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We have many widely held beliefs when it comes to hiring and many of the things we BELIEVE are true … probably aren’t. In this #TalentTalk webinar we explore commonly held assumptions and dismantle conventional thinking about some of HR’s sacred cows related to job postings, the interview process, and the rigorous demands we place on candidates. As we explore long-held beliefs about “best practices” in recruiting and HR that are impractical or obsolete, we’ll share tips for designing a modern and effective approach to recruiting, hiring and selection.

Myth Busters: Rethinking Hiring in the Modern Workplace

Robin Schooling

The attraction, recruitment and hiring of employees is, in most organizations, the responsibility of the HR Department. And when you’re tasked with not only being the architect of the talent process but also wearing the recruiter “hat” it’s easy to become formulaic, over-produced and far-too-slick. You can, however, build a strong recruiting function when you dump unnecessary complexity, reject pretention, and embrace authenticity.

3 Chords and an Attitude.pdf

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Organizational culture, the glue that holds a company together, can best be described as “how things get done around here.” Your culture is unique to YOUR organization and includes the norms, traditions, policies, and ways of operating. But hiring for “fit” can result in sameness, quash organizational innovation, and destroy efforts to promote diversity and inclusion. So what to do? How do you ensure you optimize hiring while effectively telling the story of your culture to attract, hire and retain talented employees? Share your “culture brand” to improve hiring outcomes by: • being truthful and authentic • understanding the difference between actual culture and “aspirational” culture • share your “culture brand” externally …. and internally

Your Culture Brand

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The exhaustion and burn-out are real. What started as a couple of weeks to flatten the curve in 2020 has morphed into a never-ending marathon as the pandemic rages on. Now, more than ever, the mental health of workers should be at the forefront of companies focused on delivering the best products and the best services to their customers, because it’s hard to have a healthy business if you don’t first have a healthy workforce. In this webinar we discussed the steps teams can take to foster better work environments including: • Creating safe places for honest dialogue at work • Building trust in times of uncertainty • Encouraging self-care from a top-down approach, from the C-suite to the front line

A No-Fluff Practical Guide to Boosting Mental Wellness in Your Workforce

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The world of work is in the midst of accelerated disruption due to new business models, emerging technology and evolving definitions of the workforce. Talent professionals must not only adapt but also innovate in order to future-proof both their organizations and their employees. • The talent professionals imperative to anticipate, embrace and proactively drive change • How to gather and evaluate both internal and external data (i.e. PEST) to inform strategic actions within the organization • How to effectively forecast, plan and measure the impact of talent activities across the organization

Talent Readiness: Preparing for the Future

Robin Schooling

Most organizations have the desire to deliver a great customer experience; whether that be face-to-face or virtual. And it’s not the folks sitting at HQ who are solely responsible for ensuring a successful experience; it’s the frontline staff. They are, after all, the primary company representatives interacting with customers, answering their questions and solving their problems. Every day. In this session we discussed: • empowering your frontline staff to engage with your mission, respond with agility and authority, and take accountability in order to delight your customers • nurturing a culture of learning and recognition for these frontline “ambassadors” • understanding what’s at stake for them....and what’s at stake for your organization

Frontline Empowerment - Is it worth the Risk?

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Tips for Louisiana HR Professionals: COVID19

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The world of work continues to evolve at a rapid pace with increasing disruption caused by new business models, emerging technology and developing definitions of the workforce. Along with these changes the role of HR is also shifting as the capabilities and accountabilities for HR professionals is also undergoing a transformation. In this session we discuss how HR professionals can take steps now to bolster their impact and prepare for the future of the profession including: • The business need for lean, strategy-driven HR/People functions • The interplay of HR technology and business acumen • The “new” psychological contract between employers/employees • HR’s imperative to anticipate, embrace and proactively drive change

The Future of HR: Preparing for the Revolution

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User Adoption: How to Successfully Herd ALL the Cats!

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Recruiting and HR share the same goal of identifying, hiring and retaining the right talent, yet we’re locked in an endless battle with mutual distrust, dislike, and outright avoidance. What gives? Oh sure; sometimes HR folks are intrusive busy bodies who feel the need to insert themselves into every process and whose reputation as “Human Roadblocks” gives HR its moniker. On the other hand, HR practitioners often think recruiters are free wheeling glory-seekers with no regard for employment law, internal compensation policies, or company directives. Yet, whether you believe that recruiting should be part of the HR Department or not, it’s critical that practitioners in both areas understand each other, learn to trust, and develop a modicum of mutual respect.

