INSPIRING HUMAN RESOURCES LEADERSHIP WORLDWIDE BIR ar M4 MAKING DIVERSITY CENTRAL TO SUCCESS eed (oe la Legal Hub ods Se ete ar ate "Coming out as transgender at Da oe nae od balance harder, study finds Dee eeu eek tod& 33 YOU REQUEST, WE PROVID Casino | Live Casino | Poker | Mobile | Sports Y T i ¥ TECHONOLOGY OPERATIONS ePAYMENTS, Ela elalelN) - www.b3wgroup.com -Editor’s Mec hy a eee eRe Ome Raa APO Re Story is geared towards creating awareness and training Non-Finance CIC ea ei Ri et aC Ra aT ad Rae eee eR Ce ea] management. There's a lot to be done to close this gap starting with educating them and getting them future ready. Dee hen aC eee Cun ead OM Re ea LO RC anc Re) Cet Cae ane ae RC e compliance, inclusion of people from varied cultural background, religion, Fee ot RC a een Cea Ute Reentry CeCe a oe Oe Cae nae ee keane ER Re kel OA Nee eee Jane wanted to celebrate the pride month by talking about ‘coming out of the closet’ situation at workplace and she’s done a great job indeed. fete) As ever, we look forward to your feedback (editor@thehrdigest.com, @ See a UA eA Pic eeThe Team Editorial Anna Domanska Editor-in-Chief Priyansha Mistry Editor Anna Versai Sub-Editor Diana Coker Sub-Editor Ethan Ude Content Writer Khushali Dutt Content Writer Marketing Jason Miller Sr. Project Director Technology John Hancock Head-Web Department Finance Control RR Baratiya BEI 1 1 Digest Mogozine | July 2019 Design Kevin Paul Sr. Graphic Designer Reepal Savaniya Graphic Designer Project Management Tony Raval Project Director Jay Raol Project Director Advertising Jay Raol Director — Ad Sales Le Manh Coung Julia Hunt Sr Software Coordinator Magazine ProductionANEW HABIT - TO KEEP AN OLD. oy 60 FORMS OF EXERCISE: 246 KRONOR A MONTH.Contents July 2019 _UlUttH«UH fy \<\HR Drift Flexible jobs can make work-life balance harder, study finds. / p.10 Leadership Insights Automation in maritime industry is turning crew members into system managers. / p.26 Q&A With Jane “Coming out as transgender at work — I'm a bucket of nerves!” / p.36 Employee Benefits Kate Savage, Capgemini North America’s Head of Talent, discusses the value of promoting employee well-being through innovative and cost-effective initiatives. / p.46 Cover Story A conversation with Joe Knight about the value of financial literacy and how to close the existing knowledge gap in corporate America. / p.58 Legal Hub Don't take @ knee to employee free speech in the workplace. / p.66 The HR Digest Magesine | July 2019Training & Development How can ClOs shape the future of work? / p.74 HR Tools & Technology Meredith Graham, SVP, Culture and People Experience at Ensono, on how companies with limited resources can attract top Al talent and compete with the Amazons and Googles of the world. / p.82 Recruitment Point Social Media impacts on the U.S. Army's outreach and recruiting. / p.90 Success Story As a prominent influencer of diversity, Lee Jourdan, Chevron’s Chief Diversity Officer, has made a remarkable contribution to paving the way to a diverse workforce. / p.102 Workplace Culture Employers may have a new task of re-engaging every generation in their office to ensure @ swift transition into potential new workplace eras. / p.112 HR Events Top picks of conferences and professional events around the world. / p.122 BEN 1 1 Digest Mogozine | uly 2019} getabstract Progress through knowledge Make better decisions in your personal and professional life with nonfiction summaries from getAbstract! Knowledge changes people — they learn. We are 7 thrilled about this progress, and since 1999, we NSS have made it our mission to find and summarize reliable and relevant knowledge. www.getabstract.comFp rift Flextime is supposed to promote and facilitate work-life balance. A study from Germany suggests otherwise. Men and women with children reported that flexible working left them with less free time than working conventional hours. Research by the Hans Béckler Foundation examined men and women with children on flexible working schedules. Men, in particular, work longer hours when working flexibly. Working from home, it turns out, is characterized by early starts and late finishes. “Work flexibility helps make job and family more compatible, but it can simultaneously cement the classic role divisions between men and women, or even make them stronger,” said the study’s author Yvonne Lott, of the Foundation’s Institute of Economic and Social Research. The study was based on interviews with 30,000 parents in Germany BEEN 1-1 Digest Mogozine | July 2019over a 13-year period. ‘Men, on average, put four hours unpaid overtime a week when on flextime. Women, on average, put in an additional hour of overtime. The double burden for women