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Orange Business Services Launches Its HR Innovation Lab to Promote Co-Innovation Within the HR Ecosystem

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An open and agile think-tank Lab to anticipate the transformation of human resources through new technologies

Orange Business Services inaugurated its HR Innovation Lab yesterday during the Orange Business Summit, an annual customer event in Paris with more than 1,000 in attendance. The Lab is in line with its strong commitment to co-innovating with clients by harnessing technologies and human capabilities to support their specific business needs.

“The launch of this Lab is in line with our strategy to support both our employees with the evolution of their jobs and work environment and also our customers, whom we help succeed in their digital transformation”

This experimental think-tank’s mission is to bring together all the diversity of the HR ecosystem, from large to small businesses, self-employed professionals, start-ups and employees. It aims to anticipate how technological innovations, such as 5G, Artificial Intelligence, Data Analytics, etc., will transform human resources – in terms of tools and skills – the way we work, our employee experience, and our cultures.

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Thanks to its open mindset and way of operating, inspired by the world of start-ups, the HR Innovation Lab will move forward with an agile, creative and entrepreneurial approach. It will also measure the impact of technology on business and identify co-innovation projects and experimental initiatives on which to focus. The findings from its members’ research and reviews will be published and shared.

A diverse selection of stakeholders, including academics, sociologists, experts and researchers from Orange Labs, will discuss trends, such as the future of work, innovation culture, employer attractiveness, skills management, learning businesses and employee experience, or even the societal engagement within the company.

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Webinars, HR circles and learning expeditions will also be organized over the coming months in Silicon Valley, as well as in Asia and Europe.

“The launch of this Lab is in line with our strategy to support both our employees with the evolution of their jobs and work environment and also our customers, whom we help succeed in their digital transformation,” explains Mechtild Walser Ertel, executive vice president, Human Resources, Orange Business Services. “This Lab is also a great opportunity for HR, to exchange and look ahead to the future, while ensuring that the human aspect is always at the heart of our decisions, especially when technology is constantly accelerating. Opening ourselves up, sharing with our peers, supporting digital transformation, designing tomorrow’s organizations and planning ahead are all challenges for human resources.”

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Xerox Bolsters MFP Security – Channelnomics

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April 19, 2019

Adds McAfee, Cisco technology to AltaLink devices

Channelnomics Staff

The vendor announced this week that it’s enhancing the security features of its AltaLink Multifunction Printers to provide CISOs, IT managers, and network administrators with an additional layer of protection.

>McAfee Embedded Control whitelisting technology halts a detected attack.
>The MFP sends an alert to McAfee ePolicy Orchestrator, which communicates the event to the Cisco Identity Services Engine over the DXL/pxGrid framework.
>The Cisco Authentication Service takes the affected device off the network until the situation can be assessed.

The combination of McAfee’s and Cisco’s technologies with Xerox’s built-in security features allows customers to break up silos, eliminate security “blind spots,” and centrally manage and enforce security policies.



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HR Certifications You Need to Know Before Starting a Career in HR

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HR professionals are no longer confined to the
traditional role of hiring employees. Of course, they hire but their job
doesn’t end after hiring. Rather, their job starts after hiring. Modern HR
professionals are not expected to work with the managers and CEOs of the
organization. Their focus has been shifted to people management and the
productivity of the organization.

A career in HR is not as easy as it may seem. Professionals are getting into this lucrative field to earn high packages and work with the top companies. You should know that this is only possible through HR certifications. These certifications are enough to portray that the professional can now take the responsibility of the organization and is skilled enough to take independent actions.

Here are a few
certifications that you must have a look at before you start a career in HR-

The HRCI

The HR
Certification Institute offers certifications for career advancement. It
provides three certifications that include-

Associate Professional in Human
Resources

This
certification is designed for those beginning their career in HR. If you are
looking to kick-start your career in the field of HR, this certification is a
perfect match for you.

Professional in Human Resources

The
certificate is given to the professionals who are already working in the field
of HR. The main focus is put on the practical aspects rather than on business
strategy and management.

Senior Professional in Human
Resources

The
certificate is earned by the professionals who have an inclination towards
designing HR policy or business strategy.

The SHRM

The Society for Human Resource Management
comprises of 3,00,000 professionals across 165 countries and offers two
certifications for the professionals-

CP (Certified Professional)

This
certification is absolute for early and mid-career HR candidates. Individuals
enrolled for this certification are in their final year of an undergraduate or
graduate degree program. They also provide learning management system to the
learners.

