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10 Key Features of an HR Technology Solution for Engagement Management

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It is an indisputable fact that truly successful engagement management in organizations requires using technology to implement it. HR technology solutions must address several critical issues in order to function as enablers for the implementation of different processes. From our point of view there are ten key features that an HR technology solution must cover:

  1. Store all information on employees or collaborators who form part of an organization: organizational, salary, professional, training data and more to enable different groups/populations to be managed in a unified way. For integrated data analysis, it will be essential to be able to access this integrated information history covering the entire employee lifecycle and avoid information silos.
  2. Segment target populations to work with: a method recommended by various consultants for creating specific indicators to obtain valuable information for better enagement through targeted calls to action. For example, use an indicator to identify those employees who have the potential to become something more, i.e. “convertible” employees and then redefine their goals to make their job more challenging.
  3. Create flows of continual communication to enable the data mining of employee expectations. These flows of constant communication between all members of the organization and business units enable quick detection of the needs or gaps by establishing continuous feedback paths.
  4. Declare company targets in each HR process, both in job descriptions and in evaluation and recognition criteria, automatically and effortlessly making them visible to all populations involved. This will bring forth enormous potential for communication and also the ability for fast and agile change management.
  5. Measure how well individuals are progressing towards targets through self-assessment questionnaires, such data can become another input for decision making in those cases where it is in our interest to do so, such as internal mobility or potential.
  6. Enrich assessments on potential by including an additional variable on attitude to help us locate more accurately the different profiles in a talent matrix.
  7. Establish appropriate action plans for each group based on expectations and detected gaps: recognition, compensation, training and career plans, etc.
  8. Make the recruitment profiles clearer so candidates can properly understand the type of organization they are applying to. Define employer brand so that we can highlight within our brands the parts that may be of more interest to each target group.
  9. Identify specific KPIs (Key Performance Indicators) to help us determine the ROI of these interventions that go beyond improving engagement: reduced absenteeism, improved job matching, reduced recruitment costs, or reduced rotation.
  10. Provide dynamic dashboards that will enable all key parts of the organization to be kept up to date on how the actions are progressing.

Carlos Castellanos

Carlos Castellanos Isla is a computer engineer from the University of Deusto. He has spent his entire career at Meta4, having held management responsibilities in different areas of the company. Before creating the Global HR Operations Division in 2011 he was in charge of Presales and R&D in Spain for the private and public sectors.

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