Let’s draw! The importance of the flowchart

Have you ever tried to draw a flowchart? If so, how many times have you done it so accurately reflects the company’s operation? I bet you have done it several times because it isn't easy. Doesn’t matter which software you are using (there a plenty in the market) because by itself won’t tell you how to do it. Or if you decide to make it manually. The key element is how to turn the operation of the company or its areas, processes, transactions or even systems, among other things into a flowchart.

The first step is to get to know and understand the operation of the company, how an area works or how a system functions…that is to say, to know what you want to capture. You will need to obtain the information in order to understand. It will be useful to go over one of my articles posted in this blog “Foundations for work: how to get the information” where you can find tips.

After you get the information needed then you will have to decide if it is more convenient to draw by areas or job posts. All depends on how the information flows and how much detail you have. For example, if you want to capture the company’s operation in general it is best to make the flowchart using areas. But if you want to capture the recruitment and selection process in which several persons intervene, then it is best to include job posts so it can show the people who participates. There are other factors which affect such: as the size of the company, if the people who have the same job posts do the same, etc. There is no rule but only to be consistent on either using areas or job posts.

The second step is to know the flowchart symbols. For practical reasons the basic shapes are: 

You can draw a flowchart either vertical or horizontal. I find easier to draw horizontal, but feel free to do it as you want. Keep in mind to draw: there can be included several “starts”, “ends”, and as many activities as needed, decisions, systems, etc. What it is important to keep in mind is that the description included in the boxes, cylinders or diamonds should be as clear as possible; neat, straightforward to the point. If you need to add more information, then you can use a description process (like a footnote) to explain outside the flowchart more detail on that activity.

Tip: Start by defining the areas or people who participates in the process. Then define which the trigger of your diagram is. It is the client? A supplier? An order from the CEO?

Be patience. You can start drawing the flowchart and in the middle realized that due on how the process flows, it is necessary to change the order of the areas or people involved. It is normal. Do it as many times needed so your flowchart “flows”…

It can also happen that at some point you realize that…you don’t have all the information needed! Either you forgot to ask it or during the interview, you didn't cover it. This happens. Go back and ask as much information as needed. But do not invent or assume. You are trying to capture the company’s reality so it’s important to be objective, professional and do it according the results of the interview.

Usually this situation happens with Directors. My experience has been they are more focused talking about general aspects of the company rather than what they do.

Be precautious when the company has several people with the same job position. Regardless if they tell you to do the same thing, interview them. Not in group, individually. For example, if they are five persons, interview three. If what they say is the same, then you can extrapolate they do the same. I’ve found out that the Director, Manager or person in charge can tell you that his employees do the same but in reality they don’t. I’ve also found out that sometimes even the boss doesn't know what its employees do! Or, unfortunately you realized there is a person that although you’ve interviewed when you try to capture on the flowchart his activities they don’t have nothing to do with what the area does. Or are the same activities of another person but in different area or job post.

Yes, making a flowchart can give you lots of surprises! (To you and the Directors)

After you finished, print the flowchart, if needed paste the sheets (it all depends on its length) and look it from the distance. Is the flowchart understandable? Does it flow from left to right? Is it complete? Does it make sense?

Make as much attempts as necessary to make the answer of all these questions a YES.

The benefits of using flowcharts are:

-Understand the flow of transactions from its origin to be materialized in the financial statements.

-Understand how an area operates and how its activities are related or affect other areas.

-Corroborate what people are really doing.

-Identify which are the reporting lines and documents generated or used.

-Identify the manual and electronic activities. (The latest is identified as a system)

-Identify risks and controls. Find the risk source. (In the next article we’ll talk about Business Risk Management so you can understand the concepts and include them in your flowchart)

We can say making a flowchart is equivalent to “take a picture” on how the company operates or is. Tip: for better results, become what you want to draw. Become money, documents, systems… and ask yourself: if I were one of these, on how many hands would I be? How many people would touch me? Yes, you can have fun drawing!

By Mónica Ramírez Chimal, México

Partner of her own consultancy Firm, Asserto RSC:  www.TheAssertoRSC.com

Author of the books, “Don´t let them wash, Nor dry!” and “Make life yours!” published in Spanish and English. She has written several articles about risks, data protection, virtual currencies, money laundering. Monica is international lecturer and instructor and has been Internal Audit and Compliance Director for an international company.

