Day: March 22, 2020

GAZING INTO THE CRYSTAL BALL: CORNERSTONE ASSEMBLES A CRACK PANEL TO DISCUSS THE FUTURE OF WORK

Cornerstone OnDemand recently hosted a lively panel discussion on “Predicting the Future of Work” with three of the brightest minds in the business. End of year is a natural time to think about the future, of course, and we look forward to reading some interesting prognostication on 2013 in the next couple of weeks (for starters, try this piece by IDC’s Lisa Rowan).
The Cornerstone webinar featured Josh Bersin (Bersin & Associates), Yvette Cameron (Constellation Research) and Elaine Orler (Talent Function). Moderated by our very own sage soothsayer Jason Corsello, the panel tackled a range of questions centered on the theme of what to expect in the world of work as we move into 2013.  This included conversations around:
  • The current state of learning and training in organizations;
  • The state of recruiting and the perceived “skills gap” in hiring decision-making; and
  • The role of technology in the workplace and how we work.

Is the Future Already Here? Broad Themes for 2013

The panelists started off with some broad thoughts about the future of work and trends that are impacting HR practitioners today and into the new year. 
Josh Bersin noted that, increasing specialization of jobs (due largely to globalization and advances in technology) means we are seeing flatter/cross-functional teams and that the individual employee’s value today is driven more by skills than the definition of the job role. Josh also noted the increasing impact of diversity in the workplace – not just ethnic, but also generational and age diversity alongside different employee backgrounds and experiences. And it’s more than just a casual observation: Bersin & Associates research shows that diverse teams actually work better.
Yvette Cameron focused her 2013 themes on a single word: MORE. She believes that the future of work is already here and that in 2013 we should expect more, more, more of what’s already going on (especially around the impacts of technology in the workplace and Big Data). On the data point, Yvette went further to remind us that we are doubling the amount of data out there every two years. The ability of organizations to use this data for meaningful impact is both a challenge and an opportunity for decision-makers in the coming year.
Elaine Orler is an expert on recruiting, and she focused her 2013 themes on the challenges facing businesses in terms of not only attracting and hiring Millennials, but also in re-recruiting Baby Boomers. Elaine also noted the change in so-called resume currency: “The concept of a paper resume is gone. The concept of an online profile / upload your resume is moving away.” In its place, we should expect performance-based and assessment-driven applicant profiles.

Learning & Development: You Can’t Hire Your Way Out of This One

Josh started off the discussion of employee development by reminding us that training actually works.  Simply put, the sophistication of an organization’s training initiatives is seen by Bersin & Associates as a huge differentiator between high-performing and low-performing companies. Further, organizations that do systematic development planning generate twice the revenue per employee, due principally to the continuous skills development focus that accompanies development planning.
Josh also noted that, according to recent Bersin research, the entire corporate learning and development market grew by 12% in 2012 (despite the recession). This is due to the fact that “companies have basically realized that they cannot hire themselves out of these problems, they have to train their people out of these skills gaps.”

The Shifting Nature of Employee Learning

The conversation perked up when the panel got into less formal streams of learning and development. That’s not surprising, considering that there does seem to be a lot more uncertainty about how informal, social and video-based learning should play out in the workplace.
Yvette discussed the fact that learning can (and should) play out in all forms and modalities – not just from the typical “training department” and the CLO. Mentors count in this respect, and so do peers. All manner of informal learning that can happen here, there and everywhere.
Video-based learning through ubiquitous, consumer-side technologies like YouTube came up. Josh argued that, while YouTube can certainly be a good training tool, he fears that trainers too often don’t know how to properly use it, and training departments too often have limited resources, technical architecture and internal support.

Filling Talent Gaps

Jason Corsello shifted the conversation to the recruiting problem – that is, why do we always hear that there are too many applicants for too many jobs, but we still struggle to find the right skills.  Elaine tackled this one and suggested that five years ago, a company might have 100 positions to fill, and they had the luxury to be creative in filling the positions.  Today, that same company might have only five jobs to fill, and there’s severely limited creativity in how to fill them.
She went further to argue that recruiting today is often about filling specific talent gaps. Companies are no longer looking for more general sets of attributes: for example, the team player that has long-term growth ability and who can be taught a specific craft or skill.
This discussion dovetails nicely into the results of the recent Cornerstone OnDemand survey, which highlighted, among other things, the lack of investment by employers in the area of filling skill gaps internally through better employee development, alignment and engagement. Learn more here.

How Does Technology Fit Into This Picture (and What Is SnapChat)?

