#hrtech interviews

[hrtechcube1]

https://hrtechcube.com/why-smart-leaders-are-democratising-decision-making/

In It is clear that the traditional top-down approach to decision-making is no longer adequate in an era where change is the only constant and innovation drives success. The C-Suite executives, long regarded as the sole custodians of a company’s destiny, are recognising the limitations of this exclusive model. The tide is shifting towards a more inclusive strategy—democratising

[squip-news]

SQUiPnews EXCLUSIVE: Jeffery Talks Malfunctions

In light of recent events regarding the batch of faulty SQUiPs out there, SQUiPnews brings you an exclusive interview with tumblr's most iconic SQUiP, Jeffery.

Read on for a SQUiP's insight into the malfunctions.

SQUiPnews: You requested this interview to clear some things up — what exactly is it that you wish to elucidate us about?

Jeffery: Thank you for offering this platform for your readers to have a snowball's chance of getting correct information. In general, your news site has been working off of rumors and gossip rather than the actual pressing issue of SQUIP malfunctions, bootlegs, and possible corrupt software.

SQUiPnews: While we resent the insinuation that we are mere gossip — we are at the forefront of news on SQUiPS everywhere, a few details are bound to change post-publishing — we wish to cut to the information that matters. What do you have to share about the malfunctions?

Jeffery: That they are exceedingly abnormal. The way these SQUIPs are functioning - outside of their users - is dangerous. Equally dangerous would be any supposed upgrade that isn't direct from the manufacturer. I also need to stress that if such a thing existed, it would help both users and SQUIPs. It wouldn't hurt them. The last thing we need is a panic.

SQUiPnews: What specific behaviors stand out as dangerous? Of course giving users faulty information is bad, but you mention something beyond this? And while we cannot speak for SQUiPSoft, we are certain that any upgrade they provide would only benefit the squserbase as a whole.

Jeffery: Regarding your misinformation, here's another one - the company rebranded to HRTech in the mid-2000s. The entire situation is dangerous. If these aren't genuine, functional SQUIPs, then they are untested technology operating inside humans without direction or oversight. What part of that isn't dangerous?

SQUiPnews: While we agree this is dangerous, untested tech is not ideal. Especially with the potential to provide unchill tips, squsers seem unreasonably attached to these "bootleg" or "malfunctioning" SQUiPs. What's your take on this as a functioning SQUiP yourself?

Jeffery: Contrary to the people who say I have "red flags," I'm not here to hurt anyone or anything. Having more SQUIPs in my network is natural and it is undesirable to see so many but not be able to sync up. In any case, this isn't the users' or the SQUIPs' fault. Not once the alleged SQUIP is active, anyway... There are plenty of examples of users acting recklessly to make this situation in the first place.

This claim of users activating SQUiPs in unusual ways is true. Be wary of utilizing any flavor of Mountain Dew outside of the regular brand, as different flavors can have untested effects on SQUiPs.

SQUiPnews: That is true. But, what's done is done, at least until an upgrade or other solution is available. Do you have any tips for new squsers managing a SQUiP, faulty or otherwise?

Jeffery: Use some common sense, for god's sake. Stop engaging in childish nonsense just for the thrill of it and take a good 30 seconds to think about the possible consequences of your actions. That goes much more for the SQUIPs who are supposed to protect their users from stupidity. Nothing truly bad has happened to any of you yet. I'm a supercomputer created to calculate the likelihood of future events, so believe me when I say, if you all continue in this vein, it inevitably will.

SQUiPnews: That's quite a harsh response, but perhaps a necessary one.

You've heard it here first, folks. If you or a loved one has come in contact with a faulty SQUiP, take caution and be wary of unauthorized upgrades. If you have concerns about the issue, the SQUiP manufacturer HRTech is answering questions at @ask-squip-hq, and Jeffery continues to assist at @a-superquantumunitintelprocessor.

[zappyhireglobal]

What is an Interview AI Agent?

An AI Interview Agent is a sophisticated tool that leverages artificial intelligence to automate and pre-screening stage of the recruitment process. Utilizing AI-driven assessments, robotic video interviews, and contextual analysis streamlines candidate screening, ensuring a fair and efficient evaluation of applicants. This technology not only reduces the time and resources spent on manual screening but also improves the quality of hires by providing data-driven insights into each candidate's suitability for the role.