of balancing work and childcare responsibilities is negligible, Lott added. Women with children added one and a half hours of childcare to their weekly routines when they were on flextime. When they worked from home, they averaged three additional hours per week. The HR Digest Magezine | Juy 2019Fp rift HIGHLIGHTS: = Survey: Men in workplace evading solo interactions with women ® Sixty percent of male managers are uncomfortable participating in common work activity with a women, such as mentoring, working alone, or socializing together. = Thirty-six percent of men say they've avoided mentoring or socializing with a woman because they were nervous about how it would look. Some worry that #MeToo has caused way more harm than good. Men in the workplace are getting fired too quickly and without due process. Credibility assessment are heavily flawed and, in some cases, carry prejudice against men. A point often overlooked is that women are human beings, and sometimes human beings ‘lie.’ BEEN 1 1 Digest Mogozine | July 2019Heightened awareness surrounding false sexual misconduct allegations in the post #MeToo Time’s Up movements have raised questions about what lies ahead of men and women in the workplace. A new survey finds that 60 percent of male managers say they're uncomfortable participating in a common work activity with a women, such as mentoring, working alone, or socializing together. That's a 32% jump from a year ago. Senior-level men are now “far more hesitant” to spend time with junior women than junior men across a range of basic work activities. They are 12 times more likely to hesitate to have one-on-one meetings, nine times more likely to hesitate to travel together for work and 6 times more likely to hesitate to have work dinners. LeanIn, an advocacy group to empower women to achieve their ambitions, partnered with SurveyMonkey to research what men and women are experiencing in the workplace in the post #MeToo era. Senior-level men are now far more hesitant to spend time WTC enn Cuenca kd Pete aed VL + 12x more likely to hesitate to have 1-on-1 meetings SMM ie Lee M Rls ( eu mem el G SMa TR MR La ey The HR Digest Magazine | July 2019 EAFp rift A rarely discussed drawback of the #MeToo and Time’s Up movements is that the organizations who are afraid of getting sued are now more focused on what employees are allowed to do or say around opposite sex colleagues. CRAVE M EMEC) CU EL aeLe TAN ell MUL ela Lae) or socializing with a woman Le TR Ae eee lelt ha how it would look. As Kim Elsessar, Forbes contributor and ex-Wall Streeter, points out in her book Sex and the Office: “Organizations are not only incentivized to eliminate harassment but also they’re motivated to go overboard to discourage any behavior that could be perceived as slightly annoying, even by the most sensitive employees. This is where problems arise. Well-meaning organizations are inadvertently strengthening the sex partition. The hypersensitivity towards sexual harassment is creating a barrier between men and women at work.” This sex partition involves more than fear of sexual harassment The Hf Digest Magezine | Joly 201960% of managers who are men are uncomfortable participating in a common work activity with a woman, such as mentoring, working alone, or ler mel tai) LER Cal (on allegations in the workplace. Men fear that friendliness will be interpreted as romantic interest, which is making matters worse. Regardless of how senior-level men may feel about working with a woman, there is no excuse for not being a good leader and not offering equal access to mentorship to women in the workplace. Their avoidance will set back women in the workplace even more. The HR Digest Magazine | July 2019Fp rift HIGHLIGHTS: = Hong Kong ranks first in Mercer's annual Cost of Li for the second consecutive year. ing Survey = Eight out of the top ten costliest cities for expats are Asian cities. = Mercer’s survey measures the comparative cost of more than 200 items in each location, including housing, transportation, food, clothing, household goods, and entertainment. Following the increase in the share of remote and mobile employees in the total workforce of most organizations today, the design and implementation of mobility programs have gained significant importance. According to Mercer’s 2019 Global Talent Trends report, 65% of employers across all industries and countries are using mobility programs to enhance their workforce strategies. Mercer's annual Cost of Living Survey finds that a number of factors, including currency fluctuations, cost of inflation for goods and BNETI 1 1 Digest Mogozine | July 2019Fp rift services, and volatility in accommodation prices, contribute to the overall cost