Yvette kicked off a conversation of how technology will play a role in the workplace of 2013 by noting that we’ve already moved from systems of transaction to “systems of engagement” – accessible technology that fosters collaboration, just-in-time learning and daily engagement with work. These types of systems are essential in an age with the line between work and life has been considerably blurred.
When it comes to figuring out what interesting technology is around the corner, don’t even get our panel started about SnapChat. Elaine discussed the emergence of new tools for social collaboration: “The concept that video takes over the voice conversation, the concept that a picture says a thousand words…I think these are the kinds of tools that teens today and the next generation is going to look to have in the workforce.”
The panel got going on a few other related topics as well, all revolving around the core theme of what we can expect to see in the world of work in 2013.  For the full replay of the event, please click here.
And many thanks to Josh, Yvette, Elaine and Jason.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

HIRING FOR ETHICS AND INTEGRITY: 4 TACTICS THAT WORK

Every company’s got at least one: that overly competitive, sour, power-hungry — you fill in the blank — employee that walks around with a rain cloud over his head, infecting every conversation he joins and inciting feelings of isolation, discouragement or doubt among his coworkers. It only takes a few such toxic personalities to infect company morale and, ultimately, the bottom line.
Recruiters and HR managers face a daunting task when wading through the pile of resumes lying on their desks, in search of terrific talent and great character. So how do you spot these telltale signs of toxicity in the short span of a job interview and zero-in on important intangibles like character, honesty, ethics and integrity? We asked Anna Maravelas, author of “How to Reduce Workplace Conflict and Stress” and a motivational speaker recognized for her ability to transform negative cultures into climates of respect and pride. From prisons to the financial sector, every industry has its share of jerks. And Maravelas should know — she’s worked with many of them. But it isn’t all doom and gloom, as she found many of her favorite hiring tactics in the companies she encountered. Here are four that top her list.

Surprise them with an ethical scenario

Every job candidate has practiced the tried-and-true interview questions aimed at drawing out weaknesses or negative qualities. Today’s job candidates know how to turn a negative into a positive: “I’m just too hard working, too motivated, too detail-oriented…” they may say. But what about throwing in a question from left field that catches the interviewee off guard entirely?

The CEO of a predominant design and building company Maravelas had worked with stuck out in her mind for a unique interviewing tactic. The CEO would interview candidates directly, starting off with warm, getting-to-know-you conversation. A bit into the interview, the CEO would then ask, “If we ever got into a bind with a client, would you be willing to tell a little white lie to help us out?”

“If the candidate said yes,” Maravelas explains, “the offer evaporated. You really have to have a lot of integrity to say no.”

Listen to how they praise – or blame – themselves and others

Companies built on a culture of collaboration rely on team players to achieve their goals, so working effectively as a team and bringing a fraternal attitude to the table is essential. Thus, an effective way to tell if a prospective employee fits the team profile is to see where they give credit and place blame.
“Ask candidates to talk about a time when they achieved something they were really proud of,” Maravelas says. “How much credit did they give others?”

Is the candidate constantly saying “I, I, I” or referring to collective achievements she accomplished as part of a team? Does she refer to a great mentor or a close relationship with her boss as a contributor to her success, or is she constantly patting herself on the back?

An alternative way to gauge this quality, Maravelas suggests, is to ask candidates about a time when they really tried their hardest, yet failed, and listen to how they assess their own responsibility in that failure.

Tap into referrals from your best employees

Current employees can be great resource in the hiring process, and their opinions should factor significantly into a hiring decision. After all, they’ll be the ones working with the new employee. One of Maravelas’ favorite companies relies heavily on the referrals of current employees who have been with the company for several years, tapping solid veterans to actively recruit prospects from their circle of friends and professional contacts.
“If they have integrity and are known for their kindness and compassion, their friends probably are, too,” Maravelas says. “They probably don’t hang out with fakes.\”

Trust your gut

We’re often so focused on the person we’re interviewing, we may not be tuned into our own physiological reaction to them. Sitting back and asking ourselves how another person is affecting us is a valuable tactic for interviewers. If a candidate makes you feel uncomfortable or ill-at-ease, he’ll probably make his co-workers feel that same way. We may not consciously identify negative qualities right away, but we often subconsciously pinpoint an off-feeling that comes in the form of an awkward moment or the feeling of being manipulated. When hiring for integrity and character, the best bet is to go with your instinct. We gravitate towards those who make us feel good, and that quality will likely be reflected in the larger work environment.  Adds Maravelas: “Really pay attention to how you feel when you’re interviewing someone else.”
For useful resources on building talent pipelines and developing your 21st-century recruiting strategy, check our our recruiting lookbook.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

GOOD MANAGERS MANAGE. GREAT MANAGERS COACH

We\’re several decades into the evolution of the knowledge worker now, where skills are softer, job descriptions grayer, and thanks to technology, everyone in the workplace has a multitude of new platforms to communicate, collaborate and get stuff done. What\’s gotten a little lost in that shuffle? Leadership has changed — especially for middle management. Effective line managers these days don\’t just clock in and out their employees — they need to know how to optimize softer skills and individual performance. They need to manage — and coach — people a lot more than they manage the work.