10 Epic Employee Referral Reward Boosters

Money is not working as an incentive for getting more referrals. Laszlo Bock, Google’s hiring chief wrote in his book that Google tried to increase referrals and therefore doubled its referral bonus from $2,000 to $4,000. But it didn’t help. Doubling the employee referral bonus resulted only in higher costs, with no improvement whatsoever regarding the quality and the quantity of referrals.

It is time that companies create better, more interesting incentives to promote their own referral program as a recruiting channel. There are certainly more creative and efficient ways for HR-Managers and Recruiters to get employees involved in referral programs. As an inspiration, we will present you 10 epic employee referral reward boosters. However, you need to keep in mind that every company culture is different, so you might be the best source when it comes to decide what would make your employees happy:

1.  Is there a specific music genre which is especially popular among your employees? If so, why don’t you just hand out tickets for music festival in that genre as rewards – This could also be a great opportunity for your team to grow together.

2. Does one of your top referrers always wanted to visit Silicon Valley? You could fulfill that wish and simultaneously profit from new impressions he gathers and brings back to your company.

3. One of your employees always complains about the standard TV program? Just offer him salvation by endowing him with a 1-year Netflix subscription.

4. Is one of your employees extraordinary stressed? You could make her/him a present with a voucher for a spa weekend. If that would be too much, a voucher for a simple massage might also do the trick.

5. If you just want to acknowledge an achievement of a particular employee, send him a handwritten thank you note! He will surely appreciate it.

6. Is one of your employees in love with the apple watch? Maybe she deserves it…

7. Do your employees like wine (I mean who doesn’t)? Then organize a wine tasting session for your top referrers!

8. Also, a highly motivational reward would be to give away an additional day of vacation to the best performing referrer of the year.

9. Are your employees interested in making a positive contribution to the world? Why don’t you donate a certain amount to a NGO they pick as an appreciation for their efforts.

10. One of your employees is not very happy with the way her office looks? Give her a voucher for a nearby furniture store. They will undoubtedly be more pleased with that than a couple of bucks.

The lesson of today is: Do not underestimate the power of symbolism! Do not be afraid to show your employees that their work is valued with presents that are a bit more thoughtful than a financial bonus.





Written by:
MATTHIAS WOLF
COO & Co-Founder
www.firstbird.eu
 

Trust is the new currency!

Three months ago I was invited by GlaxoSmithKline (GSK) to be the keynote speaker at a conference that would focus on one of the most vital topics of our times: Trust.

One of the things that was announced that day took the delegates to the conference – and myself, I might add – by surprise. The General Manager of GSK announced that his salespeople would no longer be compensated on a commission basis but on the quality of the relationships that they managed to cultivate with current and prospective customers.
This means that, from now on, GSK’s salespeople will need to act more as consultants and trusted advisors if they are to be in a position to control their income. Initially, they will embark on a string of visits in the company of their Manager, who will observe and assess the quality of the relationship they have managed to forge with each of their customers, as well as evaluating their product and market knowledge. The Manager will provide guidance to the salesperson/trusted advisor and, on their final visit, will grade her. This grade will effectively determine the advisor’s future within the organisation and, more specifically, the size of the bonus to her basic salary –large or small. One of the beauties of this system is that GSK trusted advisors may not reach their targets in terms of units sold but will still be compensated – possibly even better than before – for cultivating excellent and trusting relationships with their customers!

Are your salespeople adding value or are they adding cost?
Even though the GSK model of rewards and incentives is relatively new to Europe, more and more companies around the globe have been using a similar model in order to bring out the best of their salespeople. Lounic, a leader in the FMCG (Fast-Moving Consumer Goods) industry is a company that I have been privileged to work with on training, consulting and development and it has been using a similar method to GSK for some time. According to Loucas Christodoulou, the firm’s Managing Director, the outcome has been extremely positive for salespeople and customers alike.
Irrespective of how different your particular model of compensation may be from the one that GSK or Lounic are using to reward their salespeople, your goal should be to cultivate and create a sales force of individuals who will add value to their customers’ businesses as well as to yours. If your salespeople are not adding daily value to your organisation, you can be sure that they are adding cost.

Trust is the new currency!

