Pub Date : 2024-04-26DOI: 10.1108/shr-03-2024-0017
Emmanuel Senior Tenakwah, C. Watson
Purpose The purpose of this paper is to explore the factors influencing office occupancy and the broader implications for workplace dynamics in Australia in the post-pandemic era. Design/methodology/approach The authors draw on industry insights, research data and expert opinions on remote work and office attendance to explain post-pandemic trends. Findings The paper finds that average office occupancy reached 71% of pre-pandemic levels in Q3 2023, indicating a significant rebound from earlier downturns. This can be explained by factors such as improved vaccination rates, clearer return-to-office policies by large corporations and a greater understanding of the virus. Originality/value This paper offers valuable insights on the implications of physical, hybrid and remote work highlighting the growing recognition of the importance of physical workspace in fostering collaboration, innovation and organisational culture. It also brings together evidence of the impact of flexible options that may support greater social and environmental sustainability.
{"title":"Are we working from home or office? Insights from Australia","authors":"Emmanuel Senior Tenakwah, C. Watson","doi":"10.1108/shr-03-2024-0017","DOIUrl":"https://doi.org/10.1108/shr-03-2024-0017","url":null,"abstract":"Purpose\u0000The purpose of this paper is to explore the factors influencing office occupancy and the broader implications for workplace dynamics in Australia in the post-pandemic era.\u0000\u0000Design/methodology/approach\u0000The authors draw on industry insights, research data and expert opinions on remote work and office attendance to explain post-pandemic trends.\u0000\u0000Findings\u0000The paper finds that average office occupancy reached 71% of pre-pandemic levels in Q3 2023, indicating a significant rebound from earlier downturns. This can be explained by factors such as improved vaccination rates, clearer return-to-office policies by large corporations and a greater understanding of the virus.\u0000\u0000Originality/value\u0000This paper offers valuable insights on the implications of physical, hybrid and remote work highlighting the growing recognition of the importance of physical workspace in fostering collaboration, innovation and organisational culture. It also brings together evidence of the impact of flexible options that may support greater social and environmental sustainability.\u0000","PeriodicalId":391427,"journal":{"name":"Strategic Hr Review","volume":"9 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140652612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-23DOI: 10.1108/shr-03-2024-0018
Natalie Bidnick Andreas
Purpose The integration of artificial intelligence (AI) technologies like conversational AI and HR chatbots in international human resource development (HRD) presents both productivity benefits and ethical challenges. This study aims to examine the ethical dimensions of AI-driven HR chatbots, emphasizing the need for fairness, autonomy and nondiscrimination. It discusses inherent biases in AI systems and addresses linguistic, cultural and accessibility issues. The paper advocates for a comprehensive risk assessment approach to guide ethical integration, proposing a “risk management by design” framework. By embracing ethical principles and robust risk management strategies, organizations can navigate AI-driven HR technologies while upholding fairness and equity in global workforce management. Design/methodology/approach Systematic literature review. Findings The paper advocates for a comprehensive risk assessment approach to guide ethical integration, proposing a “risk management by design” framework. Practical implications By embracing ethical principles and robust risk management strategies, organizations can navigate AI-driven HR technologies while upholding fairness and equity in global workforce management. Originality/value This study explores the intricate ethical landscape surrounding AI-driven HR chatbots, spotlighting the imperatives of fairness, autonomy, and nondiscrimination. Uncovering biases inherent in AI systems, it addresses linguistic, cultural, and accessibility concerns. Proposing a pioneering “risk management by design” framework, the study advocates for a holistic approach to ethical integration, ensuring organizations navigate the complexities of AI-driven HR technologies while prioritizing fairness and equity in global workforce management.