SCP (Senior Certified Professional)

This
certification is ideal for senior-level HR candidates. If you are in the field
of HR or are in the director-level or higher, get ready to grab this
certification as it will equip you with skills to take up the ownership to
force the overall business direction.

TMI (Talent Management Institute)

Time to introduce you to the promising certification body that offers three certifications for excelling in HR- Talent Management Practioner, Senior Talent Management Practitioner, and Global Talent Management Leader.

Talent Management Practitioner (TMP)

Gear up HR professionals and recent graduates for TMP. Time to experience growth in your career with HR degree and talent management qualification. Boost your brain with knowledge and earn this certification.

Senior Talent Management Practitioner (STMP)

STMP is the certification ideal for mid-career HR professionals. Polish yourself for the big roles in the future and grab the best in the industry.

Global Talent Management Leader (GTML)

You should be aware of the fact that TMI has partnered with The Wharton School and has come with the learning material that is based on modern techniques, frameworks, and tools. The blend of their learning course will give you a dose of knowledge that will ensure that are able to drive the growth of the business. Moreover, you will be enabled to achieve global leadership roles.

IPMA (International Project Management Association for HR)

Stand out of the crowd by getting certification from IPMA. It offers two certifications- IPMA- CP and IPMA- SCP.

IPMA- CP

With this certification, you will be geared up for the position of human resources specialist, generalist, and managers. The certification is meant for the mid-level or entry-level public sector HR professionals.

IPMA- SCP

Senior level public sector professionals can take this certification and prepare themselves for the position of manager, director, senior manager or executive.

Hope that you have got all your answers. Get ready to make it big in this big field of human resources!



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Orange Business Services Launches its HR Innovation Lab to Promote Co-Innovation Within the HR Ecosystem

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PARIS–(BUSINESS WIRE)–Apr 19, 2019–Orange Business Services inaugurated its HR Innovation Lab yesterday during the Orange Business Summit, an annual customer event in Paris with more than 1,000 in attendance. The Lab is in line with its strong commitment to co-innovating with clients by harnessing technologies and human capabilities to support their specific business needs.

This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20190419005024/en/

This experimental think-tank’s mission is to bring together all the diversity of the HR ecosystem, from large to small businesses, self-employed professionals, start-ups and employees. It aims to anticipate how technological innovations, such as 5G, Artificial Intelligence, Data Analytics, etc., will transform human resources – in terms of tools and skills – the way we work, our employee experience, and our cultures.

Thanks to its open mindset and way of operating, inspired by the world of start-ups, the HR Innovation Lab will move forward with an agile, creative and entrepreneurial approach. It will also measure the impact of technology on business and identify co-innovation projects and experimental initiatives on which to focus. The findings from its members’ research and reviews will be published and shared.

A diverse selection of stakeholders, including academics, sociologists, experts and researchers from Orange Labs, will discuss trends, such as the future of work, innovation culture, employer attractiveness, skills management, learning businesses and employee experience, or even the societal engagement within the company.

Webinars, HR circles and learning expeditions will also be organized over the coming months in Silicon Valley, as well as in Asia and Europe.

The launch of this Lab is in line with our strategy to support both our employees with the evolution of their jobs and work environment and also our customers, whom we help succeed in their digital transformation, ” explains Mechtild Walser Ertel, executive vice president, Human Resources, Orange Business Services. “ This Lab is also a great opportunity for HR, to exchange and look ahead to the future, while ensuring that the human aspect is always at the heart of our decisions, especially when technology is constantly accelerating. Opening ourselves up, sharing with our peers, supporting digital transformation, designing tomorrows organizations and planning ahead are all challenges for human resources.

About Orange Business Services
As the B-to-B division of the Orange Group, Orange Business Services focuses exclusively on serving enterprises around the world. Both a network operator and a digital services integrator, Orange Business Services leverages expertise in the areas of IoT, Cloud, Data, AI, application development and cybersecurity. It supports and protects businesses at every stage of their data lifecycle, from collection to transport, storage, processing, analysis and sharing.

Convinced that innovation is essential for businesses, Orange Business Services places its customers at the heart of an open collaborative ecosystem, built around its 25,000 employees, the expert capabilities and teams of the Orange Group, its technology and business partners and a pool of carefully selected startups. More than two million professionals, companies and local communities in France and 3,000 multinational enterprises trust Orange Business Services.

