From confirmation bias to groupthink to gender bias, these are common cognitive biases that may impact the effectiveness of talent management in organisations. Recognising your unconscious biases is the first step to mitigating this issue. Find out how in our expert piece for AmChamSG 2022 Manpower Survey Results report.
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In one of the most impactful reports on how Singapore can move forward post-Covid 19, the Emerging Stronger Taskforce surveyed nearly 2,000 people across 900 organisations. They concluded that Singapore needs to do five things to thrive, post-pandemic. We summarise these five recommendations, and tell you what HR practitioners can and should do in response.
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At our recent joint webinar with LaserBeam Software 'Rewards Strategies for 2021 & Beyond', we dived into Rewards Strategies that organisations could put in place to optimise employee engagement. On a celebratory note, catch a recap from our speakers, Evelyn Chow from DecodeHR, and Naveen Veda, from LaserBeam Software!
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Companies are cautious on the utilisation of their resources, hence financially affecting the organisations' rewards programmes for their employees. What should organisations actually prioritise and enhance, and how do they do that?
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Moving towards a post-pandemic-recovery in Singapore’s economy and to “Emerge Stronger Together”, the #SGBudget2021 speech on Tuesday by Finance Minister Heng Swee Keat announced plans to aid organisations to get back on their feet. Gain more insights from these articles our team curated for Singapore’s Budget 2021 here.
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Companies are looking to external providers to manage their HR needs as the utilisation of technology by these third-party agencies not only reduces costs, but also betters the productivity in processes and employee experience. Join us in this article as we explore how outsourcing your HR functions would benefit your organisation.
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Spectrum Global invited our Founder & Principal Consultant of DecodeHR, Evelyn Chow, for their monthly member interview to find out more about the company, and the challenges that lie ahead in these incredibly uncertain times. Read here on how DecodeHR advances as we face the challenges in this pandemic.
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At our recent joint webinar with Swingvy, we took a step back to reframe our thinking regarding agile. As teams continue to work apart, it's important to consider how to make work more meaningful with an agile mindset and culture.
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The area of total rewards has been one of the most 'traditional' parts of the human resources function. Following the form versus function line of thinking in design thinking, what might Agile Total Rewards look like if we ask our employees what they need?
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Our first webinar ‘Staying Connected to Emerge Stronger’ will go down into the history of the firm. After all, it is somewhat ironic that we had crafted and delivered the webinar while entirely apart, physically at least.
And our tech partners, Andy and Jeyan of Beekeeper Communication did an admirable job of showing up well prepared for every discussion and practice session. In that sense, we were truly connected and certainly emerged stronger for the experience and partnership.
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The COVID-19 situation has emerged to be more than just a healthcare issue that the world is dealing with. With massive spread on a global scale, it has brought forth unique issues that affect the economy and global trade. Remote working was initially thought to be a boon for employee productivity, flexibility and morale. However, the mass adoption of the same has revealed the shortcomings of our current processes and adaptability to change.
With the Covid-19 situation and the prevalence of remote working arrangements, employees who work from home are at risk of being 'disconnected', even with video conferencing technology and collaboration/communication tools. Unexpectedly, many have told us that they are spending more time working when they work from home.
Here are 3 things we can do today!
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Around the world, including Singapore, workers are at risk of having their jobs made obsolete. Technological advancements, globalisation and other forces of disruption are now regular features in our economy.Food delivery riders may find themselves being replaced by self-driving cars. Human waiters are already replaced by tablets or robots, while banks have already started using self-service kiosks at their branches to cut down on manpower. In the logistics industry, all delivery staff may be replaced by drones in the coming years.
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This is a summary of four prevalent digital blind spots that I have personally observed at multiple companies, and can personally relate to these challenges as the leader of a consulting firm.
The reality is that leading and executing a successful digital transformation can be very, very tough. And as Douglas A. Ready, the author of this MIT-Sloan blog post rightly points out - 'developing a digital mindset is a more complex challenge because it is a less tangible one to address.'
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This digital HR framework provides a useful overview of how the various human capital domains come together as they are enabled by technology.
Think of it as a “skeleton” which you can use to visualize and fit in the pieces of technology which are introduced in different parts of your organization’s HR department. At a glance, you can see what you should work on first, what’s missing, and which areas you are doing well in.
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With the increased interest and use of AI in technology solutions comes the question of fairness and ethics of these algorithms. It may come as a surprise that machines can be biased. How can we practise responsibility in countering AI bias?
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If the foreseeable adverse effects of shifting to an automated knowledge economy are not addressed, many of the potential benefits could be squandered. How can organizations and their leaders rise to this challenge of responding to "technological social responsibility'?
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For those who are planning to embark on a digital transformation, or are in the midst of the journey, consider the following:
1. The DNA of an organisation makes a significant impact on the outcomes of its digital journey.
2. A learning and caring culture benefits digital transformation as it helps employees to better respond to change.
What are your thoughts on balancing culture and technology in digital transformation?
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Rapid advances in digital HR have shaken up and transformed the way performance management works. AI today is enabling data-driven performance reviews. Yet how do we balance the role of the human manager with the AI-powered tools? How do we seek the balance between human intuition and machine-driven data insights?
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AI is now trending worldwide across organisations big and small as each take up arms for the digital revolution, but are we forgetting the people within the organisation? Do they have the skills and competencies needed to handle AI in the workplace?
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