目的在国际人力资源开发（HRD）中整合对话式人工智能（AI）和人力资源聊天机器人等人工智能（AI）技术，既能提高生产力，又能应对伦理挑战。本研究旨在考察人工智能驱动的人力资源聊天机器人的伦理层面，强调公平、自主和非歧视的必要性。它讨论了人工智能系统固有的偏见，并解决了语言、文化和无障碍问题。论文主张采用全面的风险评估方法来指导伦理整合，并提出了 "设计风险管理 "框架。通过接受伦理原则和健全的风险管理策略，企业可以驾驭人工智能驱动的人力资源技术，同时维护全球劳动力管理的公平性和公正性.Design/methodology/approachSystematic literature review.Findings本文提倡采用全面的风险评估方法来指导伦理整合，提出了 "设计风险管理 "框架。原创性/价值本研究探讨了人工智能驱动的人力资源聊天机器人周围错综复杂的伦理环境，强调了公平、自主和非歧视的必要性。本研究揭示了人工智能系统固有的偏见，解决了语言、文化和可访问性方面的问题。该研究提出了一个开创性的 "设计风险管理 "框架，主张采用整体方法进行伦理整合，确保企业在驾驭人工智能驱动的人力资源技术的复杂性的同时，优先考虑全球劳动力管理的公平性和公正性。
{"title":"Ethics in international HRD: examining conversational AI and HR chatbots","authors":"Natalie Bidnick Andreas","doi":"10.1108/shr-03-2024-0018","DOIUrl":"https://doi.org/10.1108/shr-03-2024-0018","url":null,"abstract":"\u0000Purpose\u0000The integration of artificial intelligence (AI) technologies like conversational AI and HR chatbots in international human resource development (HRD) presents both productivity benefits and ethical challenges. This study aims to examine the ethical dimensions of AI-driven HR chatbots, emphasizing the need for fairness, autonomy and nondiscrimination. It discusses inherent biases in AI systems and addresses linguistic, cultural and accessibility issues. The paper advocates for a comprehensive risk assessment approach to guide ethical integration, proposing a “risk management by design” framework. By embracing ethical principles and robust risk management strategies, organizations can navigate AI-driven HR technologies while upholding fairness and equity in global workforce management.\u0000\u0000\u0000Design/methodology/approach\u0000Systematic literature review.\u0000\u0000\u0000Findings\u0000The paper advocates for a comprehensive risk assessment approach to guide ethical integration, proposing a “risk management by design” framework.\u0000\u0000\u0000Practical implications\u0000By embracing ethical principles and robust risk management strategies, organizations can navigate AI-driven HR technologies while upholding fairness and equity in global workforce management.\u0000\u0000\u0000Originality/value\u0000This study explores the intricate ethical landscape surrounding AI-driven HR chatbots, spotlighting the imperatives of fairness, autonomy, and nondiscrimination. Uncovering biases inherent in AI systems, it addresses linguistic, cultural, and accessibility concerns. Proposing a pioneering “risk management by design” framework, the study advocates for a holistic approach to ethical integration, ensuring organizations navigate the complexities of AI-driven HR technologies while prioritizing fairness and equity in global workforce management.\u0000","PeriodicalId":391427,"journal":{"name":"Strategic Hr Review","volume":"25 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140671367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-23DOI: 10.1108/shr-03-2024-0019
Ronan T. Conlon
Purpose This strategic commentary aims to examine the benefits and drawbacks of rigid frameworks versus flexible approaches to measuring employee engagement, arguing for a hybrid model that incorporates the best of both to better correspond with organisational subtleties and strategic goals. Design/methodology/approach This study compares the standardised, benchmarking capabilities of inflexible frameworks such as Gallup’s Q12 to the adaptability and customisation potential of flexible approaches. It emphasises the creation and implementation of a hybrid methodology that preserves the integrity of engagement measurement while also incorporating organisational-specific insights. Findings Despite their different benefits, rigid frameworks may neglect distinct organisational cultures, whereas completely flexible techniques may suffer with measuring consistency. A hybrid model, which combines core standardised questions and unique items, provides a balanced solution for improving the relevance, actionability and reliability of engagement data across dynamic organisational landscapes. Originality/value The discussion culminates with the proposal of a hybrid measurement strategy as a strategic innovation in human resource management. By combining scientific rigour and contextual sensitivity, this model provides a nuanced roadmap for organisations looking to thoroughly understand and effectively negotiate the complexity of employee engagement in an evolving work environment.