My experience over the last 15 years has shown me that there are four (4) simple steps that your salespeople can take to become not only trusted advisors but also value contributors to your customers and to your organisation.

Step 1: Listen to the customer
Last year I had the good fortune to cooperate with Kardex , a billion-dollar company listed on the Swiss stock exchange. The man who hired me – Demetris Koulountis, the firm’s Regional Director – told me that his success was based on the fact that he always walked into the first meeting with a new customer without having any of his company’s leaflets and brochures on him. Why? “The first meeting,” he said, “is all about the customer. Successful salespeople do not barge in and try to take over. They arrive as trusted advisors, trying to make sense of their prospective customer’s needs and wants before even thinking about suggesting any of their own products. If possible, they will lay the foundations for building a relationship with him or her.” Mr. Koulountis added that, in his view, “people buy people” and in his 30 years of experience this parameter has not changed even slightly. Successful salespeople, like Kardex’s Regional Manager, understand that empathic listening and scrupulous note-taking are more important than hard selling and impulsive discounting.

Step 2: Aim to create value for the customer
In 2011 I came across a bar that was very different from those I had experienced in hotels during my travels all over the world. It was on Fifth Avenue in New York City and it was called a “Genius Bar”. Unlike other bars, this one dispensed advice instead of alcohol! It was Apple’s attempt to create a significant competitive advantage over its competitors and I don’t mind admitting that the “Genius Bar” succeeded in turning me into a loyal Apple customer. I am typing this newsletter on a MacBook Air, it is being saved automatically on an Apple Time Capsule and my iPhone is ringing in the background reminding me that it is time for a break (today, 25 March, is a bank holiday in my country!). The “Genius Bar” was a successful attempt to raise expectations and delight customers by giving them way more than they hoped for. Successful salespeople also need to act like geniuses since those are the people who meticulously study their competition, invest hundreds of hours in ‘getting acquainted’ with their products and services and keeping abreast with the latest developments in their industry. Only then are they able to dispense the right kind of information and advice that is crucial for their customers to take a buying decision. Successful salespeople understand that price does not build relationships. Trusted advisors do.

Step 3: Speak to and from the heart
There is no denying that the so-called Millennials live much of their lives staring at their smartphone screens. They will even be found ‘checking in’ on Facebook and whichever social media channels they choose whilst at the dinner table with family and friends. They post pictures of almost everything that catches their eye and their imagination – and yet the majority of restaurants that I have visited still choose to have password-protected Wi-Fi! As the mobile phone becomes ever more ingrained in our daily lives, why do so many business fail to differentiate themselves by offering their customers password-free Wi-Fi? The establishments that miss out on the opportunity to make their customers’ lives easier lose not only time (responding to customers’ requests for Wi-Fi access – as I and many others did today at the restaurant we chose to visit for lunch with the family) but also the opportunity to extend their brand’s outreach and reputation if customers mention that they are currently at a particular place of business. More importantly, they miss out on touching their customers’ hearts by making the overall dining experience seamless and pleasant. Successful salespeople understand that people buy emotionally and then justify their purchase rationally. So you should aim at your customer’s heart, surprising and delighting him at every turn. Successful salespeople take a lot of notes during meetings with customers and subsequently make a point of seeing that all the notes are summed up (in an offer, a report or a proposal) in the very words used by the customer. They will follow up the meeting with a “thank you” e-mail, which not only differentiates them from their competitors but invariably delights and surprises the customer. They will never insist on telling customers “We are the best”. Actions, not words, are what will convince them of this.