“I’m a big proponent of losing the word ‘manager,’ and replacing it with the word ‘coach,’” says Jay Forte, a former financial executive who traded his day job to launch Humanetrics LLC, a company that consults organizations on how to capitalize on the strengths of their employees. “‘Manager’ is an Industrial Age word, and now that we’re in the Intellectual Age, most managers don’t know how to get the most out of their employees.”

From coaching “managers” and inspiring employees to helping companies hire and retain the best talent, Forte\’s main goal is to advance personal performance in the workplace and beyond. Often times it starts with good leadership skills. So how does a manager become a great coach? Forte had three pointers:

1. Stop Telling and Start Asking
The first step to becoming a coach is reassessing how you treat and interact with your employees. Establishing an open, respectful relationship is key — and will bring long-term benefits. An example that stood out in Forte’s experience came when a customer service manager at a large company overheard one of his employees having an argument with a customer over the phone. Instead of flying off the handle and intervening, the manager stepped up as a coach, observing his employee’s behavior and then inviting the employee into his office after he hung up the phone.

By speaking with the employee behind closed doors and asking powerful, pointed questions about the situation at hand, the manager determined that what he observed was, in fact, a problem and discussed alternate solutions. This allowed the two to address and solve the problem as a team, rather than having it blow up as an employee/manager dynamic. And it established more trust, communication and engagement between the two.

“That’s a coach in action,” Forte said. “A manager might have had a meltdown and taken control of the call. He was truly conflicted about whether he should have interrupted, but it was a wise and hard decision for him not to get involved. It was a wonderfully powerful teaching moment.”

2. Match Talent With Challenges
Today’s job descriptions aren’t as cut-and-dry as they were even a decade ago. These days, employees are often hired for their talent and ability to get the job done, rather than their actual experience with said job. By getting to know about employees’ talents, interests and lives beyond the workplace, coaches can tap into strengths that run much deeper than any job description. Whether it’s planning the office holiday parties or running the company newsletter, employees often get satisfaction and fulfillment out of duties that have nothing to do with their day-to-day activities. Utilizing these talents makes the most of each employee’s potential and, in turn, adds value to the employees’ work experience.

“Look deep into your people, their talents, their capacity, and match what they have to offer with your company’s needs,” Forte said. “A coach takes a good look at what you’re extraordinary at and matches it to a particular need, so you soar.”

3. Tap Into Your Softer Side
The best coaches possess qualities that are easier said than done. This includes being a good observer and listener, really getting to know employees and trusting employees to get the job done. It all comes down to giving your workforce the tools and resources to do their job, so you can do your job.

“You have to trust in your employees,” Forte said. “Give them the ability to step up and own the situation. The mindset of a manager is often ‘I’m responsible to do the job’ when it should be ‘I’m responsible that the job gets done.’”

Ultimately, the coach takes on a role of parent, to some extent, Forte said. Like parenting, the relationship between coach and employee is often one that vacillates between guide, mentor and boss. Holding employees accountable while guiding them toward success is no simple task – it’s easy to take the reins when something’s not going right or chastise an employee for his mistakes. But handling the situation from the perspective of a guide or coach will benefit your business, your relationship with your employees and, ultimately, your bottom line.

https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

HOW TO WIN BIG TALENT IN SMALLER MARKETS

A decent paying job at a cool up-and-coming company in sunny Los Angeles or a better-paying job at a corporation in the middle of Minnesota? For today’s worker the choice is simple: Job preference means more than just money — it\’s about work/life balance — and the bright lights of the big cities are often a strong pull. But that leaves a slew of companies outside of top metropolitan areas often struggling to attract top recruits. Business and opportunity may be booming, but the right candidates aren\’t biting.
Indeed, 64% of Midwest employers “occasionally find it hard to fill key positions,” according to a survey by Right Management. Yet the Midwest has no lack of great opportunities or Fortune 500 companies — Minnesota boasts 19 Fortune 500 brands, Ohio has 28, and Pennsylvania is home to 23. The Manpower 2012 Talent Shortage Survey found that the top reason for difficulty when filling jobs in the Americas is lack of available applicants or no applicants at all. Are they all really in New York or California?

The answer is no, and there are ways to attract great talent to less sough-after markets. Jeff Zisner, founder of Blue Bell, Pennsylvania-based executive talent search firm Right Recruiting, says that although a lot of 20-something candidates he sees tend to head New York over Pennsylvania, he has had success attracting talent by taking a more personal approach.