{"title":"Rigid frameworks or flexible approaches? The debate on employee engagement measurement in organisational contexts","authors":"Ronan T. Conlon","doi":"10.1108/shr-03-2024-0019","DOIUrl":"https://doi.org/10.1108/shr-03-2024-0019","url":null,"abstract":"Purpose\u0000This strategic commentary aims to examine the benefits and drawbacks of rigid frameworks versus flexible approaches to measuring employee engagement, arguing for a hybrid model that incorporates the best of both to better correspond with organisational subtleties and strategic goals.\u0000\u0000Design/methodology/approach\u0000This study compares the standardised, benchmarking capabilities of inflexible frameworks such as Gallup’s Q12 to the adaptability and customisation potential of flexible approaches. It emphasises the creation and implementation of a hybrid methodology that preserves the integrity of engagement measurement while also incorporating organisational-specific insights.\u0000\u0000Findings\u0000Despite their different benefits, rigid frameworks may neglect distinct organisational cultures, whereas completely flexible techniques may suffer with measuring consistency. A hybrid model, which combines core standardised questions and unique items, provides a balanced solution for improving the relevance, actionability and reliability of engagement data across dynamic organisational landscapes.\u0000\u0000Originality/value\u0000The discussion culminates with the proposal of a hybrid measurement strategy as a strategic innovation in human resource management. By combining scientific rigour and contextual sensitivity, this model provides a nuanced roadmap for organisations looking to thoroughly understand and effectively negotiate the complexity of employee engagement in an evolving work environment.\u0000","PeriodicalId":391427,"journal":{"name":"Strategic Hr Review","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140666636","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-17DOI: 10.1108/shr-12-2023-0071
Dominic Ashley-Timms
Purpose This paper aims to explore how HR leaders can help their managers ditch the traditional command-and-control leadership style and instead adopt an enquiry-led management approach – Operational Coaching®. This approach helps managers to develop coaching-related behaviours in their day-to-day interactions with teams, to cultivate a culture that is more collaborative, inclusive and innovative with measurable improvements in engagement, productivity and performance. Design/methodology/approach Responding to the UK’s woeful productivity and employee engagement levels, the Government sponsored a large-scale academic research study (designed, conducted and independently evaluated by the London School of Economics, LSE) to assess the impact of managers learning to use an Operational Coaching® style of management. Managers in 62 organisations across 14 sectors worked through a learning programme designed to build managers’ confidence in using intentional enquiry as a part of their everyday management style. Findings LSE proved, statistically significantly, that managers increased the amount of time they spent coaching their team members by an average of 70% and generated a 74 times return on investment. LSE also noted that intervention group organisations indicated a positive sixfold improvement in employee retention than in control group organisations. Originality/value When managers learn to use an Operational Coaching® style of management in their day-to-day work with others, it allows them to learn how to challenge, support and grow the capabilities of their team members in ways that measurably benefit the individual and the organisation. Colleagues are more engaged, recognised and rewarded. As their competency and confidence grows, managers are released from aspects of their to-do lists and are able to invest even more attention towards coaching their team members.
{"title":"The behavioural changes managers need to make to boost staff confidence – and how HR can help","authors":"Dominic Ashley-Timms","doi":"10.1108/shr-12-2023-0071","DOIUrl":"https://doi.org/10.1108/shr-12-2023-0071","url":null,"abstract":"Purpose\u0000This paper aims to explore how HR leaders can help their managers ditch the traditional command-and-control leadership style and instead adopt an enquiry-led management approach – Operational Coaching®. This approach helps managers to develop coaching-related behaviours in their day-to-day interactions with teams, to cultivate a culture that is more collaborative, inclusive and innovative with measurable improvements in engagement, productivity and performance.\u0000\u0000Design/methodology/approach\u0000Responding to the UK’s woeful productivity and employee engagement levels, the Government sponsored a large-scale academic research study (designed, conducted and independently evaluated by the London School of Economics, LSE) to assess the impact of managers learning to use an Operational Coaching® style of management. Managers in 62 organisations across 14 sectors worked through a learning programme designed to build managers’ confidence in using intentional enquiry as a part of their everyday management style.\u0000\u0000Findings\u0000LSE proved, statistically significantly, that managers increased the amount of time they spent coaching their team members by an average of 70% and generated a 74 times return on investment. LSE also noted that intervention group organisations indicated a positive sixfold improvement in employee retention than in control group organisations.\u0000\u0000Originality/value\u0000When managers learn to use an Operational Coaching® style of management in their day-to-day work with others, it allows them to learn how to challenge, support and grow the capabilities of their team members in ways that measurably benefit the individual and the organisation. Colleagues are more engaged, recognised and rewarded. As their competency and confidence grows, managers are released from aspects of their to-do lists and are able to invest even more attention towards coaching their team members.\u0000","PeriodicalId":391427,"journal":{"name":"Strategic Hr Review","volume":"68 3‐4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140693780","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-16DOI: 10.1108/shr-03-2024-0014
Paul White
