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Phillips, Patti P.; Phillips, Jack J.
2019 Strategic HR Review
Human capital analytics (HCA) is integral to all other human capital processes. With a mature analytics practice, leaders can make better decisions more quickly and with greater confidences. This paper aims to describe results of research that shows how organizations in Middle East countries are investing in HCA. Specifically, it describes as follows: the extent to which they are investing; types of projects in which they are investing; and factors critical to making analytics work.Design/methodology/approachWhile research may include respondents from organizations in developing countries, only recently have efforts been made to monitor progress specifically in these countries. This paper attempts to describe the most recent findings of such research, paying specific attention to the use of HCA in the Middle East.FindingsOrganizations in the Middle East embrace HCA. While still in its infancy, analytics is poised to be a strategic driver that will lead to improved organizational performance.Originality/valueWhether investing in leadership development, talent acquisition, employee engagement or talent development, analytics plays a central role in informing decisions about people investments. To make HCA work, Middle East organizations plan to continue building capability through training; embracing technology and striving to link data across programs and platforms; and integrating systems, processes and people with other functions, particularly finance. In the end, organizations will seamlessly integrate HCA into all processes to drive organization performance.
2019 Strategic HR Review
PurposeFor managers and senior executives who find themselves negotiating with international partners who differ in terms of culture, communication style, time orientation, as well as personal and professional backgrounds, understanding the complex range of factors that impact intercultural business negotiations (ICBN) for short – is a fundamentally important skill.Design/methodology/approachThis paper is based on an organised review of literature on culture and business negotiations in Usunier (2019), systematically examining the interface of culture with dispositional (e.g. negotiator’s gender) and situational variable (e.g. type of contract, one-shot versus repeated deals).FindingsEmpathy is not all, culture overlaps and interacts with other key negotiation variables. The paper derives a set of guidelines for effective ICBN.Originality/valueMany approaches to ICBN emphasise culture as a stand-alone variable. The approach helps to avoid naïve behaviour and proposes a framework for linking cultural aspects to other major situational and dispositional variables in the ICBN process.
Rao, Bramhani; Polepeddi, Jyothi
2019 Strategic HR Review
PurposeThis study aims to develop and propose a Neurodiversity-Smart HR framework that may facilitate organizations to build an inclusive workforce.Design/methodology/approachReal cases of inclusive companies in India such as Lemon Tree Hotels have been explored in detail through observations, video interviews of company’s leadership and personal discussion with special-needs community to design a generalized framework.FindingsDevelopment of Neurodiversity-Smart HR framework that integrates resources from multiple stakeholders.Practical implicationsThe proposed framework shall facilitate organizations to build an inclusive workforce and engage with the special-needs community throughout the inclusion process. The neurodiversity approach is a potential solution to organizational issues such as innovation, engagement, social responsibility and attrition.Originality/valueThe only study to propose a functional inclusive employment framework.
Berges, Rafael Pablo; Kon, Fabian
2019 Strategic HR Review
PurposeThe new digital world and the big corporations who have been around for more than 80, 100 or more years tend to be perceived as incompatible. This study aims to highlight how the key to a digital mindset is not the size of the company or the company’s track record, but an evolving organizational culture. This case outlines the strategy, tools and techniques to make cultural change and digital transformation possible.Design/methodology/approachThe authors synthesize their organization’s ongoing transformation in the past two years, engaging every person at Galicia, from top management to all 6,000+ employees through workshops, especially designed meetings and internal communications campaigns to align the company’s goals and move forward together.FindingsThis case study pinpoints the key aspects that should be looked after when working on organizational culture and the main players and/or concepts that organizations should count on as allies for change.Originality/valueThis case provides concrete methods and good practices to create cultural change and employee engagement, regardless of the scale of the company, through first-hand learnings that can be applied in any organization.