\”We have had great success bringing people back home to our region once they’ve had kids and want to buy a home,\” says Zisner. \”We get reverse transplants who want to come back all of the time for family and household reasons.\”

Beyond attracting talent by simply pulling at hometown heart-strings, Zisner says it is also important to find the right match for the area and job. A recruiter in Ohio shouldn\’t waste time on a candidate who is dead set on California or hates the snow. On the other hand, a recruiter may find someone who is more open to new opportunities and experiences, and should then highlight how that city and position would appeal to the candidate\’s personality and life goals.
\”An employer needs a patience approach until the right person appears and they then must pounce once the target has become visible,\” Zisner says. \”It is all about hard work. You need a lot of candidate pools and need to make the calls. Timing is the key.\”
Zisner offers dos and don’ts for recruiting big talent in smaller markets:
· Generate excitement in the initial phone screen. For the hiring company, the phone screen is critical. The candidate, who is often remote, needs to get a real sense of the job and company and have enough interest after the phone screen to want to schedule an on-site trip. Employers who don’t add pizzazz to the initial phone screen can find candidates turned-off early in the process rather than wanting to invest valuable time on a multiple-day interview trip.
· Highlight the cost of living. A $100,000 salary in California is less money than a $70,000 salary in Pennsylvania, after taxes and housing costs.
· Appeal to a candidate\’s personal interest and lifestyle choices. A 23-year-old wants entertainment and a social life. A 40-year-old with kids wants a home and good schools. Highlight how your city can fit different candidates\’ needs.
· Try to schedule an onsite during good weather. Oddly enough, weather is very important in relocations. A candidate only has a few days to get an impression of a region. A dreary day in March can have a negative impression, while a 70-degree day with daffodils blooming may be a selling point. You obviously can\’t control the weather, but good timing and luck can be a factor.
· Conduct a stellar interview. While this may seem rather obvious, it\’s essential. A horrible interview and recruitment experience can offset a lot of location and job positives, while a good interview experience can overcome location issues.
· Steer clear of disappointing offers. A candidate who expects \”x\” dollars and is offered much less is left feeling deflated, even if the job is appealing. Expectation management is important.
· Don\’t skimp on relocation offers. This can be a killer because a bad relocation package may actually mean it will cost your candidate money to move. Money out of pocket is a meaningful thing to a candidate.
· Don\’t drag things out. A long interview and decision-making process can be a turn-off to a potential employee. Bringing people back multiple times for interviews is a killer — at some point, they throw their hands up at sloppy interview logistics.
Learn about how the Cornerstone Recruiting Cloud can be an integral part of your big or small market talent acquisition strategy.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

HOW BUILDING A ‘SOCIAL BUSINESS’ CAN BOOST EMPLOYEE RETENTION

Employee turnover isn\’t just costly — experts say that finding and training a replacement can cost twice an employee\’s salary — it can also dampen employee morale, cut into productivity and put customer and partner relationships suddenly on thin ice. With an increasingly fickle (and mobile) workforce, holding on to your most prized asset, your people, in some ways has never been tougher.
An array of well-known retention strategies can hedge against those risks, of course. Offering competitive benefits and perks, for instance, conducting \”stay\” interviews,\” and training and promoting from within are great examples. At the same time, the boom in social and mobile technologies in the workplace is pushing managers — and not just HR managers — to use new approaches and tactics to reduce churn and boost retention.

Introducing social business. Vala Afshar, social business expert and co-author of “The Pursuit of Social Business,” says it’s built on the premise that open and transparent social communication between people and organizations at all levels improves attitudes, performance and company culture. And today’s nascent cloud services and social collaboration tools make that opportunity easier and cheaper than ever to explore in the workplace. 

“A social business is not just about social media or social tech — it’s about a mindset of inclusiveness and shared compatibility,” explains Afshar. Communication and transparency in a company culture can lead to a lower need to hire additional staff and efficiency gains within the workforce, he says. Afshar offers three insights for creating a social business that works.

Flatten the Social Hierarchy

Afshar believes that \”not one of us is as smart as all of us.\” This means a great idea can come from the office assistant or an SVP — and when people are talking and collaborating together, even greater ideas emerge. Valuing every employee and making them feel integral to the organization brings more engagement and is critical for establishing a fulfilling company culture that doesn’t lead to turnover. “Trust the people you hire and trust them to do the work,” Afshar says. 

Establish a Social and Transparent Mindset from the Top

The formation of a culture starts at the top — executives must exhibit transparency, equality and trust to establish a companywide social mindset. Employees feel a stronger connection to the company when they are included in communications. And the more communication, the better.

Use New Tools to Jump-Start Collaboration

At the end of the day, effectively working together is what makes a social business, and there are now many tools to help facilitate that. Internal social networks can connect employees and get departments and units talking and collaborating. The result will be not only make for more efficient work processes, but more engaged employees. Use new technology to help create community.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Athletics Update: Bobcats Soccer Continues to Roll

There has been quite a bit of early season success for the men’s and women’s soccer teams at Bryant & Stratton College. Both teams received top-10 preseason rankings from the USCAA with the men ranking second in the nation and the women ranking eighth.
Less than a week after the initial coach’s poll dropped the women’s soccer team has already climbed two spots to number six while the men have a firm grip on second in their poll. The men’s soccer team have a massive match against University of Maine-Fort Kent this coming weekend, a rematch of last year’s National Championship. They tuned up for the rematch with a solid run of play the last few weeks.
Meanwhile the women rebounded off a tough loss to ASA College with a trio of impressive victories which helped elevate them in the national polls.
Bryant & Stratton College’s cross country team is also up and running, performing well at the University of Rochester Yellow Jacket Invitational; a field made up of a number of strong NCAA programs.

