HR Technology Q & A with Damon Lovett

With the HR Technology Conference (#HRTechConf) just around the corner, we're inviting our Next Official Bloggers to offer their perspective on how technology is impacting the profession today -- and their predictions for the future.

The following is a Q & A with Damon Lovett:


 


Q:   Everyone is talking about social recruiting. How important is it for employers to include a social media component in their recruiting strategies and why?

DL:  Talent Acquisition activities have benefited the most from Social Media in recent years.  Although there are very real benefits of applying solid #SoMeHR strategies & tools to recruiting practices, we still have to ask questions like “does social recruiting really generate solid candidates or simply generate a lot of noise you have to deal with?  How important is getting "Talent Branding" right and leveraging through social media vs. simply throwing social media at an aging recruitment strategy (or lack thereof)?”   
 

Q:  What do you think is the biggest misunderstanding about social recruiting?

DL:  Clearly the biggest miss for HR regarding social recruiting is that we can simply create social media profiles for the organization (BTW, Marketing likely owns this) and use our job board aggregator to start “socializing” our requisitions in these new sites.  Essentially, when social media outlets are merely used as new job boards, the point is completely lost and we see that a lot in HR.  To get the most from social in recruiting, the strategy needs to include analysis of the positions being recruited for and a documented approach to using social for these.  For high turnover/production position, finding where these folks spend more of their time online and getting in front of them there may be the only way you need to use social.  However, to snag professional to executive level positions and get them to “Bite,” the strategy needs to include a broader approach that includes partnership with Marketing, branding initiatives, talent pool analysis, hiring trends research, application process/tool analysis, etc.  This information will position the organization to create the right messaging to capture the attention of your target audience and allow the organization to ensure the candidate experience is unique and meets their expectations. 
 

Q:  Is an applicant tracking system still the single most important piece of technology an HR pro can have? Why or why not?

DL:  Absolutely not – and I might go so far as to say it never was.  The ATS has always been an extension of a core HCM solution to capture recruiting information, allow for workflow, and aggregate information for analysis.  The most important piece of technology for HR Pros today are connective devices that allow them to analyze information, drive business, and react to business scenarios in real time.  This is how business is driven – software is not the solution.  I would say that the second most important tool in HR’s arsenal is knowledge – which often comes in the form of a technology solution but must be available and must be adopted to realize the value of any technological solution.
 

Q:  What area of Human Resources profession (recruiting, OD/Training, comp/benefits, employee relations, etc.) do you see technology affecting the most in the next 5 years? 

DL:  Good question – and the short answer is none of the above.  In my opinion, the next three to five years will find technology changing how work gets done; collaboration, constant communication/contact, and a remote/contract workforce.  Let’s be clear - There are already functional & technical solutions in place to address the #HR functions above and it is becoming abundantly clear that the focus of enterprise innovation is NOT about HR – it is about how work gets done, who is doing that work, and ensuring they are connected and constantly collaborating.  HR has to change the mindset of the enterprise, instill a culture of mentoring and break down the bureaucracy.  Don’t get me wrong, I believe there is a strong and strategic role for HR to play in the future of work and how work gets done but they have not made that shift yet.  For HR to become a relevant driver of workplace/workspace innovation, they have to get the basics right and abandon complexity for the sake of complexity.  Complacence & complexity no longer equates to job security. 
 

Q:  What are the advantages of combining both HR professionals and technology process experts to design software that will address HR’s future challenges?

DL:  Anyone who follows and contributes to the conversation at #WorkSpaceNext understands that software already exists to solve HR’s challenges.  The future of work is not about HR – it is about the workforce, the workspace, and the work that gets done.  HR’s mission in the future of work – should they choose to accept it – is to align people, purpose, & passion so that the work people do is work that people love.  91 percent of millennials expect to stay in a job for less than three years.  Millennials will have 15-20 jobs over the course of their working lives.
 

Q:  What technology are companies employing to reduce their cost per hire?

DL:  Video is the latest innovation.  Allowing HR Pros to use video to pre-screen candidates and gain valuable insights before incurring heavy recruiting expenses on travel and other logistics.  Video allows the organization to get to know how people project themselves, how they interact with technology, and whether they are a good candidate to move forward in the process.  Companies like HireVue, WePow, and others are taking this concept and running with it. 
 

Q:  What's your HR technology trend prediction for 2015?

DL:  The constant growth and innovation of technology waits for nobody. HR needs a new baseline and must review their overall service delivery model with people, process, and technology in mind (and in that order).  Considering only process & people without technology leads to a lack of information.  If your focus is on process and technology only, you will driver decisions based on incomplete or wrong information.  Only focusing on new technology to meet the demand of the audience creates a lack of process ownership. 

 

 

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