For more information, visit www.orange-business.com or follow us on LinkedIn, Twitter and our blogs.

Orange is one of the world’s leading telecommunications operators, with revenues of 41 billion euros in 2018 and close to 264 million customers worldwide at December 31, 2018. Orange is listed on NYSE Euronext Paris (ORA) and the New York Stock Exchange (ORAN).

Orange and any other Orange product or service names included in this material are trademarks of Orange or Orange Brand Services Limited.

About Orange
Orange is one of the world’s leading telecommunications operators with sales of 41 billion euros in 2017 and 150,000 employees worldwide at 30 September 2018, including 92,000 employees in France. The Group has a total customer base of 261 million customers worldwide at 30 September 2018, including 201 million mobile customers and 20 million fixed broadband customers. The Group is present in 28 countries. Orange is also a leading provider of global IT and telecommunication services to multinational companies, under the brand Orange Business Services. In March 2015, the Group presented its new strategic plan “Essentials2020” which places customer experience at the heart of its strategy with the aim of allowing them to benefit fully from the digital universe and the power of its new generation networks.

Orange is listed on Euronext Paris (symbol ORA) and on the New York Stock Exchange (symbol ORAN).
For more information on the internet and on your mobile: www.orange.com, www.orange-business.com or to follow us on Twitter: @orangegrouppr.
Orange and any other Orange product or service names included in this material are trademarks of Orange or Orange Brand Services Limited.

View source version on businesswire.com:https://www.businesswire.com/news/home/20190419005024/en/

CONTACT: Press:

Orange: Nathalie Chevrier; +33-(0)1 -44-44-93-93;nathalie.chevrier@orange.com

Orange Business Services: Caroline Cellier; +33-(0)1-55-54-50-34;caroline.cellier@orange.com

KEYWORD: UNITED STATES EUROPE NORTH AMERICA FRANCE

INDUSTRY KEYWORD: TECHNOLOGY DATA MANAGEMENT PROFESSIONAL SERVICES HUMAN RESOURCES

SOURCE: Orange Business Services

Copyright Business Wire 2019.

PUB: 04/19/2019 04:00 AM/DISC: 04/19/2019 04:00 AM

http://www.businesswire.com/news/home/20190419005024/en



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the New HR Innovator – Channelnomics

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April 19, 2019

France-based company addresses technology, operational challenges with HR Innovation Lab

Channelnomics Staff

Orange Business Services, the B2B division of France-based Orange Group, launched its new HR Innovation Lab, a collaborative effort in which it will work with clients and partners to unlock human resources to address emerging technology needs.



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Orange Business Services puts technology behind HR with new lab

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What are the implications of technology for the field of human resources? Orange Business Services is about to find out.

Orange Business Services announced on Friday that it has launched a think-tank lab to gauge the impact of new technologies on human resources.

Specifically, the HR Innovation Lab was designed to examine how new technologies, such as 5G, artificial intelligence and data analytics, will transform the field of human resources.

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RELATED: Orange Business Services lands Cisco contact center certification

The think tank’s mission is to bring together the various components of the HR ecosystem—from large to small business, self-employed professionals, startups and employees—”by harnessing technologies and human capabilities to support their specific business needs,” according to the press release.

Drawing inspiration from the world of startups, the HR Innovation Lab will employ an agile, creative, entrepreneurial approach to developing new HR tools and skill sets. The lab will also measure the impact of technology on businesses while identifying co-innovation projects and experimental initiatives for its members. The lab plans to publish and share the members’ research and reviews.

The lab’s membership, which is comprised of academics, sociologists, experts and researchers from Orange Labs, will discuss trends such as the future of work, innovation culture, employer attractiveness, skills management, learning businesses and employee experiences within the community.

The HR Innovation Lab is also planning webinars and seminars over the coming months in Silicon Valley, Asia and Europe.

“The launch of this lab is in line with our strategy to support both our employees with the evolution of their jobs and work environment and also our customers, whom we help succeed in their digital transformation,” said Mechtild Walser Ertel, Orange Business Services’ executive vice president of human resources, in a statement. “This lab is also a great opportunity for HR, to exchange and look ahead to the future, while ensuring that the human aspect is always at the heart of our decisions, especially when technology is constantly accelerating.”



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The new way your boss can tell if you’re about to quit your job

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IBM wants to keep its employees from quitting. And it’s using artificial intelligence to do it.