Step 4: Sacrifice the customer, not the relationship
My wife Christine has just been appointed Human Resources Partner with a prestigious global company. With such companies come benefits and incentives, one of which, in this case, is the provision of free medical insurance for the whole family. When she presented me with the all-inclusive medical insurance policy which was just as good as our existing one, I decided to call my insurance agent to let him know that I was weighing my options and considering stopping my current plan. He went crazy! He tried to camouflage the fact that he was threatening me by pretending that he was, in fact, advising me. He told me, for example, that if I stopped the policy and decided to renew it at a later date, I would not be able to enjoy all the benefits I had now. He made no attempt to put himself in my shoes and look at how I would benefit from the change of insurance provider but simply panicked at the thought of losing me as a customer and, most probably, his commission too. However, I am pleased to report that, when I presented the case to his Manager, I found not only a sympathetic ear but a far more relaxed and understanding attitude. He started by saying that he would reimburse my already paid annual premium as soon as I decided to terminate the plan and he added that he wanted the best for me and would be in a position to understand the situation once he had taken a look at Christine’s new company medical insurance scheme. He later got back to me and acknowledged that it was in some aspects better than his. He drew my attention to three basic parameters that I had to take into consideration. Having carefully considered them, I ended up downgrading my medical insurance but staying on as his customer. The Manager knows that his company will receive less money from me this year but, by acting as a trusted advisor, he not only added value to his company (unlike my insurance agent) by keeping me on board but he also preserved a six-year relationship. Successful salespeople go to great extremes to protect the relationship, even if this means losing the customer in the process.

It is easy to think that price and cost issues are the only ones we need to take care of, especially when times are tough. However, the best investments are usually long-term and there is no better investment for a company to make than in its people and its customers. The word ‘trust’ may not appear on any balance sheet but the concept can make all the difference between success and failure. In the end, it’s all about trust.







Written by:

Michael R. Virardi
Trainer | Speaker | Author
Cyprus 
www.michaelvirardi.com

Breathtaking!

On July 10, I was in Athens to address the Management Team of GlaxoSmithKline (GSK). Normally, after giving a talk I can sit down, hopefully enjoy the applause and relax, knowing that my job has been done. In this particular case, I was truly amazed by what I heard from the person who spoke after me who was also the person who hired me, Mr. Roberto Greco – GSK Vice-President, President and General Manager Greece – Cluster Area Director Adriatics. From the first second of his address to the very last sentence, Roberto kept me riveted to my chair.

He spoke about freediving, using it as an analogy for going forward in life. Freediving means diving on a single breath of air, without using equipment that would make it possible to breathe underwater. Theoretically, it is something we can all do. After all, for the first 9 months of our lives, we humans exist in an aquatic environment very similar to seawater. If an infant is submerged under water, it instinctively holds its breath for up to 40 seconds while making swimming motions. For some reason, we seem to lose this ability as soon as we start walking.

The oldest archaeological evidence that confirms human breath hold diving dates back to at least 5400 BC. On the Mediterranean coast, freediving was a regular practice during the classic ages, as evidenced by plenty of Greek myths and legends, while in the Indian and Pacific Oceans, the desire for pearls and other aquatic goods fuelled freediving activities for centuries. Even now, Japanese and Korean female divers still use a technique that is at least 2,000 years old, holding rocks to take them to the bottom of the sea where they pick up shells and seaweed.

That’s all very interesting, you may say, but why should anyone want to give such information to a group of pharmaceutical company managers? Surely not to encourage them to go diving for pearls! No, Roberto Greco’s message was all about pushing boundaries and he used the example of freediving to illustrate it. In particular, he talked about Enzo Maiorca who, in the 1960s, prompted the first major development of what was still a virtually unknown sport, which he would dominate for the next 25 years. In 1962, Maiorca determined to become the first person to reach and breach the fateful 50 metres barrier, despite predictions from scientists that beyond 50 metres, the human lungs would collapse from the pressure! Maiorca dismissed their claims and then repeatedly proved them wrong by increasing his depths and setting no fewer than 17 world records.

Meanwhile, in 1966 Frenchman Jacques Mayol appeared on the scene and he would soon be the first to dive to 100 metres with a single breath. So much for scientists and medical experts! The two men subsequently found international fame through Luc Besson’s 1988 movie The Big Blue, a beautiful, albeit heavily fictionalized depiction of Maiorca and Mayol’s 20-year rivalry, which is still considered the best visual representation of the “Zen” of freediving. It is worth noting that, despite their impressive achievements, the current world record is an astonishing 214 metres, held by the Austrian Herbert Nitsch.

Maiorca and Mayol are fine examples of people who were willing to push their boundaries, believing that those boundaries existed to be tested, stretched and broken. We all have our own comfort zone – a behavioural space where our activities and behaviours fit a routine and pattern that minimizes stress and risk. It provides a state of mental security and we benefit from low anxiety and reduced stress. But if we want to progress and improve, we need to challenge ourselves. Where we have boundaries, we should not simply accept them but push them.