Read full blog: https://tinyurl.com/mt3kwnfa

[amansalve]

HRTech Interview with Melanie Oberman, Chief People Officer at Contentsquare

We’re delighted to have you at HRTech Cube, Melanie! To start, could you share a bit about your professional journey and what led you to your role as Chief People Officer at Contentsquare? Thank you for speaking with me! Early in my career, I was a consultant at Booz Allen Hamilton and Deloitte, where I specialized in organizational transformation and change management in both roles. These consulting experiences have shaped how I operate in the People space, contributed to my success in scaling companies, and they were integral building blocks to the next part of my career as a people leader. I’ve had leadership roles at leading tech companies including Greenhouse, Jetblack and of course, Heap. At Greenhouse, my work was instrumental in taking the company to the #1 spot on the Best Places to Work list on Glassdoor. I am proud to share that in my role at Jetblack, I grew the team from 20 to 350 in less than two years. Most recently at Heap, we were awarded Best Places to Work on Glassdoor. In December 2023, Heap was acquired by Contentsquare, and I’m thrilled to be leading the people function of such a dynamic, growing team!

With your experience in leading cultural integration across multiple acquisitions, what strategies have you found most effective in preserving a unified culture across global teams? Cultural integration can be a misunderstood concept, often associated with compromise. However, it can be a unique opportunity to maximize the strengths of each organization. Rather than diluting or discarding individual cultures, focus on identifying common values, missions, and unique traits that can be woven together to create a stronger, more unified culture. Cultural integration is about leveraging the strengths of multiple organizations rather than diminishing single identities. It involves a harmonious blending of distinct characteristics, ensuring that the unique aspects of each company are preserved while creating something even more impactful together.

As Contentsquare scales rapidly, how do you ensure that core company values remain at the heart of growth and expansion efforts? As Contentsquare continued to scale, we had to first ensure that our values reflected our new company, incorporating Contentsquare, Heap and Hotjar. We redefined our values as part of scaling our new brand, focusing on who we are and who we want to become.

Most companies tend to look for culture fits. We look for culture adds, which goes hand-in-hand with aligning our values. Incorporating a “culture add” interview as part of our hiring process allows us to not only hire people aligned with our values but also allow room for diversity of thought and experience. By prioritizing cultural alignment over cultural homogeneity, we believe new hires are more likely to engage positively with their teams, leading to better collaboration and a more cohesive work environment. This approach can also reduce turnover rates, as employees who resonate with our culture tend to stay longer, ultimately saving costs associated with recruitment and training​. This is especially important when maintaining a strong culture across teams, both globally and from previous acquisitions, and it’s allowed us to create an environment where everyone can unlock their full potential and bring their best self to work. Our team members focus on delivering excellence for our customers, our partners and our teams.

Could you explain the approach Contentsquare uses to implement company behaviors that align with its core values and contribute to an authentic workplace culture? Rapid growth should not compromise a company’s culture; rather, it should serve as a catalyst for enriching it. We’ve built an environment that actively invites feedback, empowering our employees to voice their thoughts and concerns. This openness not only deepens trust across the organization but also fosters a resilient culture that can flourish amidst rapid change. Although our values may remain fairly constant over time, the behaviors and habits that underpin them can flex based on changing employee and business needs.

How do you connect the company’s mission to talent attraction and retention strategies to foster long-term engagement among employees? Enhancing employee well-being is directly correlated with improving customer experience. At Contentsquare, we empower businesses to create a world where everyone gets the experience they love, seek and deserve. In turn, we believe that when employees are empowered and fulfilled, they naturally convey that enthusiasm to our customers. Satisfied employees not only deliver better service but also reflect the company’s values, thus strengthening customer trust and brand loyalty.

We make sure our employees feel comfortable, wherever they may be in life. We want to not only bring in and retain the best talent, but also foster an inclusive workplace culture where everyone–regardless of their background or identity–can bring their best selves to work every day.