COLLABORATION IS KEY: TIME FOR HR TO TAKE A DOSE OF ITS OWN MEDICINE

Collaboration is a buzzword that\’s thrown around often in the world of HR, and business in general – and for good reason. Getting great minds to work together often produces results greater than the sum of its parts. And often, companies look to HR for advice and guidance on how to get employees to emerge from their own little worlds and collaborate to effect big change.
So why then, is it so difficult for HR pros themselves to embrace the concept of collaboration in their daily work? For starters, according to Carol Anderson, a seasoned HR veteran:   
1. Many skills in HR are highly specialized and not transferable
2. HR pros prize autonomy  
\”HR pros want to run their own show,\” she writes on Human Capitalist. \”I know I certainly did when I was in these roles.\”
But what if HR managers took a dose of their own medicine and worked collaboratively to achieve the greater goals of the company: hiring great people, helping those people to reach their full potential, and doing everything in their power to retain top talent. By making sure the entire HR department is on the same page and continuously working together to achieve these goals, the silos that impede collaboration will come tumbling down. Think of the possibilities. 
If your company\’s HR department is still operating with an every-man-for-himself mentality, maybe it\’s time for an HR performance review?
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

WHY YOU MIGHT CONSIDER A MOOC TO TEACH COMPANY VALUES

So-called \”culture decks\” — slick digital presentations that explain company values and goals — have emerged in recent years as powerful tools in recruiting and employee engagement. Consider the buzz that Netflix and Hubspot alone generated with recent culture decks that went viral (the Netflix Slideshare has been shared over 7,000 times on Facebook and 3,000 times on Twitter). But do these slide shows truly resonate with employees and prospects? At Human Capitalist, learning and development expert Bill Cushard suggests there\’s a more compelling alternative to actually \”teach\” company values and culture — massive online open courses, or MOOCs. 
Here are a few core advantages, Cushard explains, that MOOCs have over those fun slide shows:

Direct Participation From Executives

\”The asynchronous nature of a MOOC allows for executive-level participation because it removes the necessity for busy executives to be available in person at a certain time. Senior leaders can participate off hours, between meetings, on airplanes, or whenever they have a few free minutes.\”

Turning a Presentation Into a Discussion

\”Because a MOOC is massive and open, companies can open culture discussions to employees all over the world and even to prospects in the recruitment pipeline. What better way to educate prospective employees about your culture than to invite them to participate in a quick online course?\”

Opportunities to Stress-Test Company Values

\”During each weekly unit of a MOOC, participants might be assigned to take action on culture and values, and report back to the group on results.  For instance: \’Last week, I tried to put the customer first, but my manager reprimanded me for giving away the store.\’ Think about how valuable it would be to share that result in a facilitated discussion with peers, managers and an executive-level facilitator. \”
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

HUMAN CAPITALIST: THE KEY TO GREAT HR TECH? NOT BIG DATA — GOOD DATA

Like every business department these days, HR is awash in Big Data. But, as Carol Anderson, a leading human resources expert, writes on Human Capitalist, the analytics HR teams are using aren\’t all that useful.

\”Time and again,\” she writes, \”I have watched HR professionals spend an inordinate amount of time defending their data to leaders and employees who don\’t believe that the data is credible.\”

Anderson\’s advice? Stop obsessing about Big Data, and start focusing on Good Data. Here\’s how:

Ask End-User Questions at the Beginning

“An excellent place to start is, as usual, at the end. Key questions to consider: What data do leaders and executives need to understand organizational performance and leadership strength? How useful is the current data being provided? How accurate?”

Review Current Data

“Now, armed with the knowledge of what is important, it’s time for a candid review of the current state of data. Who inputs the data and how is the integrity of the data ensured? Where are there inconsistencies in the data? Why do they exist (you may need to push beyond the \’because we need it\’)? Can we provide the data that the leaders need in a timely and accurate manner? If we find gaps, what data is the priority to address?”

Employ Teams to Get the Job Done

“Pull together small cross-functional teams to complete the analysis and revise the data processes. Break the work into small chunks, and give the teams the challenge to eliminate inconsistencies, and recommend a process to ensure data quality.”
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

PAYBACK TIME: THE TOP 10 MOST LUCRATIVE COLLEGE DEGREES

It\’s back to business at colleges across the country — but not for the nation\’s most recent graduates. More than 40 percent of them are unemployed and many are loaded with student debt. Small wonder, then, that some question whether a college education is really worth the time and money.
The answer is: Yes, depending on which major a student chooses. PayScale, an online provider of compensation data, recently tracked the academic disciplines that offer the greatest salary potential both in the short and long term. Here\’s a closer look at the most lucrative job titles and salaries, based on annual pay of bachelor\’s degree holders without higher degrees and grads who typically have two years\’ experience when they start.