How to push your boundaries

1. When you think you have done enough, do more 

Larry Bird is one of the greatest basketball players of all time and, like all champions, he worked and trained hard at his sport. When everyone else had finished a training session, he would stay behind to practise some more. He once said, “I don’t know if I practised more than anybody but I sure practised enough. I still wonder if somebody somewhere was practising more than me.” You can be sure that if he had found that person, he would not only have equalled his rival’s hours of practice and exceeded them.

2. Suffer now, enjoy later

The ancient Spartans are credited with the saying “The more you sweat in training, the less you will bleed in battle,”  and warriors and sportsmen are probably the best models when it comes to persistence and striving to achieve their goals, even though they may not enjoy the process. Muhammad Ali, the legendary heavyweight boxer said, “I hated every minute of training but I said, ‘Don’t quit. Suffer now and live the rest of your life as a champion.’” So, whatever your situation, if you wish to improve it or yourself, push your boundaries, even if it’s painful.

3. Be prepared to be surprised

It’s easy to think that champions in any field have somehow been blessed with a talent that requires no polishing, no practice and no sweat. If you think this, you could not be more mistaken. Take Cristiano Ronaldo. The Portuguese striker has been named FIFA World Player of the Year on three occasions (2008, 2013, 2014) and is one of the best-known, most admired and instantly recognisable footballers in the world. Last year Jese Rodriguez, who has made no secret of his admiration for Ronaldo, tweeted this message: “I remember the first time when I went to Real Madrid’s training, I got there 2 hours earlier to impress my coach but when I got there I was surprised to see Cristiano already training.”

If one of the greatest players in the world thinks that he needs to train harder, what’s our excuse?

4. Say yes

Another boxer, Jack Dempsey, who reigned long before Muhammad Ali was even born (he was world champion from 1919-1926) put it succinctly: “A champion is someone who gets up when he can’t.”

In other words, when every part of you is saying “No”, you tell yourself “Yes!”

Coming back to the subject of freediving, it’s interesting that records for holding one’s breath for the longest time are set in water because people can hold their breath twice as long underwater they can on land. The reason: the “diving reflex” by which the body slows its heart rate and metabolism in order to conserve oxygen and energy when submerged in cold water. The world record for holding your breath is 11 minutes, 35 seconds for men (Stéphane Mifsud, 2009) and 8 minutes, 23 seconds for women (Natalia Molchanova, 2011). For most of us, 2 minutes is the limit but for these people, pushing boundaries is the biggest challenge.

You don’t have to be a freediver or a sporting champion to push your boundaries. It’s all about character and aspirations. If you care more than others think is wise, risk more than others think is safe, dream more than others think is practical, and expect more than others think is possible, then you are likely to be one of those people who is willing to push boundaries as far as they will go… and you will!

Written by:
Michael R. Virardi
Trainer | Speaker | Author
Cyprus

Corporate Foundations: P&P's and Code of Ethics

After a company defines its mission, vision and its values the most important documents that follow are the policies & procedures as well as the code of ethics. But what are their differences and key elements in order to be successful?

A policy is defined as the rules of the company; compare it as “The 10 Commandments”…you won’t kill, you won’t lie, you won’t cheat, etc. So they should be written clearly, direct to the point, plain. No more than one page or two as a limit.

While a procedure is defined as the “how to comply with the policies”…an instructive for any person to do what is need to be done; an anti-bobo guide for anyone to understand. So, the procedure can be as long as it is needed to be.

Then the code of ethics is defined as how any person working for the company should conduct itself. This includes all personnel: from the top to the bottom. Yes, CEO, Directors, Managers, and staff no matter their position, area or in which country they are. Also any third party, strategic alliance, supplier; they should have access to the code in order to comply with it.