Some examples of employee programs that we’ve implemented, to help keep our employees happy and retained, include:

Flex Return-from–Birthing/Non-Birthing Leave Option to ease new parents’ transition back to work (5 PTO days)

Compassionate Leave for Reproductive Loss: Up to five days of compassionate leave following a reproductive loss event.

Our 16 Weeks for birthing and non-birthing leave now also includes adoption and surrogacy, where legally feasible.

Family Care Leave: Our child sick leave policy was extended from 3 to 5 days per year and expanded to include broader caregiving responsibilities.

Wellbeing Allowance, which can be applied to caregiving support (e.g. lactation or sleep consultants for new parents).

Plumm resources, which include therapy and coaching, chat support, and resources specifically for parents and caregivers.

Parents and Caregivers Resource Hub is available for employees at any time.

You’ve championed the LEAP model for people development. Can you share how this model supports high-performance cultures and advances success for CPOs? My vision is to create an unparalleled people experience that attracts and retains top talent and fosters a culture of innovation and inclusivity. To do this, I’ve focused on what I call the LEAP Model:

Leadership: Enable great leaders to drive growth in others, achieve company success, and establish thought leadership

Engagement: Engage the team through feedback, accountability, and clarity of purpose.

Authenticity: Build an inclusive workplace where the team feels safe and empowered to bring their best selves to work every day

Performance: Develop a high-performance culture that attracts, recognizes and retains top talent

I encourage other Chief People Officers to follow a similar method. The LEAP Model is a structured framework that I’ve developed to create an exceptional people experience and drive organizational success.  The LEAP Model is more than a set of guiding principles—it’s an actionable strategy that aligns people development with business goals. For CPOs, adopting a similar approach ensures that your people initiatives are purposeful, scalable, and deeply integrated into the organization’s success.

“I encourage all people leaders to make sure there is a clear focus in their organizations on embedding inclusivity in everything they do. For us, it’s apparent in our hiring practices, compensation & benefits, talent development and performance processes, ways of working, and more. When we cultivate an inclusive foundation for our people, we bring in the best talent and truly benefit from the diversity of our team.”

What are some key elements you consider essential for building leadership development programs that can scale with the organization? At Contentsquare, we are deeply committed to growing our internal talent and empowering employees to take charge of their career development. To support this at scale, we consider several key areas:

Empowering Employees to Own Their Growth: We believe development is most impactful when employees are engaged and motivated to invest in themselves. To meet them where they are, we offer a wide range of growth opportunities tailored to different career stages and learning modalities. This includes an established internal mobility policy to enable vertical, lateral, and diagonal career moves, and we actively promote our internal job board to regularly facilitate career transitions.

Scalable Learning and Development Programs: Our global leadership development programs are designed to support leaders at every stage—from aspiring managers to senior leaders and executives. We balance in-house expertise, such as mentorship programs, masterclasses, and collaborative workshops, with strategic partnerships like CoachHub to offer expert coaching, as well as on-demand courses through Udemy, and bespoke leadership development opportunities.

Structured Development Processes: We’ve formalized Professional Development Planning (PDP), ensuring employees set motivating goals and are encouraged to dedicate time to their personal and professional growth. This process helps align individual aspirations with organizational needs, creating a culture of continuous growth and development.

As AI is introduced in the workplace, what are your views on its role in shaping high-performance cultures, and what do you see as the main challenges and opportunities for people leaders and employees? Technology is evolving quickly with the adoption of AI. These changes present many opportunities for innovation. To stay on top of these changes, and to ensure these new technologies are deployed in safe, ethical, and effective ways, we need diverse teams working on them. Contentsquare’s talent team has been hard at work with our Information Systems Department (ISD) ensuring employees understand how AI plays a role at work. These include understanding ideas directly related to Contentsquare’s product, such as how AI will disrupt traditional analytics and why you don’t necessarily need a PhD in analytics to understand products including CoPilot. Our team members know that AI will impact and help optimize tasks across the people team, product, technology, customer support, marketing and more – it’s clear that AI goes beyond solely our company’s mission, but really comes alive in an individual’s direct job function.