of expatriate packages for employees on international assignments. Mercer Cost of Living Survey — Worldwide Rankings 2019 (Mercer international basket, including rental accommodation costs) Rank as of March 2019 1 5 2 e 3 = 4 ° 6 = 7 | 8 a 9 = 10 a City HONG KONG TOKYO SINGAPORE SEOUL ZURICH SHANGHAI ASHGABAT BEIJING NEW YORK CITY SHENZHEN Source: Mercer's 2019 Cost of Living Survey METI 1-1 Digest Mogozine | July 2019 Country/Region Hong Kong (SAR) Japan Singapore South Korea Switzerland China Turkmenistan China United States ChinaMercer’s 25th annual Cost of Living Survey considers 209 cities across 9 continents and finds that eight of the top ten costliest cities for expatriates are Asian cities, with Hong Kong, Tokyo, Singapore, and Seoul taking the first, second, third, and fourth position, respectively. Hong Kong is ranked as the costliest city for expats for the second consecutive year. Mercer’s annual survey takes New York City as the base city for all comparisons and the currency movements are measured against the US Dollar. It measured the comparative cost of more than 200 items in each location, including housing, transportation, food, clothing, household goods, and entertainment. “Cost of living is an important component of a city’s attractiveness for businesses,” said Yvonne Traber, Global Mobility Product Solutions Leader at Mercer. “Decision makers increasingly acknowledge that globalization is challenging cities to inform, innovate, and compete to foster the kind of satisfaction that attracts both people and investment — the keys to a city’s future.” The HR Digest Magazine | July 2019Fp rift A ‘STRONG TRAVEL CULTURE’ PAYS OFF FOR COMPANIES HIGHLIGHTS: = Harvard Business Review finds how business travel culture can bring better results to companies in a survey involving 587 business leaders. = 58% of the respondents agree that having a strong travel culture brings valuable business results. = Only 31% believes their companies have a strong travel culture in place. = 77% of those with a strong travel culture work with a single travel management company (TMC). A business travel culture which supports corporate travel among leaders and employees, is a strategic investment that brings better results to companies, finds a new survey conducted by Harvard Business Review Analytic Services in association with Egencia, business travel from Expedia Group. 58 percent of the respondents METI 1 1 Digest Mogozine | July 2019The HR Digest Magazine | July 2019Fp rift confirmed having a strong travel culture. Such a travel culture is beneficial in five key business areas - market share, profitability, customer loyalty, retention, and employee satisfaction. The survey found that over the last year, companies with a strong travel culture had double the rate of improvement than companies with a weak travel culture across these key areas - customer loyalty and retention (50 percent vs 21 percent), market share (43 percent vs 22 percent), employee satisfaction (35 percent vs 15 percent), and profitability (47 percent vs 29 percent). While some business leaders have accepted strategic business travel in their work culture, less than half of the number of business leaders surveyed considers it as a priority. Of the ones that effectively manage business travel, most of them (77 percent) have a single travel company managing their business travel. Only 31 percent of the 587 business leaders surveyed believe that their organizations actually have a strong travel culture. A greater number of those surveyed view strategic investment in corporate travel as a cost to be minimized. Considering the benefits of in- person interactions with customers in today’s global marketplace that becomes possible through business travel, dodging it only makes companies lag behind in the competition. ETI 1 1 Digest Mogozine | July 2019UNIQUENESS IS OVERRATED. UAB chau oe BUCY aM can create, your identity is more or less the most accurate and useful representation of who you OWN te mC ents aches Peecceait er ntecerictrac tt Stic B atone iene aeolian uit 1k COMSAT cart utCy iene Orel ont enya cTe Cocoa latc otal leale esto slo) aCe te Prcbcescttrerence ico tcrllta Mecca eeeneikatiterars ComernGrcetsaer cet most common. Because, let’s face piemb lal (elope OSC Cems iay understandable that one cannot keep their identity listeria) easy aetuoesiila it’s okay, we understand. We know better than anyone what it's like to identify somebody oittetitrmvanc alice) pole Vice aiaeCry product of identification. And identity requires an identifier. So we are determined to help you eC a em elament natty Deane eiecatentse verification solutions. The next MCh enach etsmontcntss visit IDMERIT.COM because