The three documents are defined as the “must be” and have key elements in order to be successful; they are:

a) Must be written clearly; to the point, without spelling errors. Many companies blend into a single document the policy and the procedure. If there is a separation between them it is ok, but if not the risk is that personnel won’t differentiate them and be confused about what is allowed and what not. Another common mistake is to write them in a complex vocabulary or that they are too long…think about yourself as the main user of every policy, procedure and code of ethics…right now, as they are; will you understand what they say? How to apply them? If the answer is yes, your company is in the right way! If not, invest time to modify them. Your employees will be grateful, you will avoid mistakes due to misunderstanding and the company will win. It is worth it.

b) Must be in concordance between them and of course with the vision, mission and values of the company. Logical? Obviously! But it is very frequent this kind of mistake. Companies issue policies and procedures without making sure they are consistent among them. So when applied, personnel get confused on which to follow and complications come along…for example: operations department says that the only thing needed to open an account for a client is to ask its ID and address while compliance department says that other documents are needed. When the file gets to compliance it is rejected because lack of information; the executive should return to the client asking for more information when it could have been asked the first time. This exemplifies how policies are not consistent and how a simple procedure can be come exhausting. The worst: irritate a client!

c) Must be stored in an easy and accessible place for everybody. Whether they are in the company’s intranet, in the internet, physically given…everybody should have access to them. Also, that the access can be remote; in case they work at home or any other facility. If the personnel do not have access to them, how does the company expect that they must be fulfilled? Give your employees all tools, documents for make their work as it should be. Avoid excuses.

d) Train, train, train. P&P´s as well as the Code lose its effectiveness if they are not spread among personnel, third parties, strategic alliances and suppliers. Not making them of the knowledge of people, the must be becomes just a paper…rules live within the persons. So make sure to train them when: a new policy, procedure, or code is made; when they are updated. Either there are changes or not, at least once a year train personnel.

e) Update them! They need maintenance. If your last modification of P&P and code was in 1980…it is time to update them. When to do that? After a new system is bought, changes in regulations, a change in areas or departments that affect either the rules or how to do things, emergence of new risks, news in the paper that affects the company image, in relation to the results of any revision made from Internal or External Audit or Compliance, that you have seen is recurrent, etc. Do not assume or rely on people to know the changes by heart. Maintain updated P&P as the code with the latest.

f) Avoid conflict of interest: many companies ask to Internal Audit to elaborate other areas’ policies because "they think it’s their job". Do not permit this. Internal Audit should not elaborate any other policy rather than their own. If IA makes others policies then they are becoming judge and jury; when auditing people can question: if you made the policy and also review it, should that not make you part of it? Each area or department should make their own policies, again keeping in mind to be consistent with others.

g) Make sure to be open for comments towards them of all personnel. The majority of the companies appoint someone to write down the procedures; however depending upon its level there could be the risk of not having the complete knowledge of how the area works. Involve personnel from all levels so the policy can be complete and after publishing and spread it, make sure to have a hot line or email where people can make suggestions towards them. If they are right, make the change.

Do not forget to include in your code the importance of the company to check gifts given by third parties to any personnel from the company. Remember this can avoid conflict of interest and reputation damage. We will talk about this on other coming articles. 

Enjoy making the "must be" and... Happy New Year 2016!

Written by:
Mónica Ramírez Chimal, México

Partner of her own consultancy Firm, Asserto RSC:  www.TheAssertoRSC.com

Author of the books, “Don´t let them wash, Nor dry!” and “Make life yours!” published in Spanish and English. She has written several articles about risks, data protection, virtual currencies, money laundering. Monica is international lecturer and instructor and has been Internal Audit and Compliance Director for an international company.

TIPS TO ENGAGE EMPLOYEES OF GEN Z

There are several articles to be found about Generation Z as they are the current generation that has entered the workforce. What they are like, what their expectations are, how they want to work etc. There is a common ideology between these articles. If companies want to attract and retain Gen Z employees they will have to consider Gen Z’s key values and come up with a new HR strategy tailored to meet their needs. Key values like the opportunity to grow and learn, job variety, challenging work, individuality, creativity, connectivity, work-life balance.  

This generation has grown up with instant information, Internet, technology being able to them 24/7. They are more tech-savvy than any other generation has ever been and they strongly believe that technology and being connected can help them accomplish their goals. HR should leverage social platforms and technology to engage with them and create a work environment that will attract this group of professionals.

Being tech-savvy is one thing, communication is another matter for Gen Z. This generation prefers and demands face-to-face interactions although it can be a challenge for them as they tend to be more informal and less confident when it comes to communication with colleagues or supervisors. The lack of their interpersonal communication skills can be improved by a change of approach from the management.