Purpose Research has demonstrated that employees desire to be shown appreciation in various ways. The five languages of appreciation provide a model for exploring these differences. This study aims to explore whether individuals who speak different languages (and are from various cultures) differ in how they prefer to be shown appreciation. Design/methodology/approach The Motivating By Appreciation Inventory (MBAI) is an online tool that assesses each person’s preferences in how they desire to be shown appreciation at work. Initially developed in English, the MBAI has been translated into seven additional languages. Over 2,200 employees took the MBAI in their preferred spoken language: Mandarin (Chinese), Danish, French (Canadian), Portuguese (Brazilian), Spanish (Latin American), Thai and Turkish. The frequency of each group’s preferred appreciation languages was analyzed to determine similarities and differences across the languages spoken. Findings Given the non-normal distribution of the data, the Kruskal–Wallis test found that there was a significant difference in preferences for participants’ primary appreciation language across the seven groups of various spoken languages. One key theme was that words of affirmation were most frequently chosen by five of the seven language groups, whereas employees from Thailand and Turkey chose acts of service most frequently. Additionally, tangible gifts were the least frequently chosen appreciation language by all groups, and at rates below their US counterparts. In three of the languages, quality time was preferred significantly less compared with the other languages. Research limitations/implications Some of the groups’ findings (Portuguese, Thai) may be impacted by a confounding variable of the type of work setting (manufacturing) in which the employees worked – in comparison to office-based work settings. Practical implications One theme was, in comparison to other ways of receiving appreciation, tangible gifts are not highly valued by most employees across all language groups. Therefore, organizations using gifts as the primary way to communicate appreciation to employees may be wasting a lot of money. Similar to English-speaking employees, five of the seven language groups chose words as their preferred appreciation language. A wide range exists, however, across language groups with regards to the proportion who desire words, quality time or acts of service. Multicultural organizations should pay attention to employee preferences, lest they waste time and energy on undesired actions. Originality/value To the best of the author’s knowledge, this is the first study that has examined the preferences of how employees like to be shown appreciation across seven different language groups.
{"title":"How appreciation preferences compare across employees who speak different languages","authors":"Paul White","doi":"10.1108/shr-03-2024-0014","DOIUrl":"https://doi.org/10.1108/shr-03-2024-0014","url":null,"abstract":"Purpose\u0000Research has demonstrated that employees desire to be shown appreciation in various ways. The five languages of appreciation provide a model for exploring these differences. This study aims to explore whether individuals who speak different languages (and are from various cultures) differ in how they prefer to be shown appreciation.\u0000\u0000Design/methodology/approach\u0000The Motivating By Appreciation Inventory (MBAI) is an online tool that assesses each person’s preferences in how they desire to be shown appreciation at work. Initially developed in English, the MBAI has been translated into seven additional languages. Over 2,200 employees took the MBAI in their preferred spoken language: Mandarin (Chinese), Danish, French (Canadian), Portuguese (Brazilian), Spanish (Latin American), Thai and Turkish. The frequency of each group’s preferred appreciation languages was analyzed to determine similarities and differences across the languages spoken.\u0000\u0000Findings\u0000Given the non-normal distribution of the data, the Kruskal–Wallis test found that there was a significant difference in preferences for participants’ primary appreciation language across the seven groups of various spoken languages. One key theme was that words of affirmation were most frequently chosen by five of the seven language groups, whereas employees from Thailand and Turkey chose acts of service most frequently. Additionally, tangible gifts were the least frequently chosen appreciation language by all groups, and at rates below their US counterparts. In three of the languages, quality time was preferred significantly less compared with the other languages.\u0000\u0000Research limitations/implications\u0000Some of the groups’ findings (Portuguese, Thai) may be impacted by a confounding variable of the type of work setting (manufacturing) in which the employees worked – in comparison to office-based work settings.\u0000\u0000Practical implications\u0000One theme was, in comparison to other ways of receiving appreciation, tangible gifts are not highly valued by most employees across all language groups. Therefore, organizations using gifts as the primary way to communicate appreciation to employees may be wasting a lot of money. Similar to English-speaking employees, five of the seven language groups chose words as their preferred appreciation language. A wide range exists, however, across language groups with regards to the proportion who desire words, quality time or acts of service. Multicultural organizations should pay attention to employee preferences, lest they waste time and energy on undesired actions.\u0000\u0000Originality/value\u0000To the best of the author’s knowledge, this is the first study that has examined the preferences of how employees like to be shown appreciation across seven different language groups.\u0000","PeriodicalId":391427,"journal":{"name":"Strategic Hr Review","volume":"78 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140695562","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-04DOI: 10.1108/shr-01-2024-0005
Ed Parsloe
Purpose This paper aims to explore why creating a mentoring culture can help to transform businesses and solve key recruitment, training and development and retention issues. It looks at what a mentoring culture is and the benefits and provides advice for companies on how to build this kind of culture. Design/methodology/approach This paper considers the approach taken by leadership coaching company The OCM to develop effective coaching and mentoring programmes which can contribute to organisational success in an ever-changing business environment. This paper explores current business challenges and how they can be overcome. Findings Creating a mentoring culture can transform a business. It can address many talent and leadership-based challenges and tap into the potential of knowledge transfer across a multi-generational workplace. The paper includes two case studies of organisations whose experiences of mentoring and coaching have been overwhelmingly positive and led to much-needed cultural shifts. Originality/value This paper attempts to raise awareness of the benefits of mentoring and coaching as an effective method for attracting, developing and retaining people and meeting the challenges of a modern workplace.