eomcettercce cece ts 1) ||| KecFp rift AMERICANS DON’T HAVE ACCESS TO RETIREMENT PLANS We're getting older. But that’s not the ugly, unspoken truth. For the first time, Americans as a whole aren't saving nearly enough for retirement. According to data from Northwestern Mutual’s 2019 Planning & Progress Study, fifteen percent of Americans have no retirement savings at all. For both Gen X-ers and baby boomers, 14% of survey respondents in each group have absolutely nothing put away for retirement years. Only 17% of respondents say they have between $1 and $74,999 kept away for retirement, which falls short of the $1 million experts recommend. For prime-age male and females (ages 25-54), it comes down to a huge disconnect between realizing they need to save more and taking substantial steps to do so. The Hf Digest Magezine | Joly 2019Furthermore, only 10% of the respondents are confident that they'll have enough earmarked for retirement. On average, people say there’s a 45% chance they'll run out of money in retirement. However, 41% say they haven't taken any action to tackle this issue. To live life comfortably in retirement, it's imperative to start saving and investing as early as you can. One way to get started is by contributing a part of your paycheck directly into your employer's AO1(k) plan. If they don’t offer one, then you look into other retirement savings vehicles such as Roth IRA or traditional IRA. 08 Jerinene’ 2 The HR Digest Magazine | July 2019AUTOMATION IN ACTION A Potential Game Changer for Mining and Maritime Industry [SN eMsilalo TAM elel The use of automation technology is rapidly changing the landscape of various industries, mostly in the labor- intensive sectors. Robotic loaders and remotely-controlled trucks are significantly reducing operational costs in the mining sector. Automation in Maritime industry is turning crew members into system managers. BETA 1 2 Digest Mogozine | uly 2019Na BERG aeCee ec Lee nes ee Re eer ee ee ea ce Fee naa ed Unlimited satisfaction one low price Cheap constant access to piping hot media Protect your downloadings from Big brother Safer, than torrent-trackers 18 years of seamless operation and our users' satisfaction All languages ETc Temas oleic) ONC aslo en Col moa la} We have everything for all of your needs. Just open https://avxlive.icuThe fourth industrial revolution buildup is instilling fears of massive job loss among employees in varying sectors, due to the shift’s primary focus: automation. More people are becoming skeptical about choosing certain careers, while employers in some sectors are getting more assurance of not having to push so hard on talent management in the future. Automation is inevitably the future of our industry; robots are gradually taking over perilous jobs and labor- intensive industries such as mining and maritime are intensively observing massive Al intervention. Autonomous shipping and the ability to control trucks inside mining pits from an office are some of the few technologies emanating from artificial intelligence. Developments in telecommunications, computing technologies, and electronic sensors are inspiring less of human intervention in controlling some sensitive equipment including vehicles, planes, helicopters, trains, etc. Mining automation market will reach $3.29 billion by 2023 Employee recruitment and retention in remote areas such as deserts and mountains include one of the major challenges mining companies face in maintaining productivity, with increasing depth another factor alongside workforce safety. These and many more challenges and the struggle for energy efficiency inspired world mining leaders a few years ago to launch a large-scale process of The Hf Digest Magazine | Jly 2019updating their mining facilities. The aspiring growth and expansion must are now beyond manpower challenges but driven by automated technologies and “smart” solutions. Mining companies are increasingly moving to the latest automation technology to modernize their operations. Rio Tinto, for instance, is using 73 driverless trucks to move iron ores from four of its iron- The HR Digest Magazine | July 2019 ETore mines in Australia 24 hours a day. Rio Tinto employees supervise the vehicles from a centralized control center stationed 750 miles away in Perth. In a similar move, Swedish mine operator Boliden is building an autonomous gold mine in partnership with cell phone company Ericsson which has installed 5G network at the site to allow mine’s ventilation system to save an efficiency gain of 54% or 18 megawatts of energy every year. In partnership with Cisco System, Barrick Gold Corporation is using Wi-Fi sensors to track every miner’s output in its mines near Elko, Nevada. The