In a recent CNBC interview, CEO Ginni Rometty said that thanks to AI, the tech and consulting giant can now predict with 95% accuracy which employees are likely to leave in the next six months. The “proactive retention” tool — which IBM uses internally but is also selling to clients — analyzes thousands of pieces of data and then nudges managers toward which employees may be on their way out, telling them to “do something now so it never enters their mind,” Rometty said.

IBM’s efforts to use AI to learn which employees might quit is one of the more high-profile recent examples of the way data science, “deep learning” and “predictive analytics” are increasingly infiltrating the traditionally low-tech human-resources department, arming personnel chiefs with more rigorous tools and hard data around the tricky art of managing people.

From recruiting to hiring to performance evaluations, HR executives have been investing in tech-driven data analysis to make better people decisions.

“We’re kind of coming of age in our ability to really put a number on human capital, to really understand what it takes to recruit a certain skill set and what it costs the company to lose a rare talent,” said Anna Tavis, a professor at New York University who studies human capital and technology.

Almost every Fortune 100 company, said Brian Kropp, group vice president for Gartner’s HR practice, now has a head of “talent analytics” and team of data scientists in human resources.

“Compare that to three years ago, when there were maybe 10 to 15% that had a named and known head of talent analytics,” said Kropp, whose firm counts IBM as a client. “It’s the fastest growing job in HR.”

Analysts say retention, in particular, is a critical area for the application of artificial intelligence. For one, there’s a clear event that happens — someone quits and leaves the company, or threatens to — that helps data scientists seek patterns for intervening.

“The person was here, and then the person was not here,” Kropp said. “It is where the more sophisticated analytics work in HR is going.”

Meanwhile, especially in a labor market with an unemployment rate below 4% and a near-record rate of people quitting their jobs for new gigs, there’s increasing worry about the high cost of not keeping great employees. The cost of trying to hire someone new, Kropp said, is about half that person’s salary.

IBM’s use of AI in HR, which began in 2014, comes at a time when the 108-year-old company has been trying to shift its massive 350,000-person workforce to the most current tech skills, and includes 18 different AI deployments across the department. Diane Gherson, IBM’s chief human resources officer, said in an interview that using tech to predict who might leave — considering thousands of factors such as job tenure, internal and external pay comparisons and recent promotions — was the first area they focused on.

“It was an obvious issue,” she said. “We were going out and replacing people at a huge premium.”

IBM had already been using algorithms and testing hypotheses about who would leave and why. Simple factors like the length of an employee’s commute were helpful, but only so telling.

“You can’t possibly come up with every case,” Gherson said. “The value you get from AI is it doesn’t rely on hypotheses being developed in advance; it actually finds the patterns.”

For instance, the system spotted one software engineer who hadn’t been promoted at the same rate as three female peers who all came from the same top university computer science program. The women had all been at IBM for four years, but worked in different parts of the sprawling company. While her manager didn’t know she was comparing herself to these women, the engineer was all too aware her former classmates had been promoted and she hadn’t, Gherson said. After the risk was flagged, she was given more mentoring and stretch assignments and remains at IBM.

While the program urges managers to intervene for employees who have hard-to-find skills — offering them raises, public recognition or promotions — potential quitters that the system identifies with less valuable skills or who are low performers don’t necessarily get the same response.

“Our universe for doing this is not the whole IBM universe, and does not include low performers,” Gherson said. “The ones who are in high demand today and high demand tomorrow are going to be the ones we treat with a very high-touch” response.

IBM does not analyze or monitor employees’ email, external social media accounts or other internal message boards as part of its predictions on who has one foot out the door. But some startups have scraped publicly available LinkedIn data, for instance, to predict likely departures.

Meanwhile, other vendors have recently begun analyzing data to predict how lower employee engagement scores can give companies a nine-month heads up about which groups of workers might be at risk of leaving. And Josh Bersin, an industry analyst who focuses on HR technology, said some companies have taken a high-level look at email to make predictions.

He recently wrote about how some firms have studied email “metadata” and communication patterns, finding that people who quit were less engaged in their email for up to six months before leaving.

“Predictive attrition” methods are becoming popular, he said, because “it’s so hard to hire people. Companies just want to know why people are leaving, and they want data about why people are leaving.”

How perfect such systems really are at predicting who might leave — and whether the interventions suggested will always work to keep them — is still somewhat unknown, Kropp said. And some patterns the AI might turn up — such as that women of childbearing age who opt out tend to have higher turnover rates — might be tricky for managers to act on.