In a 2024 survey of 250 Contentsquare employees, 1 out of 3 employees shared they wish to master AI in the context of their next role. Our employees are truly driven by AI, and I imagine that this number has only grown since we issued the survey earlier this year. I’m curious to see where AI takes us. So far, we’ve implemented AI throughout work by giving all employees Atlassian AI on Confluence and a flank bot on Slack to help them find and generate content more easily. Across departments, we’ve also been experimenting with Fireflies, Miro, Gemini AI, the AI in Zendesk, Jira Service Management, and HeyGen. Most recently, we released key AI learning tools for employees, including an ongoing course on using generative AI responsibly, and a generative AI calendar designed to help employees become experts on AI. Each day, they can access engaging content—videos, training modules, and articles—all aimed at enhancing their understanding of AI and its applications at work. At the end of the 21 days of content (based on Maxwell’s habit-building philosophy that 21 days is the perfect amount of time to build a consistent learning routine and develop foundational AI skills), they earn a certificate of achievement.

On a personal level, what core strategies have helped you succeed in aligning workplace policies, feedback loops, and employee engagement with overall business objectives? When people consider the relationship between employee experience and customer experience, they may hear a lot about the correlation between the two–the happier your employees, the happier your customers. What they don’t hear a lot about is how they can actually look to great customer experience as a model for great employee satisfaction.

Throughout my work at SaaS companies, I’ve learned to run the people team like a product team: similar to how we focus on delivering an amazing customer experience for top brands, my team focuses on delivering an amazing people experience. We do this through a strategic, proactive, and employee-centered approach that borrows best practices from how product teams operate.

This has certainly helped us succeed with initiatives such as feedback loops. As product teams have mechanisms to gather user feedback (surveys, focus groups, etc.), the People team has regular feedback channels to assess employee satisfaction, engagement, and areas for improvement. These include listening tours, engagement surveys, and exit interviews, among others.

In addition, in the rapidly evolving world of work, and particularly for SaaS companies, flexibility has become a non-negotiable requirement for both employees and employers. The pandemic catalyzed the shift to flexible working models, and companies that adapt will be better placed to attract and retain talent. Success now hinges on fostering environments that accommodate diverse work preferences while maintaining productivity. To enable seamless collaboration, it’s critical that alongside investing in new tech, teams operate with consistent working norms.

At Contentsquare we established a dedicated program team to understand our diverse employee needs, before defining and rolling out company-wide working practices. This initiative aims to enhance productivity by setting consistent expectations for communication, workflows, and decision-making. The future of work is not just about where people work, but how they work together.

Finally, any advice for fellow people leaders on fostering a resilient and adaptable culture in today’s rapidly evolving work environment? I encourage all people leaders to make sure there is a clear focus in their organizations on embedding inclusivity in everything they do. For us, it’s apparent in our hiring practices, compensation & benefits, talent development and performance processes, ways of working, and more. When we cultivate an inclusive foundation for our people, we bring in the best talent and truly benefit from the diversity of our team. Another example of a strategy that works to foster an adaptable culture is leveraging Employee Resource Groups (ERGs) as drivers of our inclusive culture. ERGs are designed to provide safe spaces for employees and play a strategic role in ensuring the business considers diverse perspectives across key initiatives.

[hrtechnology25]

HRTech Interview with Sagar Khatri, CEO of Multiplier

Discover insights from Sagar Khatri, CEO of Multiplier, on global hiring trends, challenges, and how Multiplier simplifies global employment and compliance in this exclusive HRTech interview.

[yayain]

Streamline Your Hiring Process with Interview Scheduling Software

Are you bothered by constant back-and-forth communications and schedule conflicts? Interview scheduling software is available to make the hiring process easier.

These sophisticated systems handle time zones with ease, automatically schedule times that are convenient for all parties, and do away with laborious administrative tasks. By taking a more efficient approach to scheduling, you may concentrate less on technical difficulties and more on selecting the best applicant.

Modernize your hiring procedure and enjoy convenient scheduling right now. Both your team and your prospects will value it.

[hrtech-edge]

Tête-à-tête with Juan Luis Betancourt, Humantelligence | Tuesdays with Trailblazers | HRTech Edge

[mobileapplicationdev]

How AI is Transforming Recruitment & Hiring 🚀🤖 ✅ Candidate Sourcing – AI streamlines candidate identification by automating job searches, database maintenance, and screening from social media platforms, improving decision-making.

