and Chief Executive Officer of Logical Design Solutions
Nov 16 2021
#HRTechChat with Mimi Brooks, Founder and Chief Executive Officer of Logical Design Solutions
Your organization has completed a digital transformation. But the organizational transformation you hoped would naturally follow has not materialized. Why? What happened? Mimi Brooks, founder and CEO of Logical Design Solutions (LDS), joined us at 3Sixty Insights to answer this and discuss the tricky notion of the role digital transformation plays in organizational transformation -- and vice versa. This is a chicken-and-the-egg scenario wherein at times the chicken is first, and at other times the egg is. This and how organizational cultures and makeups of the future of work will affect digital strategies, as well as the near-future considerations at the intersection or organizational and digital transformation vis-à-vis the pandemic and a return to work, are among the many topics we covered with Mimi, our guest on #HRTechChat. LDS is a management consultancy that works "with large global organizations on their digital strategies when they're trying to use digital to create organizational change," Mimi says. She speaks of a future workforce and sees a move toward employee experience plus productivity, as well as experiences in the context of work. In this way, digital transformation helps drive the gig economy. "I like to say worker experience, because it could be whomever and wherever work gets done." And this has implications for the semantics of the term employee experience, of course. Getting back to the origins of digital transformation, Mimi says it "came first, because people bought the technology first. The human behavior was to buy the technology. And we thought that if we bought digital technologies that we would become digital, native companies as a way of working." And this didn't necessarily happen, even though they were good capital expenditures. The challenge since has been to transform cultures to be digitally native and receptive to using the tools and forming a virtuous circle. The thing about COVID-19 and the major disruptions that came along with it is that it accelerated utilization of this preexisting digital infrastructure and has had a net-positive effect on the interplay between organizational and digital transformation -- again, that virtuous circle. We touched on a lot more in the half-hour we spoke. I encourage anyone interested in this topic to view the full episode.
#HRTechChat: Informing Artificial Intelligence
Nov 2 2021
#HRTechChat: Informing Artificial Intelligence
For this episode of the #HRTechChat video podcast, AbilityMap CEO and Co-Founder Mike Erlin and Mike Bollinger, vice president of strategic initiatives at Cornerstone OnDemand, joined me to discuss a crucially important area of focus: at this still-early stage of its development, helping to ensure that we inform artificial intelligence with the best human-centric data possible. After all, most of us would like to think that the behavior of AI, as it grows eventually to an exceptionally high level of sophistication and begins to take over higher-level decision-making, will continue to reflect what we hold dear as "humanness." Both Bollinger and Merlin are vendor-side members of our Global Executive Advisory Council and repeat guests on the podcast. The episode you're reading about here has its origins in an an unrecorded conversation the three of us had several weeks ago. It all began when Bollinger alerted us to "Bias in AI: Are People the Problem or the Solution?" By John Sumser, principal analyst for HRExaminer, the article acknowledges two camps and their diverging viewpoints on the development of AI. "One group says people are the problem; the other sees them as the solution" in the development of AI, according to Sumser, who also says, "All tools contain embedded biases. Bias can be introduced long before the data is examined and at other parts of the process." We commenced this episode by agreeing with Sumser. The way forward, in our opinion, is to flood AI with as much human perspective as possible. The alternative, for developers to work overtime attempting to ensure that AI remains devoid of human bias, may be the wrong way to go and, not to mention, possibly impossible. This is my own inference from Sumser's article. The approach is counterproductive if we wish to avoid the generally dystopian future that AI has the potential to produce should we fail at this point in time, right now, to shepherd AI in a direction that humans would recognize as desirable. This does not mean a direction that humans necessarily would set on their lonesome, by the way. And, yes, there are implications for the future of work specifically. Erlin made great points here. In the world of work, when we test for cultural fit and soft skills, the best candidate for a role can often be nothing like we might have predicted. What manager anywhere would guess that a former daycare worker would be the best fit for a role in debt collection, for example? I might be getting it slightly wrong, but something like this is a finding that modern psychometrics have produced. Imagine a future of work where AI lacks this perspective, drawing instead solely on conventional decision-making metrics such as credentials and past work experience. That's where we're headed, a future where the AI for talent acquisition, for example, will have been developed with data that precludes the AI entirely from the very ability to unearth delightfully unintended, unexpected relevance. In an additional twist, it's a particularly human outcome that mere humans would never reach on their own. Erlin further expounds on the idea. Incorporating quantitative evidence of human bias -- think inherent human preferences -- into the referenceable data sets available to AI generates higher-quality, human-centric current and future choices for humanity, he suggests. I agree. And it's a continual, never-ending process to feed this type of information to AI, which should then provide us suggested courses of actions. Furthermore, we must think deeply about the questions we ask AI to answer. For example, rather than ask, "How can reduce crime?," we should consider asking, "How do we create an enriching community?" -- lest AI return answers that only exacerbate human suffering or frustrations.
