This week I am in Atlanta for the SHRM Diversity Conference. I had the opportunity to speak on bias, HR technology, and how AI might be able to help us avoid some of our biased tendencies (if we can keep the bias out of the systems themselves).
Ben Eubanks is the Principal Analyst at Lighthouse Research, a firm dedicated to uncovering the trends and technologies that drive HR, learning, and talent. His research focuses on human capital innovation, strategy, and technology. In addition, Ben writes a blog for in-the-trenches HR leaders at upstartHR.com, a resource that has touched more than 650,000 lives since 2009. You can connect with him on Twitter or LinkedIn.
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Articles by Ben Eubanks
An interesting piece of research on publicly available WiFi access in England led to a question that made me pause. Should employees be paid for commuting time?
This year’s SHRM Annual Conference is a milestone. The team is estimating about 20,000 HR professionals, vendors, and miscellaneous other attendees have converged on Chicago for this year’s event. Attendees are here from around the world–I’ve already met delightful individuals from both Italy and India.
Ask any business leader and they’ll tell you that a reduction in force, or a RIF, is one of the hardest activities to carry out. Often times good employees are hit by these decisions through no fault of their own, and the resulting morale issues can doubly affect the workplace in a negative way. That said, there are times when a RIF is an essential part of business continuity and operations. Today we’re going to explore some of the key things to know about RIFs.
What is a RIF?
Language is the fundamental currency for how people express themselves.
What’s the ROI of video?
While it seems like a challenging question to answer, I’ll start you off with two scenarios:
If you know me, you know I’m not a sports person. I don’t watch. I don’t follow.
It’s not that I have some strong dislike for sports. It’s just that when I stopped doing them in high school, I lost all interest. I can watch them, if I am at a live event or if I don’t have an alternative. But when I’m listing things I look forward to each week, that isn’t at the top of my list. If you’re like me, then this post is still going to be valuable for you!
I recently learned a great strategy that I can’t wait to share with you.
Employee: Hey Bob. I know you are busy. I just have a few quick questions. A few of us came up with this really great idea for the party.
Employee: Um, well, okay. So, Jim needs me to help him with this thing…
Employee: All right, then, just one more question…
I’m blessed again this year to be attending the SHRM Annual Conference. Yesterday, I spoke with a friend who I haven’t seen at a SHRM event in a while. I asked him about what he was most looking forward to, and he had a quick response for me: the people.
Yes, the content is good.
Yes, the general sessions are motivating.
This week I have a treat for you. I had the opportunity as part of my role on the #SHRM16 social media coverage team to interview Rohini Anand, Senior Vice President of Corporate Responsibility and Global Chief Diversity Officer at Sodexo. She will be speaking at the SHRM Conference on June 20th from 2:00-3:15, in case you are interested in seeing her after reviewing this interview.
I was talking with some HR professionals last week, and the conversation of transparency came up. What happens if managers care so much about their employees that they help or prepare them to leave the company to pursue the next step in their careers? Is that a good thing, because you’ve successfully grown someone to the level that they are prepared for that?
Investigations are one of the toughest parts of working in HR, because you have to work between very fine boundaries and there is always going to be someone upset with the result, no matter how gently you tread. In the various investigations I’ve been a part of, I have picked up some tips and tricks that help to make the process smoother.
I had the distinct pleasure of seeing my friend Steve Browne speak this morning at SHRM. His session was intended to fire up the audience, and I’d say it was a smashing success. One of his comments was powerful, and I thought it deserved to be repeated here because I talk about certification quite a bit.
This week, I’m at the SHRM Conference in Las Vegas with 15,000 of my HR brethren, and there is definite excitement in the air. Marcus Buckingham started off Monday’s general session by talking about strengths, leadership, and performance. One of the specific areas he focused on was the importance of a good team leader for the performance of the organization.
This post continues our overarching discussion of the importance of restaurant careers and the opportunities available within the industry. Today the focus will be on the mobility of those employed within the field. Here are a couple key statistics from the infographic below:
9 in 10 restaurant workers 35 or older have moved to higher-paying jobs in the industry after their first job.
Even newbies enjoy the restaurant industry’s upward mobility: 71% of employees 18-24 land a more lucrative gig in the business after their first job.
One of the recurring conversations I had during the first day of the HR Technology Conference revolved around using these tools to solve business problems. The issue with that, says Michael Rochelle, Chief Strategy Officer at Brandon Hall Group, is that “HR is a buffet of broken processes.” Applying technology to a misaligned strategy, poor tool selection, or inefficient process isn’t going to magically solve anyone’s problems—in fact, it’s just as likely to exacerbate the problem instead.