Digital Workplace: How HR Will Change In 2017

Based on my direct experience and rather expansive review of the research from Josh Bersin, the HCI (Human Capital Institute) and several of the HR transformation consultancies I liaise with, I would say the top HR trends for 2017 will carry on from 2016, but will have shifted in importance from an ‘interesting thought’ to a ‘business critical imperative.’

Those areas, in particular, are the following:

  • The rate of business model, product, and digital disruption will increase exponentially – leading to urgent reaction on the part of HR to hire in newly skilled talent (digital, analytics, data science, martech and leadership), as well as to stem the flow of significant attrition as Baby Boomers retire in droves, and Millennials shift roles like they were changing their clothes.
  • Organisational structures will be revisited in a dramatic way – old hierarchical and silo’d structures being dismantled in favour of more agile, lean and nimble cross-functional team structures emerging as the core unit of production and innovation.
  • New human capital management skills will need to emerge urgently around digital workforce enablement, people analytics, organizational science & psychology, digital L&D, recruitment, on-boarding, performance management, collaboration, communication and productivity.
  • Culture and employee engagement become concrete factors in increasing recruitment attraction, reducing unwanted attrition, improving productivity and discretionary effort, and driving innovation, sales and delivery performance.

Where do I get this from?  In a very recent webinar with Josh Bersin (Bersin by Deloittes), he outlined in advance of his 2017 survey findings, that 20th century organizational structures (classical hierarchies and top-down management and decision making) is dying – giving rise to devolved decision making by cross-functional teams who work in sprints of activity, are funded via micro-budgets and able to deliver at unheard of speeds.  Digital transformation is not just shiny new technology – it’s a new way of organizing, engaging with customers and employees, and how we build networks of expertise and trust – through cooperation and collaboration – working faster, better, smarter than ever before.


Thus the ‘team’ becomes the ultimate productivity structure within your organization – and HR needs to be right in the middle of this new construct to build out the optimal team design, ensure the right personalities and skills are represented, and to drive new methodologies to ensure the best possible outcomes.  This includes team construction, selection, use of psychometric tools, micro-performance management and ensuring trust and collaboration are at the heart of every team development effort.

Bersin argues that if HR isn’t supporting the building, optimization, performance, reward and recognition and methodological support elements here – the entire ‘experiment’ is at risk of failing miserably.

The other component of this is how HR needs to help the 20th century hierarchy devolve power and decision-making away from the ‘old guard’ who are Baby Boomers that have clawed their way to the top, and now are being asked to hand over their power structures to their best employees.  They then need to assume new roles as coaches, mentors, directional indicators and teachers.  This isn’t your mom and dad’s old company anymore – the future belongs to the experts and knowledge workers, and leadership needs to shift their perspective to an entirely new way of working.


The other issue is the rise of mega-tech companies, who are shifting from Silicon Valley and other core tech arenas to cities around the world – where labour is less expensive, buildings and infrastructure is more readily available, and opportunities will abound for the younger, more tech savvy digital natives.  This means that companies like Google, Facebook, Amazon, Netflix, car companies, tech hardware companies and a host of new interlopers will be stealing your talent away in droves – not one at a time.  In London alone, Google plans to hire 3,000 new employees in their King’s Cross location, and Facebook another 500 tech employees of every description.  Where do you think they’re going to get them from?  Yes, you!  Thus, what are you doing to attract, recruit, on-board, train and engage the best tech talent in the market to differentiate your company from the likes of Google and Facebook?  Best to get busy working on that answer today – as the hunt is already well in play.

New tools (wearables, mobile apps, digital platforms and VR/AR are all coming to market now with some very credible, tantalizing and powerful capabilities.  Where does HR stand relative to these tool sets, how to assess their capability, financial impact, personal impact, data generation, and implementation?  Today I’d say HR isn’t remotely prepared for this challenge – and often look to the IT department to support anything ‘technical’ as it’s just not in their remit to sort this out.  WRONG!  It’s very much in HR’s wheelhouse to address the incorporation of these sorts of tools, and to scrap data off the back end of using them to derive meaningful and actionable insight to improve their business’ ability to compete, differentiate, innovate and build value.

So we’ve now gone straight from telling HR leaders they need to become ‘more strategic’ to get a seat at the Boardroom table – to HR needs to be empowering, employing and engaging their working community as if they were an external management consultancy that can explode business potentially exponentially through the use of new tools, new ways of working and new constructs around employee engagement.  It’s worrying to think that HR leaders are still struggling to find relevance to their businesses – and now technology is leapfrogging the previous challenge, and driving a whole new set of imperatives that, if well adopted and leveraged, will propel their companies into competitive supremacy.  If ignored, will lead their company’s path down the route of rapid decline and irrelevance.