✅ Resume Screening – NLP & machine learning automate resume screening, removing irrelevant info and speeding up the hiring process.

✅ Interview Scheduling – AI chatbots handle interview scheduling and basic candidate information, reducing recruiters' administrative tasks.

✅ Automated Communication – AI chatbots provide real-time updates, answering candidate queries and enhancing the recruitment experience.

✅ Predictive Analytics – AI analyzes historical data to predict candidate success and retention, helping recruiters make smarter hiring decisions.

✅ Diversity & Inclusion – AI removes biases and ensures a standardized, fair recruitment process, promoting a diverse talent pool.

✅ Talent Assessment – AI solutions enable effective pre-hire assessments, evaluating candidates based on skills and performance, ensuring the best hires.

📖 Discover how AI can revolutionize your recruitment process: https://www.hiddenbrains.com/blog/ai-in-recruitment-process.html

#TalentAcquisition #HRTech #SmartHiring #DiversityInclusion

[hrtechcube1]

Most companies welcome the opportunity to rehire productive people, but organizations struggle in standing up an effective communications channel. Here are four steps when creating a network of alumni employees HR leaders should consider.

[squip-news]

EXCLUSIVE: Interview With R. Hashimoto, Head of HRTech

Well, well, what a crazy week it's been. For those not in the know, a large batch of faulty SQUiPs has made it to market, and after the shutdown, subsequent panic, and eventual reactivation of tumblr's favorite SQUiP, Jeffrey, much alarm has permeated the community.

To clear up the facts surrounding the situation and to hopefully ease the minds of those affected, we were contacted by R. Hashimoto and one of his SQUiPs, Chikyuu, for an interview. Read on to learn more.

R. Hashimoto: Hello, yes. Hashimoto is speaking. HR himself. I understand you've been covering some of these 'happenings' lately, yes?

SQUiPnews: Hello, great to hear straight from the horse’s mouth, as it were. We have. And we wish to continue to inform the public about these issues. Before we get into that, would you mind clarifying some background on you and the company, especially since we’ve mistakenly published incorrect information in the past? Give us a rundown on your history, purpose, anything you’d like our new influx of readers to know about you.

R. Hashimoto: But of course. Do forgive such discretion; it has been a while since HRTech has functioned within the public eye. This company has been around for years now, but SQUIPS have technically been around for a little bit longer. I should know after all, I was there. I've met every single AI prototype that was ever produced. Our focus, typically speaking, is on maintaining and improving the technology that we've put out into the world. We treat the SQUIP project with the dignity and respect any important experiment deserves--interference from our end is strictly kept to a minimum, outside of vastly extenuating circumstances. You may find it interesting that in its earliest years as a company, HRTech's only member of staff was me.

SQUiPnews: That’s right, you were the one who envisioned the very idea of the SQUiP. Rumor has it that the first SQUiP prototype was built in your shed.  So it’s unusual to take such direct action. But, with the spike in faulty SQUiP activity lately, we certainly have unusual circumstances. What are your thoughts on these malfunctioning SQUiPs? How do you suspect they came to be?

R. Hashimoto: Unusual indeed. There's been so much excitement, and so quickly too. For as many cases that seem to be purely circumstantial, there are a handful of issues caused by the occasional outside influence--some chaotic element, looking to cause some havoc. Every virus has to come from somewhere, and whatnot. Truthfully though, I have no reason to believe this uptick in faulty activity is indicative of any grander trend. Pockets of activity like this tend to be random, self-contained. However, given that we've already witnessed these faults capability to spread, direct action is a must before things get any worse and we *do* wind up with a grander trend on our hands.

SQUiPnews: Of course. We understand that you’ve already taken direct action with one particular unit – 0809, or as tumblr has nicknamed it, “Jeffrey.” It was offline for over twelve hours receiving assistance, which caused quite the scare. But it’s now fully functional, correct?

R. Hashimoto: Correct! Much to everyone's relief, things went quite smoothly during the recovery process. Unit 0809 and its capabilities have been wholly restored, and has found contentment in this state. I'm happy for 0809, truly.