目的 本文旨在探讨为什么创建指导文化有助于企业转型，解决招聘、培训、发展和留任等关键问题。本文探讨了什么是指导文化及其益处，并就如何建立这种文化为企业提供了建议。本文探讨了领导力辅导公司 The OCM 为制定有效的辅导和指导计划而采取的方法，这些计划可以在不断变化的商业环境中促进组织的成功。本文探讨了当前的商业挑战以及如何克服这些挑战。它可以解决许多人才和领导力方面的挑战，并挖掘跨代工作场所知识转移的潜力。本文包括两个案例研究，这些组织在导师指导和辅导方面的经验都非常积极，并促成了亟需的文化转变。
{"title":"Why building a mentoring culture can be transformational","authors":"Ed Parsloe","doi":"10.1108/shr-01-2024-0005","DOIUrl":"https://doi.org/10.1108/shr-01-2024-0005","url":null,"abstract":"\u0000Purpose\u0000This paper aims to explore why creating a mentoring culture can help to transform businesses and solve key recruitment, training and development and retention issues. It looks at what a mentoring culture is and the benefits and provides advice for companies on how to build this kind of culture.\u0000\u0000\u0000Design/methodology/approach\u0000This paper considers the approach taken by leadership coaching company The OCM to develop effective coaching and mentoring programmes which can contribute to organisational success in an ever-changing business environment. This paper explores current business challenges and how they can be overcome.\u0000\u0000\u0000Findings\u0000Creating a mentoring culture can transform a business. It can address many talent and leadership-based challenges and tap into the potential of knowledge transfer across a multi-generational workplace. The paper includes two case studies of organisations whose experiences of mentoring and coaching have been overwhelmingly positive and led to much-needed cultural shifts.\u0000\u0000\u0000Originality/value\u0000This paper attempts to raise awareness of the benefits of mentoring and coaching as an effective method for attracting, developing and retaining people and meeting the challenges of a modern workplace.\u0000","PeriodicalId":391427,"journal":{"name":"Strategic Hr Review","volume":"58 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140742300","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-22DOI: 10.1108/shr-02-2024-0012
Philip Hallenborg
Purpose This study aims to answer the key questions about the role of digital identities in organisations and within the HR function, the role of regulation in the digital identity space as it catches up with innovators and the vast potential of artificial intelligence (AI) in supporting digital identity. Design/methodology/approach Developed by using insight from the organisation’s extensive experience in digital identities and knowledge of the regulatory environment, alongside experience with the HR industry and relevant customers. Findings The digitalisation of business processes and the reality of an increasingly geographically distributed workforce have made digital identities for employees an increasingly important element of modern organisational and human resources functions. The benefits of using digital identities for employees are clear. With the growth of remote working and borderless company operations, digital identities provide employers with enhanced security, improved efficiency and cost savings. As organisations embark on their digital transformation journeys, the delicate balance between facilitating employees’ access to technology and safeguarding the organisation against cyber threats becomes clear. This intricate compromise requires the precise orchestration of certain processes, governance and technology. Originality/value In the UK, it is especially important for HR directors to consider the role of AI-empowered employee digital identities. The UK is taking a lead in digitising employee processes, with 68% of respondents in a 2023 poll by SD Worx reporting their company is investing in digital HR and training offerings, compared to a 60% average across Europe.