The Meal Ticket: Engineer

Given the planet’s growing need for energy, the expanding population of global travelers and the speed at which information technology is spreading in the industrial and developing worlds, engineers with highly specialized skills are in high demand. Engineering makes up six of the 10 top-earning degrees (and 12 of the top 20).
  • (No. 1) Petroleum engineering: starting salary $98,000, mid-career salary $163,000
  • (No. 2) Aerospace engineering: starting salary $62,500, mid-career salary $118,000
  • (No. 4) Chemical engineering: starting salary $67,500, mid-career salary $111,000
  • (No. 5) Nuclear engineering: starting salary $66,800, mid-career salary $107,000
  • (No. 6) Electrical engineering: starting salary $63,400, mid-career salary $106,000
  • (No. 7) Computer engineering: starting salary $62,700, mid-career salary $105,000

All About Numbers

The major that edged out chemical engineering to land the No. 3 spot on the list: actuarial mathematics, with a starting salary of $56,100 and a mid-career salary of $112,000. Applied mathematics also scores high, coming in at No. 8 with a starting salary of $50,800 and a mid-career salary of $102,000. No. 10 is statistics, with a starting salary of $49,300 and a mid-career salary $99,500.
Actuaries use mathematical, statistical, financial and economic theory to solve real business problems. Many actuaries work for insurance markets and predict, for instance, the frequency and intensity of earthquakes or hurricanes for purposes of setting policy rates. Actuaries also work in the consulting, accounting, government, and financial services areas. 
Applied mathematics, on the other hand, is more concerned with mathematical methods, which can lead to careers in science, engineering and general business. Statisticians typically work for federal, state or local governments or private companies.

Help Wanted: Gadget Hounds

Another hot commodity: computer science majors. They\’ve been in demand since the dawn of the personal computer era, but their value has skyrocketed as the number of smartphones, tablets and other mobile devices worldwide has exploded. Future advances in industrial, medical and research methods depend on the know-how of computer scientists. Ranked No. 9 on the PayScale list, computer science majors can expect to start at $58,400 and reach a mid-career salary of $100,000.

The Missing Ingredient

The left-brained crowd clearly has the lead when it comes to earning potential, but that doesn\’t mean right-brained folks are destined to pinch pennies. International relations, advertising and film production, for example, appear in the top 50 majors on the PayScale list, with international relations leading the group at a starting salary of $40,600 and median salary of $93,000 (although, to be fair, liberal arts and other more creative-oriented majors dominate the list\’s bottom 50).
Two important points about the PayScale ranking: it doesn\’t distinguish between the salaries a computer scientist can hope to earn in Silicon Valley versus one who lives in Alaska. Nor does it factor in the role of good old-fashioned hard work. Yet what it does well is set expectations for today\’s youth (and help older generations come to terms with their youthful decisions).
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

6 BEST PRACTICES FOR MONITORING EMPLOYEES\’ PERSONAL SOCIAL MEDIA POSTS

The use of social media at the office is a tricky one. Some employers draw clear lines around postings to corporate accounts on Twitter, Facebook and other social media sites. But what about the Likes, photos and miscellaneous commentary employees regularly post on their personal accounts? It\’s a tricky issue.

For starters, the law on whether employers have the right to monitor activity on personal social media accounts is unclear. Can employers discipline an employee for a late-night Facebook rant against a boss? Or is the employee protected by free speech? Some 12 states have enacted laws that expressly bar employers from gaining access to the social media accounts of either workers or prospective employees. Courts, too, are grappling with the issue.

For now, there are six basic steps that companies can safely take to regulate their employees\’ social media use — and avoid a full-blown PR crisis:

1. Encourage employees to maintain separate accounts for personal and professional use. Mixing accounts is risky. Warns Tom Petrocelli, a senior analyst at Enterprise Strategy Group: “It’s even okay if you maintain an account for business messaging that is under your control to further your personal brand and include some corporate messages with it, especially as they relate to you. Just keep business in one place and personal in another and don’t blend them together.”

2. Remind employees that disclosing insider information is a no-no — under any circumstance. Companies should make clear that divulging company secrets is against company policy and they should routinely refer to the diktat as a reminder.

3. Create an open — and safe — environment for employees to admit online mishaps. Encouraging employees to confess when they\’ve posted an inappropriate comment on social media can help minimize any fallout. Acknowledging a mistake is better for both the employee and employer because it creates a culture of honesty and trust, writes Heather Huhman, founder and president of consulting firm Come Recommended, on BBC.

4. Don’t ask employees to promote the company on their personal accounts. Some companies are asking employees to change their cover photos on their personal Facebook profiles to promote the company. Yet, employers don’t have to look much farther than the Facebook terms of service to find out that using personal timelines for commercial gain is prohibited. If employees want to promote the company by posting pictures of them at the annual summer picnic, more power to them, notes lawyer Ruth Carter of Carter Law Firm. The key takeaway: let them make the choice.