The shift toward delivering what their employees need to be productive is also another powerful trend.  HR teams now need to de-prioritise away from their core remit of administration, compliance and governance efforts by automating, delegating or outsourcing those tasks to systems, managers or 3rd party providers.  They need now to jump headlong into creating the environment, structures and tools to support 21st century speed of creation, innovation and collaboration.


Mobile first applications and platforms that support the bullets in the aforementioned graphic illustrate what HR needs to create and support – tools for the business, capabilities to support their employees on-demand and from any location and to manage change like an everyday occurance.


Learning on-demand, just-in-time is another critical enablement feature – and there are all sorts of web-based tools and mobile first applications that can help employees access just what they need to know, when they need to know it.  L&D has become a science of mental and psychological enablement – no longer a nice-to-have that makes people feel good about their company investing in them.

Learning and performance are closely linked together – and with the incredible expanse of knowledge that employees need to be successful – wherever and whenever they need to know it – is a mission critical advantage now.  Organisations need to train one another, provide tools and access across the company, and empower people to succeed under any circumstance imaginable, at speed.

The final challenge I think is most urgent for HR is to look at how they are engaging their people – whilst at the same time providing open access to the best, most easily used tools on the market today.  I know I feel engaged when my company provides me everything I need to win the day and to achieve my targets.  Friday pizza and beer is lovely, and Christmas parties and summer picnics are a sweet thing to do – but they don’t get work done and they won’t be able to make me feel like a champion within my department or team.  Great tools provided on-the-go do, and that makes me happy.  It also creates a stickiness that supports my staying, and picking my company as the best place to work as it differentiates my experience from the rest.


Finally, if HR is truly going to be a powerhouse provider of data insight and actionable decision-making to improve business results – they need to embrace people analytics fully.  By taking data from systems across their enterprises (CRM, Finance, Customer Survey), and matching them up with HRIS, performance, pay and training information – the level of insight they can derive to provide clues and patterns that will support market superiority is immense.


These are the areas I think we will see impacting HR starting today but well into 2017 and beyond.  There is suddenly a rush to digital adoption as senior leadership is realizing how behind the mark their companies are – and often they are turning back to their Marketing, Sales, Customer Care, Product and Development functions to embrace new technology quickly to build differentiation and advantage.  HR is in charge of people, process and technology to enable that to happen – and if HR is going to relinquish that role – then I think it’s time to consider a new function called “Work and Productivity Performance” to take HR out of that picture.  But as an HR practitioner for over 25 years now – having worked within huge multi-nationals and many start-up high tech companies – I want to see my HR colleagues embrace this moment, own the challenge and push themselves well past their comfort zones to lead the way into the digital revolution – not hide from it and hope it all just goes away (because it won’t, and you don’t want to be seen as the ‘Luddite’ who didn’t see it all coming).

Let’s go and grab this moment, own it, make it powerful and effective.  We are the function in charge of the people – and we need to become their champions, teachers, supporters and thought-leaders around how to embrace the Digital Age.

This article has been written by Jeff Wellstead, he is a Partner – Digital People Practice at Digital Works Group and originally published in WISP blog.

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What millennials really want

Conventional wisdom holds that millennials are entitled, easily distracted, impatient, self-absorbed, lazy, and unlikely to stay in any job for long. Furthermore, they want free food, they want unlimited vacation, they want to run the company two days after they arrive. But, on the positive side, they’re also looking for purpose, feedback, and last but not least personal life balance in their work/life balance. Companies of all kinds are struggling to understand this new breed of employees.

Hold on…let’s talk, for once, about the positive attitudes:

  • Millennials want to sacrifice salary for a better work environment: 25- to 35-year-olds said they’d be willing to give up an average of $7,600 in salary  for things like career development,  and a healthier work/life balance etc..
  • Millennials want to work for the greater good: 73% of millennials seek meaningful work at organizations with a mission they support. In fact, a remarkable 90% say they want to use their skills for doing good, suggesting that millennials seek workplaces with a culture of altruism that enables them to give back to society. Millennials also care about the company culture. For 77% this is just as or even more important than salary and benefits.
  • Millennials want to be entrepreneurial: they want the flexibility and freedom, where possible, to be their own boss, which will lead to greater employee engagement, loyalty and ultimately better business results.
  • Millennials want to be coached: they crave for and respond well to a good, positive coach. Overall, they want feedback 50% more often than other employees. Their number one source for personal development is their manager, but only 46% thinks that (s)he meets their expectations in terms of feedback.
  • Millennials want to design their own career paths. An essential component of their employee engagement is letting them have a voice in how their careers are structured. The one-size-fits-all approach to building careers simply doesn’t work for their ambitions. They desire amazing, personalized experiences and a chance to prove their abilities and quickly rise through the ranks. Unlike traditional career paths, which tend to be more linear, millennials are forging nonlinear and unique career paths that are aligned with their personal sense of purpose.