“I Love You HR!” (said no recruiter ever)

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Automation, AI and Machine Learning are disrupting Talent Acquisition and HR functions around the globe and incorporating the right level of automation into your recruitment processes can deliver significant benefits and sizable cost savings. These current, yet evolving technologies, are impacting the world of talent professionals today and there is more to come. In this session we discuss how today’s global talent acquisition and HR teams are using automation to add efficiency while simultaneously improving the candidate experience and maintaining a human touch. We’ll explore how recruiters and HR teams are using chatbots, scheduling software and assessment tools in order to “up the talent game” and we’ll discuss the potential landmines inherent in the use of algorithms and “big data” in this brave new world.

Welcoming our Robot Overlords: Why Your Next HR "Hire" May Not be Human

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Employees make a bargain with their employers upon the acceptance of a job; to complete required job duties, hit assigned goals and, ideally, contribute to the success of the organization, financial or otherwise, through committed actions and endeavors. Meanwhile, employers make a commitment to their employees to provide a safe workplace with a job that fulfills basic human needs and, ideally, allows for some level of satisfaction and professional growth. Nestled within there however, and often unspoken until the employment relationship begins, is the goal of the employer to have “engaged’ employees and the desire of many employees to be ‘happy’ at work. But what do these terms really mean, and how can employers and employees work together to foster the most productive environment for business success? In this webinar, our speaker will explore how we measure and promote employee engagement, how employee engagement and business success correlate, and whether “happiness” does, or should, be involved. In particular, we’ll focus on: The state of employee engagement The role that employee happiness plays The critical importance in defining, clarifying and understanding the differences and the interdependence for organizational success.

Happiness and Employee Engagement; Mutually Exclusive or Necessary Partners f...

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Business leaders and CEOs want HR leaders to develop, contribute to, and support the mission, vision, values, goals and objectives of their organizations. We do that when we establish key relationships inside the organization, partner in the strategic planning process, and take a lead role in managing the organizational change needed to meet the expectations and needs of the company, its employees, and other stakeholders. There's a place for exceptional and innovative HR in our future and we will cover a few easy tips for having a wildly successful HR career.

How To Be A Ferociously Awesome HR Pro

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The Pleasure Principle: everything you always wanted to know about HR* (*but were afraid to ask) There are a few surefire ways to cause a pause in conversation with a group of strangers: talk about your sex or let it be known that you work in HR. But why do these topics seem to be off limits in polite company? Why the shame, embarrassment, and reluctance to discuss two activities that, quite frankly, bring joy to numerous people? They have more in common than you may think!

The Pleasure Principle - #DisruptHRNOLA

Robin Schooling

Research from Corporate Executive Board found that the average manager spends more than 200 hours a year related to performance reviews. That's the equivalent of 25 business days - nearly a month of work. What's more, 90% of HR leaders don't even think reviews yield accurate information. So where does this leave performance management? How will it change moving forward? What can HR do to lessen the waste of time and resources?

3 Ways Performance Management Will Change (2016)

Robin Schooling

Ensuring that new employees adjust to the social and performance aspects of their job starts well before their first day of employment and its success requires cooperation and collaboration between the talent acquisition team, HR, and hiring managers. These three entities must work together to ensure onboarding success to ensure new employees have clarity regarding their roles and performance expectations and facilitate cultural assimilation and socialization.

Party of 3: How Recruiters, HR Professionals, and Hiring Managers Contribute ...

Robin Schooling

Employer branding and the management of the brand is often linked primarily to the talent attraction and recruiting phase of the employee lifecycle. While HR professionals understand they are ‘branding’ their culture and approach the initial strategy phase with a goal of complete integration, they often miss opportunities to build a true continuum across the entire employee life cycle. HR teams often do an effective job of ensuring brand alignment with the onboarding process and they understand how branding initiatives can impact employee retention, but what about other HR functional areas like employee relations, compensation and benefits, learning and development, and performance management? In this webinar we discuss simple and effective ways that employers can shape employees perceptions and behaviors by ensuring that the “employment brand” is marketed internally while being consistently applied, shaped, and managed in all human resources functions.