5. Clearly set out when personal social media accounts are accessible by employers. There\’s only one scenario in which employers have a fairly clear right to access employees\’ social media accounts: workplace investigations. Although an employee claiming discrimination or sexual harassment is likely to volunteer supporting evidence, employers in most states are allowed to request account credentials in cases of alleged wrongdoing, says employment lawyer Eric Meyer.

6. Establish guidelines for those who own the company\’s social media accounts from the beginning of employment. \”The line between a personal and professional social media account can be blurry,\” writes employment lawyer Renee Jackson on Forbes, \”so if this ownership issue is not hashed out at the beginning of employment, the employer and the employee may both believe the account is theirs.\” Management should create the accounts under the company’s name, manage the logins, and oversee the content posted, recommends Jackson. Specify account ownership and acceptable content in formal job descriptions or offer letters.

https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

6 BEST PRACTICES FOR MONITORING EMPLOYEES\’ PERSONAL SOCIAL MEDIA POSTS

The use of social media at the office is a tricky one. Some employers draw clear lines around postings to corporate accounts on Twitter, Facebook and other social media sites. But what about the Likes, photos and miscellaneous commentary employees regularly post on their personal accounts? It\’s a tricky issue.

For starters, the law on whether employers have the right to monitor activity on personal social media accounts is unclear. Can employers discipline an employee for a late-night Facebook rant against a boss? Or is the employee protected by free speech? Some 12 states have enacted laws that expressly bar employers from gaining access to the social media accounts of either workers or prospective employees. Courts, too, are grappling with the issue.

For now, there are six basic steps that companies can safely take to regulate their employees\’ social media use — and avoid a full-blown PR crisis:

1. Encourage employees to maintain separate accounts for personal and professional use. Mixing accounts is risky. Warns Tom Petrocelli, a senior analyst at Enterprise Strategy Group: “It’s even okay if you maintain an account for business messaging that is under your control to further your personal brand and include some corporate messages with it, especially as they relate to you. Just keep business in one place and personal in another and don’t blend them together.”

2. Remind employees that disclosing insider information is a no-no — under any circumstance. Companies should make clear that divulging company secrets is against company policy and they should routinely refer to the diktat as a reminder.

3. Create an open — and safe — environment for employees to admit online mishaps. Encouraging employees to confess when they\’ve posted an inappropriate comment on social media can help minimize any fallout. Acknowledging a mistake is better for both the employee and employer because it creates a culture of honesty and trust, writes Heather Huhman, founder and president of consulting firm Come Recommended, on BBC.

4. Don’t ask employees to promote the company on their personal accounts. Some companies are asking employees to change their cover photos on their personal Facebook profiles to promote the company. Yet, employers don’t have to look much farther than the Facebook terms of service to find out that using personal timelines for commercial gain is prohibited. If employees want to promote the company by posting pictures of them at the annual summer picnic, more power to them, notes lawyer Ruth Carter of Carter Law Firm. The key takeaway: let them make the choice.

5. Clearly set out when personal social media accounts are accessible by employers. There\’s only one scenario in which employers have a fairly clear right to access employees\’ social media accounts: workplace investigations. Although an employee claiming discrimination or sexual harassment is likely to volunteer supporting evidence, employers in most states are allowed to request account credentials in cases of alleged wrongdoing, says employment lawyer Eric Meyer.

6. Establish guidelines for those who own the company\’s social media accounts from the beginning of employment. \”The line between a personal and professional social media account can be blurry,\” writes employment lawyer Renee Jackson on Forbes, \”so if this ownership issue is not hashed out at the beginning of employment, the employer and the employee may both believe the account is theirs.\” Management should create the accounts under the company’s name, manage the logins, and oversee the content posted, recommends Jackson. Specify account ownership and acceptable content in formal job descriptions or offer letters.

https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

6 BEST PRACTICES FOR MONITORING EMPLOYEES\’ PERSONAL SOCIAL MEDIA POSTS

The use of social media at the office is a tricky one. Some employers draw clear lines around postings to corporate accounts on Twitter, Facebook and other social media sites. But what about the Likes, photos and miscellaneous commentary employees regularly post on their personal accounts? It\’s a tricky issue.

For starters, the law on whether employers have the right to monitor activity on personal social media accounts is unclear. Can employers discipline an employee for a late-night Facebook rant against a boss? Or is the employee protected by free speech? Some 12 states have enacted laws that expressly bar employers from gaining access to the social media accounts of either workers or prospective employees. Courts, too, are grappling with the issue.

For now, there are six basic steps that companies can safely take to regulate their employees\’ social media use — and avoid a full-blown PR crisis:

1. Encourage employees to maintain separate accounts for personal and professional use. Mixing accounts is risky. Warns Tom Petrocelli, a senior analyst at Enterprise Strategy Group: “It’s even okay if you maintain an account for business messaging that is under your control to further your personal brand and include some corporate messages with it, especially as they relate to you. Just keep business in one place and personal in another and don’t blend them together.”