Are millennials getting what they want out of work and life?

Leaders are increasingly forced to pay attention to the millennial generation whose attitudes and preferences may profoundly reshape workplaces and society. Like previous generations, millennials strive for a life well-lived. They want good jobs and they also want to feel engaged. In addition to finding engaging jobs, millennials want to have high levels of well-being. They want a purposeful life, be part of an active community and have strong social ties.

Looking at all of this, the question is: are millennials getting what they want out of work and life? Not so much. Gallup’s latest report, finds that millennials struggle to find those engaging jobs. Millennials have the highest rates of unemployment and underemployment. Only 29% of those who are employed feel engaged at work.

The corporate environment is not ready to deal with this generation

Their overall well-being nearly matches that of gen Xers and baby boomers, meaning millennials have not been able to forge better paths for themselves. This is because corporate environment are simply not ready to deal with this generation. Millennials lack certain social skills needed to build and mantain fruitful relationships with supervisors, peers and team members. They grew up and live in a digital world where interacting with people often happens online. Building trust however, one of the key elements in a good working reletionship, isn’t easy to achieve online. To do this, you need face-to-face connections, at least once in a while.

How to make face to face interactions foster good working relationships?

Big corporate events aren’t very helpful or effective in making people interact. When you put 200 people in the same room they tend to mingle with the people they already know. If you organise 50 small events of 4 people each, they have no choice than to talk to one  another. Organising 50 small events vould take an admin or PA person a lot of weeks. Any company would refrain from investing so much time in setting up so many small events and keep track of accepted and rejected invitations, let alone following up on whether the events actually took place or what the attendees’ feedback would be. It would be an organisational nightmare.

Unless you use a cost-cutting tool like Woobe which allows a company to invite individuals based on their profiles (age, gender, function title, seniority, department, etc.) and their availability. In just 3 clicks, and in less than 5 minutes, you’d set up hundred of micro-events and would have access to a dashboard which keeps track of how these events unfold. Watch how simple it is in this video:

This article has been taken from the original publication from Woobe Blogs

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Future of Recruiting and Hiring with Artificial Intelligence

Talent acquisition can be one of the most time consuming and frustrating aspects of business. Harsh deadlines and specific requirements, not to mention the piles of applications and resumes, is tough for any recruiter. Tack on retention accountability, candidate experience and employer branding and the job becomes even harder. The emerging HR technology throughout the last decade has strived to take away these many frustrations while improving candidate experience and quality of hire.

The buzz around artificial intelligence this year is being shrugged off by many as just a new word HR got ahold of, but what would happen if AI was actually embraced by the recruiting and hiring world? What could it do to further practices and solve problems? This is exactly what are trying to do. How is AI enabled software aiming to better recruitment and the candidate experience?

Candidate Matching

Matching the right candidates to the right positions, that’s the name of the game, but it’s not as easy as it may sound. 52% of recruiters say the hardest part of their job is identifying the right candidates from a large applicant pool. Resume parsing and keyword search advances within an ATS has made the sifting and shifting of this task a bit easier as it picks up on keywords in resumes and cover letters to pull ones that match the most. But as we’ve traversed from keyword matching, to semantic search and contextual search, it’s clear we have not perfected Artificial Intelligence in candidate matching just yet. Today’s products are using Natural Language Processing for even more efficient and learning tools.

75% of job seekers’ chances of landing an interview are killed by errors in the ATS or by restrictive keyword search parameters. Limiting the search to a set amount of keywords does not always guarantee the most qualified candidate or best fit for the job requirements. However, Karen, an Artificial Intelligence software we built specifically for recruiting and hiring, builds off the basic keyword search, broadening the results with a more advanced version that includes semantic search, contextual search and integrates candidate chat conversations, eliminating fuzzy matches.

The ability to find concepts hidden in text, in addition to traditional keyword search will give recruiters a more complete look at the candidate’s qualifications and help improve the candidate matching process. In addition, this new software will take the information learned from the resume and cover letters to potentially help match candidates to jobs they may be better fit for within the company during and after the application process.

Candidate Rank and Score

In addition to pulling out the most qualified candidates for the position based on keywords and concepts, recruiters and hiring managers are expected to then select the best ones to move on in the process. Many use the rank and score method based on what was found within the resume and cover letter. Artificial intelligence is now helping recruiters do this faster by leveraging big data and predictive analytics. Some companies that already do this include Hiredscore and

While this helps professionals get to the next step in the hiring process quicker, what seems to be missing is the interaction with the candidates and those who did not make it to the next step in the process.