US mining company is also using other mining automated technologies to lower production cost for an ounce of gold to US$700. The Hf Digest Magazine | Jly 2019 It's difficult to overlook the benefits of autonomous technologies in the mining industry. Mining companies quickly notice a significant decrease in expenditures and increase in productivity once they implement automation technologies. Productivity increase in some companies is as significant as 20 percent.In Mali’s capital Bamako, Resolute Mining firm, which took over gold-rich Syama mine since 2015, is partnering with Swedish engineering company Sandvik to implement the world’s first fully automated mine. Sandvik, which has a strong history of providing automation, is deploying automated trucks, robotic loaders, and drills at the Syama mine estimated to have a total of 2.9 million ounces of gold. It's difficult to overlook the benefits of autonomous technologies in the mining industry. Mining companies quickly notice a significant decrease in expenditures and increase in productivity once they implement automation technologies. Productivity increase in some companies is as significant as 20 percent. Automation in mining also handles increasing safety challenges associated with conventional operations. Mining companies now send fewer miners underground, reduce employee risk, and increase output by using automated equipment that can cruise through difficult areas and unsafe location. For instance, Randgold Resources recorded a drop in injury frequency rate; from 32% to 29% quarterly, according to South Africa’s premier source Mining Weekly, since partnering with AngloGold to deploy robotic loaders at Africa’s most mechanized gold mine Kibali in the Democratic Republic of Congo. This game-changing opportunity is expected to provide generous value to the mining sector at large. MarketsandMarkets Inc. suggests that mining automation market could grow by almost 50% in the next 6 years to reach US$3.29 billion by 2023. The growth will be inspired by the combination of decreased expenses and increased safety and productivity characterized by automation process. The HR Digest Magazine | July 2019 ETEAutomation in Maritime Industry Considering the current economics of maritime operation, a move towards minimizing manning is foreseeable. Many mariners have since become system managers in response to technological advances sweeping across all sectors. Some of the advances leading automation in maritime industry include automatic route following, automatic data logging, maintenance diagnostic aid, restricted navigation aids, position fixing aids, and collision avoidance systems cargo planning aids. The use of automation on ships is mainly to reduce human error and workloads. In other words, automation in maritime enhances safety and reduces the cost of workforce. Automation here seeks to integrate multiple systems/operations to produce a massive integration of ship control and navigation systems. Human error has been estimated to cause between 75 to 96% of marine accidents. According to a review by insurance company Allianz Global Corporate & Specialty, 75% of 15,000 marine liability insurance claims are due to human error. Autonomous ships will traverse the ocean by 2035 The degree of automation in maritime industry is yet to be METI 1. 1 Digest Mogozine | July 2019ivy 2019 The HR Digest MagazineLEADERSHIP INSIGHTS satisfying. Rolls-Royce is leading a race to introduce autonomously- operated vessels into the maritime industry. The company is currently developing autonomous technology to make the service a reality in the next few years. To be more précised, Rolls-Royce is planning to launch an autonomous local ship that will be manned remotely by 2020. The company also plans to release remotely-controlled autonomous ship that would travel through international waters by 2025 and release fully-autonomous unmanned ships that would traverse the ocean by 2035. In November 2016, Automated Ships and Kongsberg Maritime signed an agreement to develop the world’s first unmanned and fully autonomous ship. The offshore supply vessel was slated to become operation by 2018, but the team has missed the timeline. Japanese shipping companies are collaborating with shipbuilders to build self-piloting cargo ships, which could become operational by 2025. The One Sea ecosystem project aims at introducing fully remotely-operated vessels in the next three years to operate ETI 1 1 Digest Mogozine | uly 2019autonomous commercial maritime vessels on the seas by 2025. While autonomous and remotely-operated shipping technology is being developed, current vessels on the sea have the ability to evaluate its health and surrounding