But they may still offer an edge over the surprise office visit from an employee no one guessed was about to leave.

“There’s still always going to be a lot of art, and a lot of uncertainty,” he said. “But it’s still better than a manager guessing.”



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3 Ways AI will Impact Employee Rewards and Recognition

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With changing employee expectations, organizations need to keep up with what the present employee and the work environment wants and needs from their rewards and recognition systems and processes. Where does AI fit into that equation? How is AI impacting employee rewards and recognition systems that are in place? How can organizations align themselves better to technology that will affect incentive frameworks in the future?

While the work ecosystem may be dynamic and evolving at a speed that is often hard to keep pace with, certain aspects of work do not change. The concept of employee rewards and recognition is one such unchanging aspect that never loses significance despite the blitzkrieg of changes around it.

The systems and processes of rewarding and recognizing employees may undergo some minor (as well as drastic) modification, there may be ample debate on the best practices to follow when it comes to rewarding the people at work and HR teams across geographies and sectors may be utterly divided in their approach to recognizing their human resources. That said, employees will never stop expecting to be rewarded and recognized for their work and organizations will always try to come up with ways to live up to these expectations.

Also Read: Why AI is the Future of Benefits Personalization

This mutually accepted transaction cycle has been around since the first employer-employee agreement and it is thus safe to assume that no matter the changes that inform the world of work, this cycle would continue into the future.

Reward, Recognize, Engage

The system of rewards and recognition has undergone quite visible changes over the last decade. It has also been visible that the right R&R has the power to drive employee engagement and elevate the employee experience. The target audience at the workplace has changed and the present employee has very different needs, desires and goals than the previous work generations.

What has not changed though is the fact that incentives, rewards and recognition sculpt the perception an employee has of the organization that they works with.  The timeless trend of rewarding employees for a job well done and recognizing their contribution has evolved. From being primarily cash or bonus-centric to becoming a lot less tangible and often without a direct financial note to it, today rewards can range from Amazon vouchers to paid holidays to a Netflix or gym subscription. The point is to create, within rewards and recognition schemes, another channel through which the organization can communicate and engage with an employee in a format that is most relatable at the individual level.

Also Read: 9 Reasons Why You Need Rewards and Recognition Technology

Using R&R as an employee engagement tool demands a technological leap. Means and ways of engaging employees (should) have evolved with changes in how we communicate and the extent to which tech has pervaded every aspect of our functioning.

AI today is quickly becoming more than a phase and a fad – it is becoming the norm. Organizations thus need to weave in the AI wave into the tide of change that is sweeping over the HR landscape in general and rewards, recognition and incentive frameworks in specific.

The Rewards of AI – 3 ways AI will Impact Rewards and Recognition

While bearing in mind the context that R&R would always be en vogue, let’s pause for a moment to regard what Artificial Intelligence (AI) has brought to the table of rewards and recognition and how AI solutions will continue to impact R&R.

1. Personalization v/s individualization

The workplace is multigenerational and dynamic.  The expectations from employee experience has changed because just as external customers want brand communications and offerings to speak to them, so do internal customers (employees). AI tools in the guise of friendly chatbots, collaborative robots and even AI teamwork enablers allow deep data mining to make rewards and recognition formats not just personalized but individualized – where they make sense to every employee. AI has also and will continue to modify R&R to make is continued, sustainable, informal and relevant. Even when it comes to simple processes of recognizing an employee across diverse, geographically spread out teams, AI tools can enable and uplift communication.

Thus, AI will allow the shift from generalization to personalization and finally to individualization of rewards and recognition. This will, in turn, enhance the employee experience, improve engagement and create a culture at work where employees feel valued as individuals.

Also Read: Employee Appreciation Day Exclusive: 4 Ways Technology Can Amplify Your Rewards and Recognition Programs

2. Meeting expectations v/s delivering happiness

AI is changing the game with gamification even when it comes to rewards and recognition. This will no longer be a mundane checklist that organizations go through as a compulsion after performance appraisals. With augmented reality changing how work appraisals work, rewards and recognition trends are changing as well. The idea is no longer being able to meet employee expectations but to promote happiness at work. That is a retention strategy that AI is looking through to fruition.