2019 Strategic HR Review
The purpose of this study is to explore the current use of artificial intelligence (AI) in the recruitment and selection of candidates. More specifically, this research investigates the level, rate and potential adoption areas for AI-tools across the hiring process.Design/methodology/approachTo fulfill that purpose, a two-step approach was adopted. First, the literature was extensively reviewed to identify potential AI-application areas supporting the recruitment and selection (R&S) process. Second, primary research was carried out in the form of semi-structured thematic interviews with different types of R&S specialists including HR managers, consultants and academics to evaluate how much of the AI-applications areas identified in the literature review are being used in practice.FindingsThis study presents a multitude of findings. First, it identifies 11 areas across the R&S Process where AI-applications can be applied. However, practitioners currently seem to rely mostly on three: chatbots, screening software and task automation tools. Second, most companies adopting these AI-tools tend to be larger, tech-focussed and/or innovative firms. Finally, despite the exponential rate of AI-adoption, companies have yet to reach an inflection point as they currently show reluctance to invest in that technology for R&S.Research limitations/implicationsDue to the qualitative and exploratory nature behind the research, this study displays a significant amount of subjectivity, and therefore, lacks generalisability. Despite this limitation, this study opens the door to many opportunities for academic research, both qualitative and quantitative.Originality/valueThis paper addresses the huge research gap surrounding AI in R&S, pertaining specifically to the scarcity and poor quality of the current academic literature. Furthermore, this research provides a comprehensive overview of the state of AI in R&S, which will be helpful for academics and practitioners looking to rapidly gain a holistic understanding of AI in R&S.
2019 Strategic HR Review
Businesses are spending billions of dollars on recognition rewards with the intent of boosting employee engagement, job satisfaction, and ultimately, their bottom line. However, employee engagement is at an all-time low. The purpose of this study was designed to take a step back to understand if there are demographic differences that influence personal preferences for tangible gifts as their preferred language of appreciation and of those who prefer to receive gifts, what types of gifts are most valued.Design/methodology/approachThis study compared the demographics of those who selected tangible gifts as their primary (N = 8,811), secondary (N = 14,827) or least valued (N = 108,586) language of appreciation (motivating by appreciation inventory, White, 2011). From those with tangible gifts as their primary language of appreciation, 500 were randomly selected to code their open-ended suggestions for a preferred gift.FindingsThere are no important factors across the demographics of gender, age or work setting that influence whether individuals are more or less likely to choose tangible gifts as their primary, secondary or least valued language of appreciation. Respondents identified gift cards, additional paid time off and gifts related to desired personal experiences as their top gift choices.Originality/valueWhen giving gifts to colleagues, discovering individuals’ personal preferences (favorite store, restaurant, ticketed event, food, drink and lunch option) is more likely to result in a gift that “hits the mark” in showing appreciation to the recipient.
Jeske, Debora; Setti, Annalisa; Gibbons, Daisy Beth
2019 Strategic HR Review
It is well-known that stereotypes on aging and perceptions about the suitability of certain jobs for certain age groups can influence performance ratings. However, it is unclear whether and how subjective views on aging are associated with judgment on someone else’s performance. The purpose of this study is to explore the role of aging perceptions and images of aging on performance ratings for a fictitious set of male candidates with different age and job profiles. Ratings of interest were job suitability, developmental potential, interpersonal skills and performance capacity.Design/methodology/approachUsing an online survey format, data was collected from 203 Irish and UK employees to assess how they evaluated different fictitious candidates for a local development committee. The age and mentorship status of the candidates were also manipulated.FindingsThe age or mentoring status of the candidate did not play a significant role in how they were rated. Multiple regression analyses indicated, however, that participants’ aging perceptions and aging images had a significantly positive influence on how they rated the fictitious candidates (after controlling for participant variables such as age and experience). However, positive images of aging and aging perceptions on the part of the participants predicted more positive overall job suitability ratings, developmental potential, interpersonal skills and performance capacity. When the participants had more negative views on aging, they would also allocate lower ratings.Originality/valueThe results indicate that employee attitudes about aging play a role in how they will rate others. Given the importance of potential rating bias, the authors propose a number of training interventions that human resource professionals may be able to carry out to positively shape the informational basis for more negative aging attitudes.
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