A study conducted by CareerBuilder found an astonishing 75% of people saidthey didn’t hear back from the company to which they applied. This is where the ATS black hole comes into play and how Artificial Intelligence can help fight it. Karen steps into the process from the beginning, conversing with candidates, learning from their interactions and assimilating the data into a decision: continue down the pipeline or exit in a brand-minded way. In either scenario, Karen ensures the candidate knows where they stand.

Conversation Service for Candidate Engagement and Brand Experience

The ATS black hole is something of which many recruiters and candidates are all too familiar. 74% of job seekers say a clear timeline of the hiring process is what could improve their candidate experience the most, according to a report by applicant tracking systems consulting website Software Advice. Candidates want to be kept in the loop but for many recruiters, staying in contact with all of the applicants and notifying them of each step in the hiring process is next to impossible.

Automated emails have helped this frustration as it’s easy to send an email to a couple dozen candidates letting them know they weren’t the right fit for the position or they are moving on in the process. The problem with this automation, though, is a lack of brand experience and personality. Automated emails are also not as good keeping the candidates fully engaged in the process.

Enter Karen. Chatbots have been affecting our world by advancing customer support to helping users book a flight and now they’re here to advance the world of recruiting. By using an active chatbot to communicate and engage with candidates, AI could solve the problems of the ATS black hole.

A chatbot guides candidates through the application process, take insights learned from resumes and ask candidates questions to assess their level of engagement and keep them informed about where they are in the process. Although platforms like Wade & Wendy and Mya have these abilities as well, Karen is the first to take the information learned from the chat and combine it with the scoring and ranking capabilities to present the recruiter with the best possible candidate for the position. This chat capability will also increase the brand experience for the candidate as 78% of candidates will tell their friends and family about their bad experience and 34% will post about it on social media.

Tie all these functions together and you have a winning combination of matching, scoring and ranking, and chat capabilities that will help ease the recruiter frustrations and build a bridge between the disconnect of employers and job seekers. Prior to the cognitive computing era, enterprise companies would manually review resumes or at best use keyword matching to prioritize internal and external candidate submissions. Using AI, like Karen, to improve these tactics can lower time-to-hire for recruiters and engage candidates.


This article has been written by Noel WebbCo-Founder of Karen and originally published in The HR Tech Weekly® blog.

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Maturity of HR Analytics demand right Foundation

Currently, there are lots of discussions, articles, and engagements on Analytics for HR.  More precise, the People or Workforce analytics when you are considering talent or workforce.

People and Workforce Analytics are a set of analytics to learn and answer the talent management related questions.  It could be on workforce planning, talent sourcing, talent acquisition, performance management, talent retention. Or even on employee wellness, culture fit, and engagement. Making the data-driven decision from the business insights is the key purpose of any analytics.

Most of the organizations are still using the fundamental or basic analytics. They are reports based or using descriptive approach. But the workforces, related challenges are on the high increase. And we need a quantitative or a matured approach for handling these. It is necessary to understand the business insight and competitive advantage from the maturity of their HR Analytics.

Maturity Levels for HR Analytics

Before any beginning, it is important to know the possible maturity levels of the Analytics. As it does not only provide the opportunity to create a roadmap for the future. But also to understand the strengths, weaknesses, and possibilities for the growth.



The Descriptive approach uses operational reporting based on business needs. More focus is on data exploration, data accuracy, and metrics analysis. Advanced reporting is also used for benchmarking, manual decision making and to generate dashboards.

Today, there is already some impressive engagement with Predictive Analytics in many organizations. The predictive approach uses statistical analysis, forecasting, correlations, and development of the predictive models. It helps in making predictions and for taking smarter decisions like in talent management for the organizations. For this, one needs to explore talent data for predictive models and statistical approach. And also needs to get ready with the proper business questions and specific reasons. Otherwise, they are neither actionable nor add any value to the organizations.

Predictive Analytics are also used to remove the human biases from one organization for taking an important decision. It has more resemblance with marketing behaviors while HR reporting mirrors finance.

The major purpose of an analytics is to have business decisions based on the data. Support in decision making and to help in making proper actions. Prescriptive approach assists in this with optimization, strategic foresight, and real-time analysis. Prescriptive analytics not only anticipates what will happen and when it will happen. But also tell why it will happen.

Cognitive approach is just the next level to perspective but both of these overlap to some extent. Actually, there is a bit overlapping among predictive, perspective and cognitive approaches.

The cognitive approach helps also in decision automation and applies cognitive computing. With reasoning, machine learning, natural language processing, and intelligence. According to Wikipedia, cognitive computing combines artificial intelligence and machine-learning algorithms. In an approach which attempts to reproduce the behavior of the human brain.

One of the most important parts of this maturity curve is the foundation, in fact, most of the time spent here during any analytics project. The basic building blocks for matured and advanced approaches. One must have the basic understanding and preparation for any HR Analytics approaches. And it is advisable to have a proper planning to achieve the best.

