Working with People (and their messy emotions)

On January 25, 2021, in Editorial Advisory Board, HR Trends, HRExaminer, Joe Gerstandt, Leadership, by Joe Gerstandt
“We talk all day long about people’s motivations and behaviors, yet act like emotions have no place at work. Caring for a tree becomes pretty difficult if you have to pretend that the roots do not exist.” - Joe Gerstandt
 

HRExaminer v12.04

This video from John Sumser covers his Q&#38A talk on AI and Intelligent Tools in the HR and Recruiting space in the times of the coronavirus pandemic. Spoilers: it’s probably not what you would expect. Watch, Q&A on AI and Intelligent Tools with John Sumser.



John Sumser writes, “Machines are incapable of seeing things that aren’t measured.” This can be a bad thing. The Uncoded Bias in AI Hiring.



Paul Hebert asks us to please Stop Measuring Employee Engagement (there’s something better).



Doug Shaw, writes, “Change can be hard, and the process of exploring how we do things differently needs to acknowledge this.” The language of change: an antidote for stress that stifles thinking, feeling, and doing.



If you’re Caught in the Chorus of Talent then you’re missing the big picture on attracting talent. Listen to the full chorus from Susan LaMotte.



 

Caught in the Chorus of Talent

On January 22, 2021, in Editorial Advisory Board, HRExaminer, Susan Strayer LaMotte, by Susan LaMotte
“We’re so excited about the future of technology but we can’t even get back to job candidates in a timely fashion. If we can’t seem to update job seekers today, how are we going to manage complicated, algorithmic-driven robots to do it for us?” - Susan LaMotte
 

The language of change: an antidote for stress that stifles thinking, feeling, and doing

On January 21, 2021, in Coronavirus Pandemic and Work, Doug Shaw, Editorial Advisory Board, by Doug Shaw
“Change can be hard, and the process of exploring how we do things differently needs to acknowledge this. The language of change can be an antidote for stress that stifles thinking, feeling, and doing.” - Doug Shaw
 

Stop Measuring Employee Engagement (there’s something better)

On January 20, 2021, in Editorial Advisory Board, HRExaminer, Paul Hebert, by Paul Hebert
“We grow in our careers. The company changes its focus, its products, and services, its market position. There is no baseline for engagement to be tied to. As an employee, it is natural that my engagement will rise and fall.” - Paul Hebert
 

HRExaminer v12.03

John Sumser writes, “Intelligent output requires the user to think before deciding. This makes the quality of the interface design a fundamental ethical question.” User Interface Design Ethics in AI - Part I.



“We must design our tools to help us practice our AI ethics. That includes a continuous process where you revisit your assumptions, rewrite your questions, validate your data, and measure results against not just KPI’s, but your underlying corporate values.” Read part two of John Sumser’s series on User Interface Design Ethics in AI - Part II.



From vision, strategy, and workforce impact to costs, maintenance, data standards, and process governance, John Sumser takes a look at HR Tech: AI and Intelligent Software Implementation - Part I.



John Sumser wraps-up his two-part series on, HR Tech: AI and Intelligent Software Implementation - Part II.



F1000 corporate executive and start-up CEO Jason Lauritsen discusses how the foundation of employee engagement is undermined by ignoring employee’s personal lives. Build a Better Foundation for Employee Engagement in 2021.



 

Build a Better Foundation for Employee Engagement in 2021

“Life is messy. Unless we are equipped to navigate that messiness, it is easy to get consumed by it. And that doesn’t bode well for doing our best at work (or anywhere else).” - Jason Lauritsen
 

HRExaminer v12.02

Heather Bussing explains how the pandemic demands that we reimagine our indispensable work. Reimagining What is Necessary Work During the Coronavirus Pandemic.



Jon Stross and his Greenhouse co-founder noticed that certain ways of leading and communicating during the pandemic suddenly snapped into focus while previous methods no longer fit the scene. Sometimes Leading Means Letting Go During the Pandemic (Lessons Learned in Zoom Rooms).



After the Furlough there are five things you should do to prepare for your employees’ return. John Sumser has more.



Recognizing AI in our HR Tech means trying to remember, in the onslaught of machine opinion, that by accepting the machine’s opinion you are making a decision. John Sumser has more in, Can we recognize baked-in AI in HR Tech in order to manage it properly?



 

Reimagining What is Necessary Work During the Coronavirus Pandemic

The pandemic demands that we reimagine, rethink, and reengineer our work. It starts with getting clear on what is truly necessary work. Trying to go back to what it was like is a mistake.
 

HRExaminer v12.01

Our systems were not designed to scale during an abrupt shift from centralized to distributed work. TJ Fjelseth, CHRO of Socrates.ai expands on the Conversations emerging during an abrupt shift from centralized to distributed work.



What should modern bereavement leave look like in pandemic times? Surely, the standard three days of paid leave to say farewell won’t cut it. Read, Modern Bereavement Leave in Pandemic Times from John Sumser.



Michael Kannisto, Ph.D. explains that college recruiting has a strict timeline and with each passing day the class of 2020 faced the prospect of being excluded from the recruiting process. The Lost Generation of College Recruits.



Neurodiverse people often possess remarkable technical and problem-solving capabilities. They end up surfacing insights that others miss. Heather Bussing has more about Hiring Neurodiverse People.



John Sumser asks you to consider who is really important at your company. Instead of paying attention to the people with charisma and connections, you need to focus on people with competence. 8 Steps to Identify Your Everyday MVP Employees During The Pandemic.