environment which are crucial in making decisions. The introduction of automation in the maritime industry will drastically transform the entire chain of cargo transportation and the operation of shipping vessels. Aside from safety, automation will enhance productivity by reducing the cost of fuel and energy usage. Crew costs that include heavy ballast, crew quarters, air-conditioning units, and other travel amenities, including salaries can amount to 40% of operating expenses, depending on the vessel. Weight reduced by eliminating these items from the ship will significantly reduce fuel costs while still offering more space for cargo. Also, designated lanes inclusion on the high seas for autonomous shipping will improve logistics as well as contribute to a more efficient cargo transport system. While the probability of piracy incidents is allegedly lower in autonomous shipping, threats such as cyber-attacks may be on the rise to gain access into these vessels without custom efforts by crew members to stop hijacks. Job loss is not the only threat posed by the use of automation in mining or maritime industry. Both systems constitute their flaws associated with the lack of sufficient human presence. Automation technology will increase productivity and safety at mines aside from decreasing expenses. But the technology will also negatively affect relationships between mining companies and their hosting communities, including regulations. Hf The HR Digest Magazine | July 2019 EEAThe Ht Digest Magezine | Jly 2019The brutal and straightforward answers to HR-related queries and concerns. Send in your queries with the subject line ‘Ask JANE HARPER’ at info@thehrdigest.com The HR Digest MOA WITH JANE Coming out as transgender at work - I'ma bucket of nerves! Hey Jane, I never really told my family that I'm transgender. One of my earliest memories, about six years old, was when | refused to have my hair cut. | didn’t have it cut until | was 14, because having it cut was agonizing to me. I’m glad my parents didn't try to diagnose me and instead just let me do my thing. These feelings about my gender identity never changed during and after puberty, and now I'm very comfortable as Danielle around my family. Four months ago, | sought hormone replacement therapy (HRT) following which changes are becoming apparent. | want to get in front of any rumors that might be circulating at work. After starting the name change process | wish to chat with HR about my transition and upcoming name change. To be fair, the HR has never dealt with a transitioning employee so I want to give them time to figure out their end and update policies. At the same time, I'm a bucket of nerves. Never again do | want to cross-dress as man or wear male clothing. | want to be me, all the time, everywhere. | have finally reached the point where | want to stop being afraid and start existing fully. The Hf Digest Magazine | Jly 2019How do you handle coming out in a professional context without making it seem weird? What laws protect me? What can I do to make the transition easier for my coworkers and |? Danielle, 23 A Hey Danielle, There’s no right or wrong way to disclose being a transgender. You have the right and responsibility to decide how, where and when to come out, based on what's right for you. It's important to take a note of the risks involved with coming out as transgender at work. There is no federal law that protects transgender individuals from getting fired from their job. As of July 1, 2019, you can still get fired for being transgender in 30 states. Even in states where you can’t be fired, discrimination can take on a variety of forms, both direct and indirect. Sometimes it looks like the office vibe, the inability to respect one’s preferred pronouns, limited transgender benefits, and beyond. According to the Transgender Law Center, the following states have anti-harassment and discrimination laws in place: * California * Hawaii * Massachusetts * Colorado * Illinois * Minnesota * Connecticut * lowa * New Mexico * Delaware * Maine * New York * District of Colombia * Maryland The HR Digest Magazine | July 2019CIA Sane In addition to state and local laws, the Civil Rights Act of 1964 (Title Vil) prohibits employers from discriminating against employees based on sex, race, color, national origin or religion. Title Vil applies to all private sector and state/local government employers with at least 15 employees. If you're coming out as transgender at work, the process should take more than navigating questions of terminology, preferred pronouns, bathrooms, and safety. Research finds that an inclusive culture which encourages LGBTQ+ people to be out at work increases their happiness, commitment, and