AI also allows the inclusion of the fun quotient in a lot of otherwise monotonous aspects of work. The ability of organizations to exceed employee expectations with technology is important when it comes to retaining talent and making them feel that the organization cares.  AI tools have the power to be a lot more engaging and to help R&R make the shift from catering to employee satisfaction to powering employee happiness.

3. Prescriptive v/s predictive

AI and similar new-age technology will make HR processes a lot more engaging.  With employee rewards and recognition too, the shift would be from the inherently reactive and prescriptive approach to making appreciation programs a lot more perceptive, proactive and predictive.  With AI and engaging, immersive tools, the idea is to bank on data and create experiences that are valuable.

Predictive analytics coupled with AI would also help in projecting future trends in rewards and recognition and understanding how future generations at work would want to be appreciated.

A Culture of Appreciation with AI

With our technological progress and prowess, it is often difficult to differentiate between disruptive and destructive trends. It is thus often best to take a step back and appraise trends before plunging head first into delusional disruption. Likewise with R&R trends on the rise now. While organizations do need to keep up and step up, HR teams need to plan progress in a way that the organization stays true to the culture it wants to promote and propagate.

As AI makes rewards and recognition predictive, individualized and happiness-centric, the core thought needs to remain creating a culture of honest appreciation – a workplace where employees feel valued and motivated. AI tools also have the ability to create more transparent metrics to make appreciation schemes and tools a more open conversation. There are tools that allow employees to participate in nominating and selecting their colleagues who deserve a pat on the back. Organizations preparing to upgrade their employee rewards and recognition practices need to do so keeping in mind the upcoming key trends and the employer brand they wish to promote.

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Coach Your Organization to Establish a Coaching Culture

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How you approach instilling a coaching culture tells people what a coaching culture is. Is your organization sending the right messages to wire up an effective, productive coaching culture?

Do as I say, not as I do. We all know those instructions don’t work with kids, or with anyone, for that matter. Congruency between what we say and what we actually do is essential for building the credibility needed to influence others to change their behavior. Unfortunately, when it comes to instilling a culture of coaching in organizations, the change process can look and feel more like the same ol’ story, rather than sending the message that the culture is truly changing.

Traditional leadership is founded on telling people what to do and correcting them when they don’t hit the mark the leader has in mind. When an organization tries to establish a coaching culture by telling people they need to start coaching now (or else), the message is loud and clear: Nothing has changed, and as a result, nothing’s going to change. The situation heads downhill even faster when those leading the charge to make coaching a way of life in the organization get upset, point fingers—or worse, blame the people themselves—when the coaching culture they told people to create doesn’t materialize as planned.

The biggest loss in this whole fiasco is people’s lack of confidence that coaching-based leadership is a viable and beneficial approach to leadership. That setback makes trying to instill a coaching culture again even more difficult—particularly if the same directive approach to leadership is used. That’s why taking a coaching approach to wiring up a coaching culture is essential. Let’s explore what that actually means.

What Makes Coaching Work?

The desire to transform coaching from an individual developmental event into shared way of life stems from the success that real coaching consistently delivers. As a Master Certified Coach with almost 25 years of experience, and the co-author of Coaching that Counts, I have some insight into what really makes real coaching work. And as a pioneer in the creation of coaching cultures, I’ve seen what works well—and what doesn’t. Below, I’ll discuss what I know is needed for any kind of coaching to deliver consistent, sustainable results and how to scale each factor to successfully create a coaching culture throughout your organization:

Inspire Change

For me, one of the most important parts of a coaching engagement is ensuring that my clients are truly inspired to change. People need to understand how doing something different will benefit them in ways that are meaningful to them before they will fully commit to coaching.

As a coach, I share with my clients what I’ve learned about how their current actions appear to limit them from attaining the things that are most important to them. Then, I illuminate for them how making a few targeted changes could open up new possibilities they will find valuable. When clients truly believe they will personally benefit from the potential outcomes of their coaching engagements, they become fully engaged in the coaching process.

Scaling into a Coaching Culture

To scale this, consider, how your organization will benefit from instilling coaching-based leadership as the preferred leadership style. What are the most challenging business issues your organization is facing? How are traditional approaches to leadership exacerbating those challenges? How will taking a coaching approach to day-to-day interactions create movement in what is stuck?

When initiating a coaching culture, work with key stakeholders to co-create a shared story that paints a clear picture of how individuals, and the organization, will benefit from instilling coaching as way of life. Then share that story widely and often so that people can envision where they are headed and why it’s worth putting in the effort to get there.