#HRTechChat with Caitlin MacGregor, Chief Executive Officer and Co-Founder of Plum.io
Oct 20 2021
#HRTechChat with Caitlin MacGregor, Chief Executive Officer and Co-Founder of Plum.io
For this episode of #HRTechChat, our guest was Caitlin MacGregor, chief executive officer and co-founder of Plum.io. As readers of the 3Sixty Insights blog know, we are convinced that there is a critical link in human capital management between artificial intelligence and psychometrics, and this critical link needs a cacophony of advocacy. The idea is that fast-developing AI for the world of work runs a risk -- a huge one, actually -- of failing to account for the most important, necessary aspects of humanness. That is, unless we intercede immediately and in a big way. If we don't, the prospects for humans in the future of work might not be too good. To be clear, I am hopeful. Caitlin and I went into some depth on the rationale behind this urgency and why this kind of key information may nonetheless be less than a priority among forces currently steering the evolution of workplace AI. Plum's expertise and value proposition are in the psychometrics side of this equation. Drawing on the latest science, the vendor deals in modern psychometrics. In other words, and to pilfer an old marketing slogan for Oldsmobile, a now-defunct automobile brand, this is not your father's MBTI. Advancements in the science behind industrial psychology have produced instruments capable of much depth and accuracy in testing for the potential of people. And the question has now become, what's stopping us from doing all we can to take all this new high-caliber insight into humans' potential and inform the development of AI for the world of work? We're talking about soft skills, by the way. These are the gold standard in predicting humans ability to survive and thrive in a given role. It isn't hard skills or past experience or past performance. Too many factors are at play. A bright future of work is possible. Its likelihood hinges on a number of things, and one of those is how good of a job we do right now in feeding still-young AI nutritious data on people potential. It's the dimension and perspective that conventional data on people's job eligibility (e.g., credentials) and past performance, while necessary, can't provide. Among the upsides, meanwhile, will be increases in retention from improvements to the employee experience and employer culture and brand. Readers can complete a Plum Profile, by the way, and get access to their own full Professional Talent Guide to learn "exactly what drives and drains them," as Caitlin puts it.
#HRTechChat with Melissa Swisher, Chief Revenue Officer at Socrates.ai
Sep 27 2021
#HRTechChat with Melissa Swisher, Chief Revenue Officer at Socrates.ai
For this episode of the #HRTechChat, our guest was Melissa Swisher, chief revenue officer of Socrates.ai. To say Socrates.ai is an artificially intelligent chatbot to tie together various domains of the enterprise software ecosystem is probably the most straightforward description.  The description implies only a small sliver of Socrates.ai's potential application. Some of these domains themselves may have chatbots specific to various proprietary software, and Socrates.ai an draw information from it all. As Melissa elaborated during our chat, Socrates.ai "is an employee experience platform. Think of it as an experience layer" that hews to employees' preferences. My take is this: Think of it as a prosthetic to facilitate a unified experience in employee self-service as this pertains not just to staff's employment, but to anything they wish or need to know over the course of a given workday. In my experience, ESS for human capital management specifically offers a rich potential vein of return on investment, and I can only imagine that this ROI grows exponentially when applied to more of the employee experience. Melissa and I delved into some interesting numbers around newfound efficiencies deployments of Socrates.ai have produced. Naturally, because of the solution's relations to AI, our conversation expanded beyond Socrates.ai itself. And, as mentioned during the chat, I really wish something like Socrates.ai had been available to me much earlier in my career, when I worked with a team at civil engineering firm to figure out what the company had done, in its past, that was relevant to the many responses to request for proposals we drafted. A prosthetic to identify and pull that information from within the depths of the company's enterprise would have been nice. Then again, it was 2003, not 2021 -- the age of AI. We've come a long way, and I encourage everyone to listen this episode.
#HRTechChat from Hollywood, Florida at #isolvedconnect 2021
Sep 21 2021
#HRTechChat from Hollywood, Florida at #isolvedconnect 2021
3Sixty Insights is at the Hilton Diplomat in Hollywood, Fla., this week to attend isolved Connect, the vendor's annual customer conference. So, naturally, we recorded an episode of the #HRTechChat video podcast onsite with Amy Mosher, isolved's chief people officer, and Lina Tonk, vice president of marketing for isolved. For our chat, we dove deeply into isolved's recent rebrand, the positive impact this has had on its employees and customers alike, and, as well, isolved's successful internal use of its own platform to grow its own workforce by 40 percent this year. Earlier, this summer, 3Sixty Insights published a case study delving into the particulars. Download it for free, and, if you're feeling enterprising, go here to learn all about our case study on Key Training Center's successful use of the isolved platform. By the way, you read that right: #isolvedconnect is an in-person event this year. Related activities and festivities remain in full swing through the conclusion of Tuesday's Final Night Party, and it was my pleasure to deliver a presentation here on Monday: Melding the Two Hemispheres of HCM: Concrete and Abstract. After close to two years now meeting with colleagues only virtually, you tend to forget how great it is to see familiar faces and meet new people in real life. In my opinion, isolved has conducted itself in an exceptionally savvy way as of late -- Amy, Lina, and I even dipped briefly into analyzing the effect of isolved's new colors, pink and black.