The Holistic Approach to Employer Branding

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Collaboration is not only powerful but also necessary for the survival and growth of an organization. We can tap into the power of technology to encourage and optimize this very basic human interaction, but true impact is realized when we focus on attitude and behaviors and harness the collective wisdom within our organizations whether guiding the company through change and transformation, managing innovation, or focus on maintaining a culture of inclusion and teamwork. Collaboration, when done effectively and with purpose, can ensure alignment with the organization’s strategic plan and HR’s role (programs, policies and deliverables) is a critical component. In this session we reference research from the following sources: • Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results, Morten Hansen • The Culture of Collaboration, Evan Rosen • The Execution Trap, Roger L. Martin (Harvard Business Review) • Eight Ways to Build Collaborative Teams, Lynda Gratton and Tamara J. Erickson (Harvard Business Review) • Leadership Conversations: Challenging High-Potential Managers to Become Great Leaders, Alan S. Berson/Richard G. Stieglitz We explore the skills and practices required to lead collaborative efforts in order to drive business results by discussing (1) the 3 types of collaboration (2) the importance of organizational culture – and how it can derail your efforts (3) the role of leaders (4) effective ways to build active and effective cross-functional collaboration.

Buiilding and Supporting a Collaborative Workplace

Robin Schooling

Ensuring that new employees adjust to the social and performance aspects of their job starts well before their first day of employment and its success requires cooperation and collaboration between recruiters, the HR team, and hiring managers. In this session we’ll discuss how to train and support your talent acquisition partners and hiring managers in order to create onboarding success at your organization. We’ll explore who should have responsibility for ensuring new employees have clarity regarding their roles and performance expectations, discuss the importance of cultural assimilation, and highlight ways recruiters and hiring managers can assist new hires in the process of establishing critical relationships and accessing informational networks.

Setting Onboarding Expectations: The role of Recruiters and Hiring Managers

Robin Schooling

Strategic HR leaders are accustomed to conducting environmental scans of both the internal and the external environment – looking for and interpreting trends and changes in the general business environment, industry practices and developments, technological advancement, demographics, economic changes, and the legal and regulatory environment. We know this is necessary in order to participate as contributing partners in the strategic planning for our organizations, but ... as an HR professional are you considering how “Hollywood” can provide early signs of what’s on the horizon? In this session we take a look at how pop culture, celebrities, and “Hollywood” shape the world of work, influence organizational change, and impact the entire human resources agenda. Paying attention to changes and trends in the pop culture landscape allows HR leaders to take advantage of opportunities while preparing for the threats that may influence their current or future plans. • Objective 1- When the ‘fringe’ becomes mainstream, how does that impact HR? What can we learn from pop culture; the ideas, perspectives, attitudes, images and other phenomena especially as influenced by mass media? • Objective 2 – How do we utilize the PESTEL (political, economic, social, technological, environmental and legal) framework to analyze and monitor the macro environmental factors that impact our organizations? • Objective 3 – What are takeaways for HR in terms of the evolving world of work, the changing view of the family and gender roles, and what can we learn from the “everyone is a star” syndrome?

Lessons from Hollywood: HR and Pop Culture

Robin Schooling

Plus de Robin Schooling (20)

Myth Busters: Rethinking Hiring in the Modern Workplace

3 Chords and an Attitude.pdf

Your Culture Brand

A No-Fluff Practical Guide to Boosting Mental Wellness in Your Workforce

Talent Readiness: Preparing for the Future

Frontline Empowerment - Is it worth the Risk?

Tips for Louisiana HR Professionals: COVID19

The Future of HR: Preparing for the Revolution

User Adoption: How to Successfully Herd ALL the Cats!

“I Love You HR!” (said no recruiter ever)

Welcoming our Robot Overlords: Why Your Next HR "Hire" May Not be Human

Happiness and Employee Engagement; Mutually Exclusive or Necessary Partners f...

How To Be A Ferociously Awesome HR Pro

The Pleasure Principle - #DisruptHRNOLA

3 Ways Performance Management Will Change (2016)

Party of 3: How Recruiters, HR Professionals, and Hiring Managers Contribute ...

The Holistic Approach to Employer Branding

Buiilding and Supporting a Collaborative Workplace

Setting Onboarding Expectations: The role of Recruiters and Hiring Managers

Lessons from Hollywood: HR and Pop Culture

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