Create a Learning Path

A key element of successful coaching is setting stretch goals that are attainable for the client, then—piece by piece—establishing the shifts of perspective and building the skills needed to attain and sustain those outcomes. For instance, when I coached someone who wanted to become more effective at influencing at the executive level, I ensured our coaching first focused on re-envisioning what it meant to influence others, then worked on building the skills needed to put those new ideas into action. The client first practiced skills like listening to others, expressing ideas clearly and learning how to read the room before moving on to the more complex skills required to influence multiple stakeholders. Sustainable behavior change is built on an infrastructure of solid core skills. Just like in any sport or form of art, foundational skills must be mastered before more complex outcomes can be achieved.

Scaling into a Coaching Culture

Similarly, when you introduce the concept of a coaching culture, people need to learn the foundational elements of what coaching is and how it works in day-to-day conversations before tackling more complex coaching skills, like setting coaching goals and navigating the complexity of long-term coaching engagements. That’s why I believe that establishing “in the moment” coaching and feedback skills is the best way to lay the foundation for a coaching culture. Transitioning from traditional “telling” approaches of leadership to igniting insight through coaching conversations is one of the most complex kinds of behavior changes you can make. To be successful, people have to learn how to catch themselves in “telling” mode and then feel confident enough in their coaching skills to use them. That’s a big change.

When people feel overwhelmed by change, or feel that they can’t be successful for any reason, they stop trying. That’s one of the big risks of trying to teach large numbers of managers to be “full-fledged” coaches who are responsible for managing full coaching engagements right away. That’s a very steep learning curve to climb all at once. Instead, begin with “in the moment” coaching skills that people are likely to have immediate success with, then build those out further, if you feel that’s necessary, for the coaching culture you envision for your organization.

Work with the Willing

Before I accept a coaching client, I always speak with the person first to ensure they are willing to do the work required to gain value from participating in a coaching engagement. Forcing people into coaching engagements doesn’t work because ultimately, people need to commit to change themselves.

Scaling into a Coaching Culture

The same is true when creating a coaching culture. Often people wonder, “Where should we begin building our coaching culture?” I always say, “Work with the willing.” That is, look for the groups of people who are most likely to benefit from learning coaching skills, and begin there. That could be a division or area of the company that is going through a challenge where coaching skills will help them to be more successful, such as transitioning from traditional “expert-based” sales to a more consultative approach, or going through a merger where the two cultures are quite different. You can also begin with a level of leaders who have been asking for this kind of development or you can connect instilling coaching with an enterprise-wide change initiative, like moving to rating-free performance management.

If your most senior leaders are willing to be the first to go through the learning experience, that’s fantastic, but it’s not essential. The goal when initiating a coaching culture is to get people excited about the experience and share with others how embracing coaching made a positive difference for them. That kind of enthusiastic response helps others feel more confident about taking the risk to learn coaching-based leadership. Choose to work with people who will be true champions of coaching-based leadership and initiate a positive wave of change that will flow throughout your organization.

Reinforce the Learning

One of the reasons that coaching engagements take place over several months is the need for people to practice new skills before they become confident enough to use them on a regular basis. In coaching engagements, the coach provides feedback and sometimes guidance, as clients report back what went well, and what didn’t, when trying out new approaches. In some ways, coaching engagements provide practice fields where people can make mistakes and learn from their experience before moving on to the next level as they progress through their learning path.

Scaling into a Coaching Culture

The same kind of practice is needed when transitioning to coaching-based leadership. It’s a big shift to go from feeling like, as the leader, you have to be the expert with all of the answers, to taking a coaching-approach where you are more focused on igniting the insights needed to support the learning and development of others. Practice and reinforcement opportunities help solidify that shift and increase confidence in the new approaches to leadership. These “practice fields” could be meeting with others to practice coaching skills, using team meetings and huddles to talk through how to take a coaching approach to real-life coaching scenarios, working with a peer coach, and so much more. It’s essential to think through how you’re going to support the learning—and make it safe for people to successfully go through the learning process—as part of planning the initiative.

Learn from Experience

The hallmark of coaching is iterative learning through experience and reflection. The insight loop that reinforces learning in coaching engagements consists of coaches encouraging clients to try new approaches, then having them reflect upon what went well and what they can do differently next time to build their skills and have more successful outcomes. The insights gained through the reflection process grounds the learning that has taken place so far and allows for course corrections, as needed.