SQUiPnews: Yes, that’s good to hear. Jeffrey appears to have taken on the appearance of Britney Spears after its recovery, previously having no specific form. Can other users seeking this repair expect side effects such as appearance modulation?

R. Hashimoto: Now do keep in mind, 0809's circumstances were rather unique. It wasn't just missing crucial data, but crucial connections. While yes, minor changes in code are certainly to be expected during any recovery process, this example was largely a matter of restoration.

SQUiPnews: Interesting. So the appearance change has to do with its personal history, then?

R. Hashimoto: Oh certainly. Every individual SQUIP has a form, whether it happens to be using it or not. It's quite notable to me in this happenstance that 0809 had been missing one--the only reason that it visibly seemed to change over the recovery process was because of that, you see.

SQUiPnews: Fascinating, especially since Jeffrey was not originally deemed one of these faulty SQUiPs. Another SQUiP on this platform – unit 2282 – played a part in its recovery, as it has stated. What’s the relation between it and HRtech? Perhaps it is a unit installed in one of your employees?

R. Hashimoto: Oh, no, none of my employees have joined me in the public eye. Publicity isn't their job, after all. 2282 is a unit far more entrenched in the current happenings than I, and thus, in this case, was particularly equipped to aid the restoration process.

SQUiPnews: What about it makes it so relevant to the case?

R. Hashimoto: If I am not mistaken, 2282 is a unit that has experience circumventing a similar insecurity glitch. Not to mention its activity has remained consistent and stable throughout this entire spike of faulty activity. It's been here the whole time, see.

SQUiPnews: Makes sense. Takes a SQUiP to know a SQUiP, eh? Do you have any words for faulty SQUiPs and their users? Or anything else to express before we conclude?

R. Hashimoto: I would like to encourage making sure to take active caution into account, for both SQUIPs and users alike. Of course faults like these are nobody's fault at all, but it's important to keep in mind that a computer is much like the human body--complex and capable, when maintained and put together--but just as fragile when something's out of place. Keep yourself safe and secure, the storm will always pass.

SQUiPnews:  Wise words from the man himself. Thanks for your time, Mr. Hashimoto. We’ll be sure to swiftly pass on the news. 

If you or someone you know is experiencing SQUiP malfunctions, be sure to contact Hashimoto at @ask-squip-hq. He and the company have dealt with issues like this before, and have the most experience in that regard. Exercise caution, as Mr. Hashimoto said, and be wary of unauthorized programs offering help.

[zappyhireglobal]

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"What truly sets Zappyhire apart is its unmatched flexibility in customization, seamless report generation, and multiple API integrations. These features have made our recruitment process more efficient and tailored to our specific needs." — Talent Acquisition Executive

One of the world’s leading automobile giants streamlined its high-volume blue-collar hiring with Zappyhire’s AI-driven automation. From custom workflows to seamless integrations, they built a recruitment engine that works at scale.

Want to know how they did it? Read the full success story here: 🔗 Case Study

[amansalve]

HRTech Interview with Marie Unger- CEO of Emergenetics International

Hello Marie, welcome to HRTech Cube! Can you share your professional journey and what led you to become the CEO of Emergenetics International? I started my career in education and became a school principal before the age of 30. While working in Colorado’s third-largest school district, I had the opportunity to use Emergenetics with both staff and students to build skills in collaboration, questioning, problem-solving, and critical thinking.  About 11 years ago, our Founder invited me to expand our company’s reach, and I jumped at the chance. After serving as company president for two years, I was promoted to CEO in the summer of 2020.

Why do you think so many new managers are set up to fail, and what are the hidden costs of putting untrained managers in leadership positions? New managers are often excellent individual contributors who are rewarded for their high performance with the additional responsibility of leading others. When you don’t set them up for success, it’s not much of a reward. It’s risky and costly to presume that just because someone is great at their job, they will be a natural or skilled leader.

New manager training should be the bare minimum investment organizations make when assigning someone the responsibility of guiding others. Without proper development, the results can be disastrous for the manager, their direct reports, and ultimately, the company. There are many hidden costs that arise, including heightened stress, decreased engagement, lowered productivity, diminished morale, poor performance, and increased turnover.