Investments are only worth full with good returns, and for that, we need to study, understand and prepare with the basics.

And for this reason, it is also important to understand the foundation, to get started with People analytics or HR Analytics. It is important to take it on from the beginning, as it is necessary for the long-term benefits and add significant value to the organizations. So let’s explore it.

Foundation for HR Analytics

There are certain aspects and factors which are necessary to get explore before starting any analytics projects. Organizations should have the insights or answers, for all these aspects and open questions related to them, to get the start in a proper way.


  • Business Insights: It is necessary to know the business challenges and metrics which are critical for the organization and work for the workforce as well. Based on the issues which are seeking to address, proper data sources need to get defined. Identifying the critical business question from the business partners is necessary. It is also important to clarify the need of Analytics to have a better competitive advantage.
  • Data Integration: Integration always being an important factor for any changes whether on systems or people or data. Proper data integration is necessary among all different systems, businesses, and technologies. Significant for the data sources. Data security, privacy, and protection are also becoming critical challenges for any organizations. Any analytics project must be compatible with laws, rules, policies, and localizations. A close bonding is necessary among IT, HR and Business in this case.
  • Governance: Data quality is the biggest challenge for most of the organization, especially when working with data based on people. Data is the most important aspects of the foundation. And it is important to prepare them to gain valuable business insights. Data governance plays a vital role in all these so that the data can be trusted and managed. Governance is also needed in terms of management, support, and sponsorship of the company.
  • Data Preparation: The process of collecting, cleaning, validating and consolidating data into a single repository. The most important factor to get started with Analytics. And it is also necessary to collect the right and relevant data sources to help the workforce and the business. Right data at right time could make things easier for the business and for the organization. Another important aspect could be to gather non-HR data. Like net profits, cost effectiveness, sales revenue, and other important metrics from the organization. To add more relevance in the data preparation.
  • Cultural Readiness: Organizations need to specify the need to adopt the disruptions and it must be able to fit into the company culture. Leaders, managers, and key influencers should share the vision. And ensure readiness to drive the initiative throughout the organization. Without this readiness, it is not easy to understand the real value, and will not add any significant impact to the business.
  • Platform Adoption: Most of the HRIS solutions come up with their own analytics options. But they are valuable confine with their functional perspective only. If they are not relevant for the business insights and decision making, there is no meaning to invest in them. So, there is always an option to build the own analytics solution. Based on some available analytics platforms from the market. Another alternative option is to get a partner with an experienced vendor or having the right expert with the right platform.

By gathering, analyzing and exploring all relevant data. One can not only answer the critical business questions. But also can take necessary actions from the interpretations of the data and contexts.

During analyzing the data one should look at the bigger picture rather than handle small challenges. It would be good if one can focus on making the best decisions for a workforce and the business as a whole. In most cases, an HR Analytics leader is needed. The one who lead the analytics projects, involved in all decision-making processes and focus on quantifying the impact of talent investments on a business. And also improve some of the core processes within the organization with people analytics.

One should also know the aspects which are necessary for the foundation of the analytics. It may vary among the organizations, with respective leaders, stakeholders, and Human resources units. And thus in most of the cases, there is a need for some brainstorming before preparing for any foundation.

Design thinking process could be a game changer for any organization here.

Aspects necessary for the foundation of HR analytics which should not be ignored at any cost:


  • Creativity:  The creative route has a difference from an analytical route.  But it necessary to take a creative approach to gather relevant information, prepare data, developing the model, interprets the insights and even taking the right decision. One needs to be creative as well, to find the best result and taking actions.
  • Knowledge:  Knowledge is the king and no doubt it is a must for the foundation for analytics as well. Whether it is related to the business processes, people, technology, data, statistics or any skills. Knowledge is necessary everywhere. It is also advisable to update the knowledge as well in certain time periods.
  • Expertise: A proper team should be build and it must include diverse individuals from both business and technical side based on the needs. Business leaders, Business Analyst, Program Managers and other business people could be there on one side. On another side may have data analysts, data architect, and data scientist. Especially in a case of complex analytics projects. Need to involve those experts, who have strong experienced in analytics area.
  • Methodologies: An iterative process is needed as the foundational methodology. Starting from business understanding, analytic approaches, data preparation, modeling, evaluation, and deployment. Feedback is also necessary for a well strategic plan here. The methodology should be independent of the technology. As it is providing many tools, application, and platforms to perform analytics. And it should also provide a framework for processing methods and processes to get the best results. A value driven approach with agile methodology could be used to having higher success rates in analytics projects.

Once we are ready with the foundation for Analytics, we have already started engaging to HR Analytics or People Analytics. But the journey has just begun. There are tremendous opportunities for exploration based on the matured approaches for any organization. Every organization has its own maturity level. And it’s depending on them to decide their future of analytics, based on their further commitment.