2. Remind employees that disclosing insider information is a no-no — under any circumstance. Companies should make clear that divulging company secrets is against company policy and they should routinely refer to the diktat as a reminder.

3. Create an open — and safe — environment for employees to admit online mishaps. Encouraging employees to confess when they\’ve posted an inappropriate comment on social media can help minimize any fallout. Acknowledging a mistake is better for both the employee and employer because it creates a culture of honesty and trust, writes Heather Huhman, founder and president of consulting firm Come Recommended, on BBC.

4. Don’t ask employees to promote the company on their personal accounts. Some companies are asking employees to change their cover photos on their personal Facebook profiles to promote the company. Yet, employers don’t have to look much farther than the Facebook terms of service to find out that using personal timelines for commercial gain is prohibited. If employees want to promote the company by posting pictures of them at the annual summer picnic, more power to them, notes lawyer Ruth Carter of Carter Law Firm. The key takeaway: let them make the choice.

5. Clearly set out when personal social media accounts are accessible by employers. There\’s only one scenario in which employers have a fairly clear right to access employees\’ social media accounts: workplace investigations. Although an employee claiming discrimination or sexual harassment is likely to volunteer supporting evidence, employers in most states are allowed to request account credentials in cases of alleged wrongdoing, says employment lawyer Eric Meyer.

6. Establish guidelines for those who own the company\’s social media accounts from the beginning of employment. \”The line between a personal and professional social media account can be blurry,\” writes employment lawyer Renee Jackson on Forbes, \”so if this ownership issue is not hashed out at the beginning of employment, the employer and the employee may both believe the account is theirs.\” Management should create the accounts under the company’s name, manage the logins, and oversee the content posted, recommends Jackson. Specify account ownership and acceptable content in formal job descriptions or offer letters.

https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

HOW TO GET CEOS TO PLAY TO THEIR STRENGTHS

New CEOs tend to talk a big game about getting involved in day-to-day engagement with employees and teams, but many tend to fade back into the C-suite after a honeymoon phase — not because they aren\’t involved, but typically because higher-level management duties tend to crowd out lower priorities. So how can the top exec remain an integral member of the team while running the company? Human Capitalist\’s Jay Forte suggests it\’s easier than most people think.
As a workplace coach, Forte spends much of his time focusing on how CEOs can use their strengths and passions to define day-to-day work that may include delegation of tasks, setting strategy, and holding lines with employees. 
\”In today’s workplace, few roles are static,\” Forte writes. \”Most jobs require organizations to staff wisely and then augment employees’ roles and performance but sculpting the role around their additional abilities. The CEO position is the same. Though a CEO may be hired to handle core chief executive tasks, each CEO brings his or her own combination of skills that should be integrated into the role.\”

3 Questions for New CEOs

Forte suggests asking 3 questions CEOs should ask of themselves to determine how and where they can get more involved:
  1. What am I good at?
  2. What am I passionate about?
  3. What are the high value areas of the business that fit my interests and abilities? 
\”The next step is to list the CEO’s current responsibilities. Circle the ones that fit the CEO based on the answers above,\” Forte writes. \”Review the remaining responsibilities and delegate them accordingly (with the proper training and authority-level, of course). Any duties that cannot be reassigned remain with the CEO. This creates a customized role for the CEO in the same way strong workplaces customize roles for their employees to ensure great fit, engagement and performance.\”
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

NEW ONLINE HIRING TOOLS FOR RECRUITERS (HINT: LINKEDIN ISN\’T ONE OF THEM)

The unemployment rate has been steadily falling (not always a good sign), but many recruiters will tell you that finding the right employees for job openings is as hard as ever. Josh Bersin, founder of Bersin by Deloitte, identifies on Forbes the hot new trends in online recruiting. Here are five of them:

1. Track a Candidate\’s Social Footprint

Forget LinkedIn. \”A whole barrage of exciting tools have been created to help companies better find and source key candidates,\” writes Bersin. \”These companies mine your personal code postings and other social information to create a profile and actual \’competency ratings\’ based on your social data.\”

2. Use \’Pre-hire\’ Evaluations

\”Today, driven largely by the power of the cloud, there seems to be an explosion of new assessment tools.\”

3. Limit Recruiters to Sourcing

\”The highest-performing companies are now pushing more and more responsibility onto the shoulders of hiring managers (training them how to interview) and letting recruiters focus on high-powered sourcing and initial screening.\”

4. Build & Communicate Your \’Talent\’ Brand

\”Today’s high-powered recruiters work directly with the SVP of Marketing to create a research-based, authentic employment brand and promote it on the front page of the company website (not only in the \’careers section\’).\”

5. Make the Most of Big Data

\”Our research shows that the most advanced thinkers in HR analytics start by measuring recruiting.  Do you know where your most effective candidates come from?  What backgrounds and experiences make the best sales people? Which sourcing or advertising channels are most effective and efficient?\”
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1