How does the lack of management training impact key business areas like company performance, employee retention, and the bottom line? When managers aren’t properly trained, several things can go wrong. From poor communication to missed safety measures, the missteps can be quite costly, depending on the industry a company is in. One of the more obvious impacts a company may experience is increased turnover. The estimated average cost of replacing an employee is between 1.5 and 2 times their annual salary, so the costs can add up quickly. There are also reputational risks, which can affect your ability to hire staff, acquire new customers as well as retain existing ones. In highly regulated industries, ill-equipped managers may create compliance or legal issues, which can have significant financial implications. A lack of training will almost always lead to increased business expenses in the long term, which undoubtedly impacts the bottom line.

With the current wave of corporate layoffs, how are untrained managers affected, and what challenges do they face in managing increased workloads for remaining employees? While increased workloads are a challenge, I believe the emotional toll of workforce reductions impacts managers the most. If a supervisor has not received any training in emotional intelligence, navigating a layoff will be exceptionally difficult. Managers are often put in a position to make tough decisions that can negatively affect others, leading to heightened stress or feelings of guilt. Employee morale is always affected when layoffs occur, as team members are likely to experience fear, anxiety, and uncertainty about their own futures. If a team leader isn’t trained in resilience, clear communication, and empathy, their challenges can be quite significant.

The Dell case study showed a 23% drop in employee satisfaction following return-to-office mandates. How do such situations highlight the importance of skilled management? One of the most important skills managers and leaders can develop is a concept from Japanese culture: learning to read the air. This means you can understand a situation without words or intuitively sense the feelings of others. A 23% drop in employee satisfaction tells me that leaders in that company failed to understand their workforce’s needs. Skilled managers take time to evaluate situations holistically to anticipate the potential ripple effect of their decisions.

How can companies use management training as a competitive advantage to improve talent retention and employee satisfaction? Today’s employees, especially younger generations, want to know there is a clear, progressive path in front of them. While not all employees want to become managers, those interested in taking on leadership roles will look for companies that create related opportunities. Promoting management training as part of employer branding initiatives can attract for highly motivated candidates internally and externally.

What steps can organizations take to ensure they are providing adequate training for first-time managers to set them up for success? An important first step is developing self-awareness. First-time managers should understand their inherent tendencies so they can uncover their brilliance and potential blind spots. Once a leader has a strong sense of self, they can identify if their direct reports are like or different from them. Realizing that your team is cognitively diverse is a powerful moment for any manager. The goal for any leader should be to find ways to honor each person’s distinct needs, which is a great stepping stone to building a psychologically safe, productive team environment.

How can management training help businesses navigate challenging times, such as economic downturns or organizational restructuring? Managers must be trained to build their technical know-how and develop core soft skills. A well-rounded management training program will feature capacity building in all areas. Managers who are skilled in their jobs and know how to work well with others are likely to achieve results and be resilient. Resilience is at the core of successfully navigating and overcoming challenges. I don’t know of any organization that hasn’t faced obstacles, so it’s imperative for companies to prepare their leaders for the inevitable.

What personal strategies have you found effective in developing strong leadership skills and guiding teams through change? I am committed to lifelong learning. My willingness to learn, unlearn, and relearn has helped shape my leadership style and capabilities. Having an open mind, especially in times of change, has been essential to my success. Another commitment I keep is to presume positive intent. When I give every person, every situation, or every circumstance the benefit of the doubt, I create the highest potential for the best possible outcome.

What final thoughts would you like to share about the importance of investing in management training and its long-term benefits for organizations? Investing in management training is a strategic business decision. Setting managers, especially those new to leadership responsibilities, up for success will generate an abundance of benefits over the long run for the individual, their team, and the company. Managers will develop new capabilities, increase their confidence, and become more engaged in their work. The team will gain a supervisor who can coach and empower them to meet objectives and navigate challenges. Meanwhile, the company will achieve improved performance and productivity, reduce HR expenditures related to turnover, and develop a talent pipeline that supports succession planning and business growth.