Originally Posted on Analytics in HR



Soumyasanto Sen

Blogger, Speaker and Evangelist in HRTech who try to think Out of the Box! Engaging with Companies, Startups & Entrepreneurs in driving Transformation.

Professionally Consultant/Manager/Advisor/Investor in HR Tech. focusing on Strategies, Analytics, Cloud, UX, Security, Integration and Entrepreneurship in Digital HR Transformation.

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Four Emerging HR Tech Startups in Asia

Technology has been the driving force behind disruptive innovation in so many areas of industry.

New terms have been coined to describe such innovations, such as MedTech,  EduTech, FinTech and AdTech, and the list continues to grow.

One “newcomer” is HRTech or human resources technology.

Almost all businesses require human capital to operate (except perhaps Elon Musk’s Gigafactory), so it would be naïve to believe that our legacy human resources processes can survive without any form of upgrade.

Asian HRTech startups are starting to make significant headway in improving outdated HR methods.

Here are four HRTech startups that will likely be disrupting an HR department near you, very soon.



If you think about it, conducting a job interview is a pretty expensive exercise. You have so many productive individuals cramped into a room, not to do what they are hired to do but to get to screen someone who might not take up the offer, if it even lead to one.

Astronaut wants to change that by giving employers the power to conduct video interview with applicants as long as they have a smartphone.

Applicants simply need to download an app on their phone, key in a unique interview code and record a selfie video by answering the questions laid down by the employers

Never again will you need to dedicate your valuable time to meeting a candidate that has a convincing CV but after meeting for 2 seconds you know they’re not the right fit.



We all have been there… starting with a new company and getting ready for the first day at the office, excited and full of energy. Unfortunately, in real life most first days are chaotic, non-productive and non-effective.

Employees should come first and deserve the best onboarding possible. No more dull headquarter onboarding days, dusty classrooms, traditional e-learning, a pile of paperwork and a cranky manager who has no time.

Applical provides the app that allow your new hires get to know your company even before their first day. You are finally able to provide amazing content and guide your new hires to a successful start in their careers.

An immersive onboarding app that runs on your phone, knows your location, provides continuous onboarding through amazing content, recommends people to network with each other long before day one, and even shares where to get the best coffee. Your new hires are more engaged and productive faster.



ROI in training is just impossible to measure. Ask anyone who been through a week-long traditional classroom training and chances are he or she could barely remember 10% of what was taught.

Play2Lead aims to solve this problem with a web-based gamified & social platform that helps companies deliver excellent service by making training fun, memorable and measurable.

They start by allowing companies to ask questions in the form of polls and quizzes that earn their audience members points as they have fun answering these questions, as well as instant rewards, without any downloads.

Companies can now in a single platform engage audiences before, during and after live events. The more audience members engage, the more points they earn as they have fun climbing up the leaderboard.

Lead generation is accelerated because unlike most polling apps, audience members are motivated to answer non-anonymously.



Recruitment is by far the most time-consuming activity for any HR department. Not only that, you can’t even guarantee any form of return. This is especially painful when you are doing volume hiring for blue collar positions.

SMS24/7 believes that the most effective and fastest way to conduct recruitment is to leverage on an ubiquitous medium – short message service. Not only is it available any time of the day, there is a chatbot on the other side that will respond to the applicant in natural language with certain questions to further qualify.

This means HR only get to spend time on qualified applicants and make use of their precious time more effectively.

Originally posted on TechAsia




Adrian Tan is CEO of The Resource Group, a boutique HR Consultancy that focuses on helping SMEs. Before this, he was the MD of RecruitPlus which he co-founded in 2004 and led to two HR Vendor of the Year award. He was named the HR Entrepreneur of the Year by SHRI in 2013. He blogs regularly on #Entrepreneurship and #HRTech on

Attract the Best Talents with NWoW

Companies that implements the New Ways of Working (NWoW) are likely to be more competitive as far as attracting new talents is concerned. To better acknowledge this let’s talk about the future trend in the labor market.

For the companies competing for the best and brightest talents, there’s good news and bad news. The latest college graduates appear to be more prepared to enter the workforce than we’ve seen in recent years. But many employers aren’t taking the right steps to attract them or to hang onto them once they do.

The College Graduate Employment Study by Accenture Strategy found that nearly half of 2015 graduates (49%) consider themselves underemployed. There is plenty of opportunities for the HR managers to hire the best talents, here is what they should do:

Make connections early.

Almost three-quarters (72%) of graduates they surveyed had an internship, apprenticeship, or co-op during college. Companies that don’t offer internships or similar types of opportunities are all but leaving the best entry-level employees on the table for their competitors to recruit.