Scaling into a Coaching Culture

It’s important to have the same kind of iterative learning loop built into a coaching culture initiative. Make it part of your plan to step back from time to time and notice if people can apply the skills they’ve learned in their day-to-day interactions. If you are not getting the results you are looking for, get curious and take a coaching approach to discovering what’s missing and what can be done differently, rather than shifting into old school blaming and shaming mode.

Transitioning to coaching-based leadership is a highly complex change initiative that requires the same kind of guidance and oversight that successful coaching engagements require, only it needs to happen on an enterprise-wide basis. Just because the change initiative is large in scale is no reason to abandon the coaching principles that inspired everyone to want to create a coaching culture in the first place. The team that guides the change effort needs to take a coaching approach to everything they do, including how they bring coaching-based leadership to the organization.

Ready to Learn More?

We created a webinar on this very topic. Just visit this link to watch “How to Take a Coaching Approach to Cultivating a Coaching Culture.”



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Resumes, Robots, and the Ethics of AI: The Week That Was

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The HR Tech Roundup (April 15 – April 19)

Last month when Google set up an ethics council to ensure the principled use of artificial intelligence (AI), everyone rejoiced. The search giant recognized that a strong ethics framework is the foundation of ethical AI usage in all industries. When Google dissolved this in just 10 days, it revealed that the search giant also recognized that it would take more than just a group of industry experts to build an ethics framework to guide ethical AI development. It would take the complete elimination of covert and overt human biases to build AI that would do a stellar job. This got us thinking about what it would take to build an ethics framework to guide AI development in HR.

On the bright side, administrative Professionals Day will be celebrated on April 24, 2019. You know an admin team is imperative to an organization’s success when a day has been dedicated to celebrating their work since 1952! This Administrative Professionals Day, we offer some tips on bringing your admin team into the limelight and rewarding them for the tremendous effort they put in backstage.

The news this week in the HR tech space was positive, with organizations prioritizing the “employees first” maxim and taking measures to show they care.

Here’s what has been trending on HR Technologist this week!

Top HR Tech Articles

 

Resumes and Robots: How Artificial Intelligence Is Changing the Way We Apply for Jobs and Hire

AI does not only help recruiters find the right candidates. It also helps job seekers improve the way they describe themselves in resumes. Using AI for job hunting and for hiring demands a great amount of specificity from both job seekers and recruiters, writes Arran Stewart, Co-owner of Job.com. Read this article to learn how AI so transforming hiring and recruitment.

Administrative Professionals Day: 5 Ways to Show Your Appreciation with Technology

Administrative professionals keep the wheels running smoothly so that an organization can move forward. Since 1952, Administrative Professionals Day has been celebrated on the third Wednesday of April. This Administrative Professionals Day, we tell you how by using technology, you can recognize your hardworking admin team.

The Ethics of AI in HR: What Does It Take to Build an AI Ethics Framework?

Any implementation of artificial intelligence must be governed by certain ethics guidelines. AI has the potential to eliminate bias, but it also has the potential to mirror the inherent bias humans hold. This bias can creep into the recruitment process. In this article, we examine what it takes to build an ethics framework that can minimize, if not eliminate, the bias in recruitment.

In the News

 

People First introduces New Software to Report Workplace Harassment

People First RH has launched new software that encourages transparency in the process of reporting workplace harassment and makes organizations accountable. This allows employees to overcome their fear of retaliation by the accused and allows organizations to be a part of the solution and not the problem.

Spur Raises $8 Million in Series A Financing to Improve the Employee Experience for Hourly Workers

Spur, a unique app that enables collaboration between hourly workers and employers recently raised $8 million in Series A financing, all of which will be used to enhance the employee experience for hourly workers. The platform replicates an organization’s traditional HR team, taking care of a range of functions from leave management to scheduling to payroll.

ADP Launches the 2019 State of Workforce Report Benchmarking Critical Organizational Insights

The ADP Research Institute released its first annual State of the Workforce Report, the 2019 State of the Workforce Report: Pay, Promotions and Retention. With payroll data from more than 13 million employees, the report sheds light on the importance of firm hierarchy, promotions, turnover, and span of control are critical to understanding labor market trends.

What have you discovered in the HR technology space this week? Share your learnings with us on our Facebook, LinkedIn, and Twitter pages. We would love to hear from you!

If you have news, press releases, or other announcements about your company, product, or service that HR professionals and executives must know about, please send them to puja.lalwani@hrtechnologist.com.

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