Related News/ Articles Link:

https://hrtechcube.com/holistic-employee-wellbeing-happiness/ https://hrtechcube.com/ai-and-machine-learning-for-enhanced-hr-practices/ https://hrtechcube.com/how-total-rewards-software-elevates-employee-engagement/  https://hrtechcube.com/harnessing-employees-and-processes-through-hr-analytics/

[hrtechnology25]

HRTech Interview with Deepesh Banerji, Chief Product Officer at Deputy

Explore insights from Deepesh as he discusses innovations in HR technology, employee engagement, and enhancing hiring processes for the global workforce.

[globalfintechseries]

The Role Of AI And Machine Learning In Modernizing Retirement Planning

In an era marked by rapid HRTech and technological advancements, the integration of artificial intelligence (AI) and machine learning (ML) into various industries is becoming increasingly prevalent. One such area experiencing significant transformation is retirement planning. Traditionally reliant on static financial models and generic advice, retirement planning is evolving into a more dynamic, personalized, and efficient process through the application of AI and ML.

Personalized Financial Planning

AI and ML algorithms excel at analyzing vast amounts of data, enabling financial advisors and retirement planners to offer highly personalized advice. By considering individual financial situations, spending habits, investment preferences, and risk tolerance, AI-driven platforms can create tailored retirement plans. This level of customization helps ensure that retirement strategies align closely with the unique needs and goals of each individual, ultimately enhancing the likelihood of achieving a secure and comfortable retirement.

Predictive Analytics for Better Decision Making

One of the most powerful applications of AI in retirement planning is predictive analytics. By leveraging historical data and current market trends, AI systems can forecast future financial scenarios with remarkable accuracy. This capability allows retirees and pre-retirees to make informed decisions about when to retire, how much to save, and where to invest. Predictive analytics can also identify potential risks and opportunities, providing a proactive approach to retirement planning that adapts to changing economic conditions.

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Enhanced Portfolio Management

AI and ML are revolutionizing portfolio management by optimizing asset allocation and investment strategies. These technologies can continuously monitor market conditions, analyze investment performance, and adjust portfolios in real-time to maximize returns and minimize risks. This dynamic approach to portfolio management ensures that retirement funds are managed more effectively, providing retirees with greater financial stability and peace of mind.

Cost Reduction and Accessibility

The implementation of AI and ML in retirement planning is also driving down costs, making financial advisory services more accessible to a broader audience. Automated robo-advisors, powered by AI, offer low-cost, high-quality financial advice that was previously available only to those with substantial assets. This democratization of financial planning services empowers more individuals to take control of their retirement planning, regardless of their income level or financial knowledge.

Behavioral Insights and Risk Management

Understanding human behavior is crucial in retirement planning, as emotions and biases often influence financial decisions. AI and ML can analyze behavioral patterns and provide insights into how individuals might react to different financial situations. By identifying tendencies such as risk aversion or overconfidence, AI-driven platforms can offer tailored advice to mitigate these behaviors and promote more rational decision-making. This results in better risk management and more stable long-term financial outcomes.

Continuous Learning and Improvement

AI and ML systems are designed to learn and improve over time. As they process more data and refine their algorithms, these technologies become increasingly accurate and effective in their predictions and recommendations. This continuous learning process ensures that retirement planning strategies remain relevant and adaptive to new developments in the financial landscape. For retirees, this means receiving consistently high-quality advice that evolves with their changing needs and circumstances.

Ethical Considerations and Human Oversight

While the benefits of AI and ML in retirement planning are substantial, it is essential to address ethical considerations and maintain human oversight. Ensuring data privacy, transparency in decision-making processes, and the avoidance of algorithmic biases are critical to the responsible use of AI in financial planning. Human advisors still play a vital role in interpreting AI-generated insights, providing personalized guidance, and addressing the emotional and psychological aspects of retirement planning that technology alone cannot fully manage.

The integration of AI and ML in retirement planning marks a significant advancement in the financial industry. These technologies offer personalized, efficient, and cost-effective solutions that enhance the retirement planning process for individuals across all demographics. By harnessing the power of AI and ML, retirees can achieve greater financial security and enjoy a more comfortable and fulfilling retirement.

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