Turn your hiring processes digital

Young Millennial and gen Z workers are digital natives, so it’s no surprise they’re using digital tools and platforms to look for work. In fact, nearly two-thirds (64%) of graduates have used a mobile app to search and apply for positions, and they consider social networking the most effective method for finding a job.

Think small

The research found that just 15% of new graduates want to work for a large company, which hints that even the best-established corporations are falling short of young employees’ expectations. Millennials want both creative work cultures as well as environments that promote transparency and give them a chance to advance quickly.

Bigger companies can’t change their size. However they need to prove they can offer experiences similar to smaller companies. The bigger companies already have the infrastructure to support flexible working as well as the resources to create smaller, specialized teams.

Develop talent for now and later

The newest graduates in the workforce don’t just want chances to learn and grow, they expect them. 77% of those they surveyed expect their employer to provide training in their first job, but only half said they got it. That means that the youngest employees can’t entirely be blamed for jumping from one job to the next after very short tenures. Offering long-term development opportunities can put your company a cut above the competition and help you hang onto great talent after making the hire.

Create a fun work culture

For the newest college graduates in the workforce, culture trumps compensation. Sixty percent said they would prefer to work at a company with a positive social atmosphere and earn a lower salary than make more money someplace where it’s less fun to work. Employers who offer entry-level employees challenging work while also creating an enjoyable culture are at a competitive advantage.

That’s all about finding and hiring these new talents, but what are the efforts to make to retain your new hires?

Keeping your best talents was easy when few companies were hiring and employees felt stuck at their jobs. But now, retaining them is a struggle again for many managers. Workers feel less loyal to their companies than they did in previous decades, and are willing to jump ship if they find better pay or better prospects elsewhere.

Put money into supporting and training employees

When you help employees learn new skills while on the job, you will get payback in the form of better performing workers who are both more productive and have a higher level of respect for the company. Many young, talented managers have switched jobs specifically because of a lack of training and mentoring from their superiors, according to research by Harvard Business Review.

Let go of the 9-5 mentality

Statistics suggest that companies with more flexible attitudes toward work hours are more successful in both attracting good talent and retaining it. The big majority of adult workers said they’d like their workplaces to offer more schedule flexibility which would allow employees to work from the comfort of their home for half the workweek.

Now that you see the big picture you understand why implement the NWoW: flexibility, accountability, autonomy, are what you need to attract new talents and retain them. The New Way of Working incorporates them all.

Woobe helps in integrating the New Ways Of Working (NWOW), focusing on employee engagement and happiness. Woobe makes organising a campaign of hundreds of micro-events not just possible, but even easy. The HR manager selects in few clicks the profiles and the period over which the events will take place and the invitation are automatically sent to the employees based on their agenda’s availability.

This article has been taken from the original publication from Woobe Blogs

Original Post

Make difference with Startup Transformation

Well, understanding a difference between a startup and other business entity is important these days as most of the startups are getting lot of external supports from the regional government, startups hubs, accelerators, business incubators and other investors & mentors. Why there is so much engagement and focus on Startups?

Startups- Growth and Success

“An entrepreneurial venture which is consider as new, fast-growing business, with scalable business model and that target specific markets by offering an innovative product, process or service”  – a typical definition of a startup.

But we should aware that a newly founded one does not in itself make a company a startup unless it is capable to grow fast and that is the most important aspect for a startup. There are some typical terms like Unicorn is a startup company valued at over $1 billion. A Decacorn is used for those companies over $10 billion, while Hectocorn for companies valued over $100 billion. (An Unicorn Map of US from CBInsights)

The growth is not at all easy without a proper startup ecosystem, which consist of
individual entrepreneurs, venture capitalists, angel investors, mentors; institutions and organizations, business incubators and business accelerators. Startups usually need to form partnerships with other firms to enable their business model to operate for sure.


A startup hub usually provides such platform for connections and collaboration and usually operates on regional basis. Recent startup hubs Europe‘s overview for startup ecosystem across Europe is shown below.


Take a look around some world’s best startup hubs to know more.

There are lot of efforts and contributions from business incubators and business accelerators for the startups. Many entrepreneurs or startup founders often turn to a startup accelerator or startup incubator for helping other startups.

Accelerators programs usually start with an application process, but most of them are typically very selective and usually have a set of timeframe in which individual startup spend, anywhere from a few weeks to a few months working with a group of mentors and experts to build out their business. Startups are also given a small seed investment, and access to a large mentoring network in exchange for a small amount of equity.

Startup incubators begin with startups that may be earlier in the process and they do not operate on a set schedule. Some independent incubators also be sponsored by VC firms, government entities, and major organizations.