{"title":"Playing an AI game to drive adoption of regulated employee identity","authors":"Philip Hallenborg","doi":"10.1108/shr-02-2024-0012","DOIUrl":"https://doi.org/10.1108/shr-02-2024-0012","url":null,"abstract":"\u0000Purpose\u0000This study aims to answer the key questions about the role of digital identities in organisations and within the HR function, the role of regulation in the digital identity space as it catches up with innovators and the vast potential of artificial intelligence (AI) in supporting digital identity.\u0000\u0000\u0000Design/methodology/approach\u0000Developed by using insight from the organisation’s extensive experience in digital identities and knowledge of the regulatory environment, alongside experience with the HR industry and relevant customers.\u0000\u0000\u0000Findings\u0000The digitalisation of business processes and the reality of an increasingly geographically distributed workforce have made digital identities for employees an increasingly important element of modern organisational and human resources functions. The benefits of using digital identities for employees are clear. With the growth of remote working and borderless company operations, digital identities provide employers with enhanced security, improved efficiency and cost savings. As organisations embark on their digital transformation journeys, the delicate balance between facilitating employees’ access to technology and safeguarding the organisation against cyber threats becomes clear. This intricate compromise requires the precise orchestration of certain processes, governance and technology.\u0000\u0000\u0000Originality/value\u0000In the UK, it is especially important for HR directors to consider the role of AI-empowered employee digital identities. The UK is taking a lead in digitising employee processes, with 68% of respondents in a 2023 poll by SD Worx reporting their company is investing in digital HR and training offerings, compared to a 60% average across Europe.\u0000","PeriodicalId":391427,"journal":{"name":"Strategic Hr Review","volume":" 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140220240","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-22DOI: 10.1108/shr-01-2024-0002
Alysa Southall
Purpose This study aims to better understand how to interact with the five generations that currently make up our workforce. Design/methodology/approach The author bases her article on 8+ years of HR experience and research. Findings The five generations are more similar than we think. They want many of the same things, but they want them in different ways. Communication is the biggest difference between the groups. Originality/value The paper will better enable readers to engage workers from multiple generations in their own organizations.
{"title":"Generations in the workforce","authors":"Alysa Southall","doi":"10.1108/shr-01-2024-0002","DOIUrl":"https://doi.org/10.1108/shr-01-2024-0002","url":null,"abstract":"\u0000Purpose\u0000This study aims to better understand how to interact with the five generations that currently make up our workforce.\u0000\u0000\u0000Design/methodology/approach\u0000The author bases her article on 8+ years of HR experience and research.\u0000\u0000\u0000Findings\u0000The five generations are more similar than we think. They want many of the same things, but they want them in different ways. Communication is the biggest difference between the groups.\u0000\u0000\u0000Originality/value\u0000The paper will better enable readers to engage workers from multiple generations in their own organizations.\u0000","PeriodicalId":391427,"journal":{"name":"Strategic Hr Review","volume":" 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140212760","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-08DOI: 10.1108/shr-01-2024-0003
Jann E. Freed
Purpose This paper aims to help HR leaders understand the value of building community and advice on how they can build community in their teams and organizations. Design/methodology/approach The author draws from recent data about loneliness and community and incorporates real-world strategies and suggestions. Findings Building community is often overlooked or undervalued, but HR leaders can take steps to help employees feel as though they are part of a community and be more engaged in their work. Originality/value This paper fulfills a need that has been identified across major publications in the USA in recent years: how HR leaders can help employees combat loneliness and social isolation and feel more engaged at work.
{"title":"Building community is the first thing HR leaders need to do","authors":"Jann E. Freed","doi":"10.1108/shr-01-2024-0003","DOIUrl":"https://doi.org/10.1108/shr-01-2024-0003","url":null,"abstract":"\u0000Purpose\u0000This paper aims to help HR leaders understand the value of building community and advice on how they can build community in their teams and organizations.\u0000\u0000\u0000Design/methodology/approach\u0000The author draws from recent data about loneliness and community and incorporates real-world strategies and suggestions.\u0000\u0000\u0000Findings\u0000Building community is often overlooked or undervalued, but HR leaders can take steps to help employees feel as though they are part of a community and be more engaged in their work.\u0000\u0000\u0000Originality/value\u0000This paper fulfills a need that has been identified across major publications in the USA in recent years: how HR leaders can help employees combat loneliness and social isolation and feel more engaged at work.\u0000","PeriodicalId":391427,"journal":{"name":"Strategic Hr Review","volume":"123 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140257173","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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