Digital transformation isn't just ubiquitous, it is ultimately unavoidable and quickly being absorbed into HR best practice. Twenty years from now, few aspects of the world of work will have escaped the digital revolution. But what exactly does it mean for HR, and how can such transformation be successfully implemented, both within the HR department and organisation wide? What we're really talking about here is a change management process. A process which HR Professionals and business leaders are often being called on to execute in a new and constantly shifting context. Not since the third Industrial Revolution has there been such a significant change in the way we work, meaning that lived experience of this type of quantum leap in workplace practices simply don't exist in boardrooms and leadership teams. That's why resources such as i-Scoop's 'Online Guide To Digital Business Transformation' are so valuable. The guide offers a highly educational deep dive into what digital transformation is, what it requires of businesses, and how to implement such transformation successfully. 

If you've heard any of the news about the Financial Services Royal Commission, it is pretty clear that these businesses don't do a very good job of conveying and embedding mission-critical concepts (like ethical behaviour) into their organisation. Communicating the values of your business, and illustrating the culture of your organisation to both potential and actual employees is one thing. Ensuring that those values aren't just paid lip service, but become lived experiences at ALL levels within your organisation, is definitely business-critical in today's marketplace. If the interrogations and admissions of the Royal Commission are anything to go by, it is clear that there is such a wide gap between words and actions in business that something needs to be done. But what? Our last couple of Blog posts have focused on the importance of getting Onboarding right, and the untapped benefits of storytelling for hr. In this Blog, we will explore how you can use the power of story as part of your Onboarding process to set the right tone for the expectations your business has about 'how we do things around here.'

Despite decades of work with clients large and small, Murray Nossel, founder of Narativ, understands through experience that there might always be skepticism in the corporate world about anything that seems 'touchy-feely.' And yet, if ever there was an organisational department that deserves a 'get out of jail free' pass on the touchy-feely front, it should be HR. However, HR Professionals tend to shy away from being seen as touchy-feely in an effort to gain more legitimacy within the business. In a world increasingly driven by data and metrics, soft skills like the touchy-feely art of storytelling go A LONG way to balancing the technologically driven environment workplaces have become (and will become more so going forward). To all the HR Professionals out there reading this post, consider this your opportunity to get all touchy-feely AND to drive positive change in your organisation through storytelling.

One of the great things about providing a service for so many organisations (and the employees of those organisations) is that we get to hear first-hand feedback about what HR Professionals and the teams they serve want and need to make work better. What has become abundantly clear, and increasingly critical in the world of work, is the importance of the onboarding process in setting up new or transferring employees to understand, enjoy and succeed in their new role. We recently proposed that 'how you do onboarding is how you do everything,' and that got us thinking... What would be the best way for us to walk our talk, to put our money where our mouth is and to really make a difference in the world of work? The answer is that we have created a fantastic new Employee Onboarding Software Solution and made it FREE (for a limited time). That means that it is easier than ever for HR Professionals and the organisations they serve to harness the power of Digital HR to transform onboarding from good to great. If you're still not convinced that the onboarding process is probably THE most important aspect of the employee lifecycle, let's dive a little deeper.

In our first blog for the year we explored the HR trends that matter to your business in 2018, as illustrated by Deloitte's Human Capital Trends report. In this post, we round out the HR landscape for 2018 by exploring the top 10 disruptions HR Professionals need to be aware of, this year and beyond. The new year is always a good time to pause for a moment, reflect on HR best practice and consider the trends and potential disruptions, and then set a course for the next 12 months.

At this time of year, we publish our annual round up of the HR trends for the year ahead. The reality is that it is becoming more and more difficult to accurately predict future HR trends because of the transformation taking place in the HR industry (and indeed, across all industries). However, there are a few annual reports that provide well researched, robust forecasts about the possible future direction of HR. One of those reports is Deloitte's annual Human Capital Trends report. Their 2017 report outlines the opinions and perspectives of over 10,000 HR and business leaders across 140 countries, so it offers an HR best practice perspective. Let's look at the most prevalent trends that emerged from Deloitte's 2017 report.

If your business strives to be a great place for your employees to work, it is essential that you have a leadership team that Employees trust implicitly and are willing to follow. In some ways, the HR representative on your leadership team needs to walk the talk and role model behaviours, not just for your Employees, but also for the others on your leadership team. It would be fair to say that HR Managers are responsible not only for providing a model for the leadership team to emulate, but also for ensuring that the leadership team follows that lead and provides a cohesive example, in words and action, for the entire business.This should be HR best practice, but scan an HR publication and you will see examples of the exact opposite behaviour from leadership. Historically, the top behaviours that HR Managers need to succeed looked very different to the way they look today. In a world where trust is at an all time low, and technology disruption at an all time high, which behaviours are the ones HR Managers most need to model?

Great Place to Work’s annual research about the best organisation's to work for, both in Australia and overseas, is based on data from more than 10 million employees in 50 countries representing about 6,000 organisations of varying sizes, industries, maturity and structures. Their 2017 '50 Best Places To Work' report about Australian businesses illustrates that 'being a great workplace is no longer seen as ‘nice to have’; today it is imperative to business vitality and success.' What their research proves, is that your business can be a great workplace, one that your employess love coming to and participating in — and become more successful as a result. Here we look at Great Place to Work's metrics to understand the standard that defines a great workplace.