Difference on Business Accelerators and Incubators shown above is taken from Help for ACCA and CIMA Studies

Startups- Slowdown and Failure

We cannot ignore the facts and statistics on the startups, which is an important part of the economy and startup scale-ups definitely effect on the economy, society and innovation in a country. But, while 40-50 percent of startups are dying within first five years of their inception, it could be a wrong conclusion to make about the economy on the basis of the number of these startups. And yes because of this there has been already a slowdown in economic growth as well, once such clear indication is from US where there are the highest numbers of startup ecosystem.

Statistics also says 80-90 % fails in in genera in other word nine out of ten startups are failing on consistently.

There are numerous articles publishing regularly on the failure of a startups, lesson learn from failures. Even one can get through many of the startup failures stories, after all failure is the path to success. Learn from your own the failure is definitely sound rigid but learn from other’s failure is not so easy for sure. If we try to collate all the failure’s reasons, stories and analysis from post mortem, we can definitely capture some major and common concrete challenges, as shown below.


There are lots of post mortem done on startup failures, one can see from Quartz and CB Insights to analyse more.

If one start considering the failure percentage, they could realize that, it’s overflowing and it is indeed necessary to find some real valuable solutions or barrier to bring down this failure in the future. But the story is still going on the different path

In spite of so many potential entrepreneurs involving in startups, so much outside encouragement, efforts and helps, startups keep on failing. Business accelerators, incubators, grinds, the whole startup ecosystem is behind the supports, doing incredible efforts for their success; trying to help the startups, building them, nourishing them, mentoring team, teaching them but the results remain the same for last few years.

Why? We keep us asking this for long time now. If we need to consider startups as a significant part of economy, this is the time we need to rethink.

Startups- Transformation

If we take a close look into the post mortems, reasons does not looks too complex; so what is stopping us currently? There are lot of efforts from the startup ecosystem on education & learning, mentoring, networking, funding (one of the major constraints), investing, supporting in all major respects.

But there are limited or no such efforts in place to work together with those 90% startups, who are making magnificent effort in their journey but because of some trivial mistakes, (major reasons mentioned before) they get failed. Why not transforming those startups completely so that they keep on succeeding in their remaining journey?

For sure there is a necessity to have something or somebody who can helps transforming these startups not only through education, mentoring, networking and funding but also follow up with their experiences, working closely together with these startups in their businesses to face the challenges and crack them.

In this era of transformation where all the organizations are in the process of transforming their processes, business, people; there is also a need for a transformation for the startups, working together for getting the right strategic vision, focusing on customers, products, markets and other challenges. Also being able to anticipate what the customer is going to want and how best to achieve it. For a complete successful journey, these startups need advisory in every aspect, in every part of their experiences.

Idea of introducing Startup Transformers during this stage could be a solution to some extend; for avoiding such circumstances which can lead to a failure. A startup transformer helps a startup to transform completely into a successful business unit; work closely with them, collaborate for them with partners, customers and other peers, helping them by resolving challenges and gradually reform them in achieving the success.

Typical activities of a startup transformer could be varied, but majorly need to be centralized on overcoming the challenges and there should be also a strong focus to provide a platform for networking, community, events and collaboration. Below shown such activities of a startup transformer.


Instead of only analyzing the failures; instead of only learning from the other successful startups; instead of only following successful business guidance and mentorship; it is also necessary to start working together with these startups in their journey to make them completely successful. And this can only be achieved when one can start engaging with them not only in their initial stages but in their entire journey, preparing them to avoid the mistakes, work together to overcome challenges, choose a right path for these startups and transform them to be successful business unit.

Lot of collaboration is needed with different relevant partners, advisors, customers; lot of efforts need to be put in understanding market & strategy, right business model with scalability, knowing competitors, to develop ideal product and services; making better relationship with customers, better managing team and fund.

Another important factor where some strong efforts need to be in place, is the lack of innovations; the benefits of being innovative in the journey of a startup, it’s growth and scalability of its business is solely depend on the original business model not on a cloned one. It is also crucial for us to keep innovation alive as it is essential for fostering economic growth.

Idea does not work by itself; the reality is only possible whenever one take some initiative from that.

Startup Transformation is no more an idea yet, HRTech Conscience, a venture project on Disrupt HR (majorly engage and focus with HR Technologies) has taken a step forward by applying these concepts and idea for meaningful and valuable results. Currently collaborating with several startups, partners and customers from a diversified portfolio and already become the first Startup Transformer. There could be a success or a failure, but gaining a great experience from this journey of unknown disrupt transformation is definitely valuable for future. Let’s help changing the world into a new direction with contribution from all of us!




Soumyasanto Sen

Blogger, Speaker and Evangelist in HRTech who try to think Out of the Box! Engaging with Companies, Startups & Entrepreneurs in driving Transformation.

Professionally Consultant/Manager/Advisor/Investor in HR Tech. focusing on Strategies, Analytics, Cloud, UX, Security, Integration and Entrepreneurship in Digital HR Transformation.

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