Gen Z has a highly entrepreneurial spirit and an independent mindset making them incredibly creative, productive and energetic. To keep them feeling satisfied in their roles they need to feel that there is an opportunity to growth and that they have a meaningful job that can make an impact on the world around them. Given their individualism they work better in a small group or on their own. Providing them challenging tasks where they can use their creativity and innovative ideas can keep them motivated for longer. They need to be given responsibilities and a clear purpose of each project given to them. They are solution-focused and will work very hard as they are determined to succeed but they expect constant feedback, recognition and acknowledgment for the work they do.

Companies should become more flexible and agile. They will soon all realize that a different approach to mechanisms and policies within the company is needed as employee expectations and demands are changing with each generation. There’s no one-size-fits-all strategy.  Organisations should keep in mind that each generation has their own set of skills, cultural norms and expectations so they need to create an environment where different generations and talent can work together towards a common goal.

Agile in Human Resource

While agile development is still a trending topic in the IT sector, the use of the methodology itself has a significant increase of popularity in other departments like finance or HR within the organisations.
Agile can be translated into a way of thinking about how businesses should respond and adapt to the complex and constantly changing world and its challenges. The 4 main values to agile development are adaptability, simplicity, unity and transparency.

The basic principles are:

There is a growing number of organisations who started to apply an agile mindset in the HR department.

Applying this methodology and creating an agile environment means that HR will have to help manage changes within the businesses and improve agility across the organisation. Agility means being able to respond to change. Change in competitive environments, customer needs, workplace performance and learning. The agile approach enables a business and its workforce to continuously learn and improve, develop their skills, think critically and be innovative. It requires flexible and adaptable talent, appropriate training and performance management.

Here is a list of examples of agile HR strategies by Bersin:

• Training leaders at all levels of the company to act as hands-on coaches, not "managers"
• Designing the organization into small, high-performance teams that set their own targets
• Creating customer interactions within all groups and functions in the company
• Delivering a strong, focused mission and values to keep everyone aligned
• Creating systems with lots of transparent information, i.e., what are our goals, who is working on what project, who are our experts
• Implementing "systems of engagement" not just "systems of record," i.e., collaboration, information-sharing, project management
• Building a focus on continuous learning and learning culture at all levels
• Implementing a strong external employment brand that attracts "the right type" of people
• Hiring and promoting experts, not general managers
• Encouraging and teaching people to give each other direct feedback
• Creating programs for peer-to-peer rewards and recognition
• Developing programs to foster diversity in teams

The world around us constantly changes and it is becoming more "instant" every day. Being able to respond to the changes can put organisations into a leading position by moving faster and outperforming the competition. To become an agile organisation all departments need to be involved to help complete a successful transformation. Agile HR can be very well the driver of the change steering every department into success.

EFFECTIVE SOCIAL RECRUITING

Social recruitment is not a new thing and it is a widely used method for recruiters and HR professionals for finding potential candidates. Of course traditional methods like posting job adverts on online job boards are still necessary but with the ever-growing number of social network users it is less effective and successful.

Companies not only use the 3 main social networks -Facebook, Twitter, LinkedIn- but some of them have also started using Instagram and other social media platforms/networks. Social recruiting can be very beneficial. It enables companies to collect data from these sites, seek out potential employees, get recommendations and it is provides cost efficiency.

3 tips for efficient social recruitment

#1 - Have a focused approach to using social media platforms

Decide which platform/platforms you want to use depending on the ideal candidates you want to target. Facebook is the largest social network and recruiting through this channel can be very successful if you consider the average age of its users worldwide. The younger generation is growing up on Facebook and it’s kind of a go-to guide for everything they are looking for. LinkedIn targets the working professionals, mainly the ones with experience and degrees.

#2 - Think of recruiting as marketing

Sell the company, sell the job. Make it into an experience for candidates rather than a process. Attract talent towards your company and engage them. Create and share meaningful and great content to make the candidates want to look at the job opportunities and apply to them.

#3 - Optimized website and application system

Make sure your company’s website has a simple, straightforward, informative and accessible application system. Consider supporting mobile access and tablet users if you haven’t already as there is an increasing number of people using these devices to surf on the web. This wold make it easier for candidates to apply on the go.

There are of course plenty of other things to consider when it comes to effective social recruiting, these were just a few pointers/examples of what can be done to help the process.