career satisfaction. The good news is that more and more companies are actively championing for LGBTQ equality, despite the lack of legal protection. Read through the HRC Corporate Equality Index, the annual Stonewall Top 100 Employers guide, and the DiversityInc Top 50 Companies for Diversity list to see if you spot your employers. These lists demonstrate that leading companies in the United States are increasingly committed to building diverse and inclusive workforces. Here are some general tips for coming out at work: STEP 1: Speak your truth When you're ready to tell that the human resources department at work, give yourself time to think through how you'll do it and what you'll say. You may choose to talk about your history with gender identity or keep things in the present. Ask yourself the following questions: BEINN 1 Digest Mogozine | July 2019Do I know what to say? ‘Am | well-informed and willing to answer questions? Is it safe to disclose? Be prepared to wait as they digest and accept the new information. A trained and compassionate human resources department may be receptive to how you're feeling and your desire to come out. | also recommend one-on-one meetings with the following list of people: * Immediate manager * Your manager's manager (if possible) * Coworkers with whom you interact on a daily basis Finally, it’s a good idea to send out a company-wide email explaining your gender identity, preferred pronouns, name choice, and resources for colleagues with more questions. You may want to use this letter as a reply to coworkers you've never had a direct conversation with. Some people are more comfortable writing an e-mail rather than coming out in person. There’s also the option to take a casual approach. If someone asks about your life, you can respond accordingly. Example: “How was your weekend?” “It was great! | went dress shopping with my boyfriend. How was yours?” The HR Digest Magazine | July 2019 ETTIP: Just treat the conversation as if you're talking with someone who already knows. Whatever you decide, remember that you have the right to feel confident and comfortable about who you are at work, Throughout the disclosure process, it’s common to feel: Y Acknowledged = Y Proud v Brave Y Relieved v Empowered v Scared v Exhilarated Y Unsafe Some perils/considerations of coming out: You should also sniff out the risks involved with being out as transgender at work. While it’s liberating to be honest with your coworkers, there’s always a risk of the following - Transphobia: Not everyone will be understanding or accepting Safety: You may experience harassment, discrimination or violence Ignorance: Some relationships may change permanently Ostracism: Your coworkers may be shocked, confused or hostile Negative Reactions: You may lose your job But don’t assume that everyone will react negatively to the news of you coming out as transgender. People may surprise you with their acceptance and openness. The Hf Digest Magazine | Jly 2019Don’t assume that everyone will react negatively to the news of you coming out as transgender. People may surprise you with their acceptance and openness. One of the most prominent and ongoing issues before, during STEP 2: Be informed and after a transition is finding well-meaning coworkers who ask inappropriate questions. You may request the human resources department to implement sensitivity training so that coworkers understand boundaries and limits, and know how to use preferred name and pronouns. Transgender sensitivity training could also help deal with a variety of issues such as stereotypical thinking, gawking, disapproving stares, and offensive or inappropriate language/jokes about transgender people. Some workplaces also have a therapist to facilitate a conversation to allow coworkers to ask questions so the transgender employee doesn't need to answer inappropriate questions. The HR Digest Magazine | July 2019 EACIA Sane STEP 3: Legal support and assistance Many companies have policies in place to protect LGBTQ employees. Find out if you have formal policies in your place of work to back you up - since it’s the best way for you to understand your workplace rights. Title VII of the Civil Rights Act of 1964 Title VII prohibits sex discrimination in employment. This applies to employers with at least 15 employees. Complaints of anti- transgender job discrimination can be filed with the U.S. Equal Employment Opportunity Commission (EEOC). State and local laws Twenty-one states and over 300 municipalities have laws prohibiting transgender bias in the workplace. Many others have issued bulletins prohibiting discrimination among state contractors or within state employee systems. STEP 4: Common logistical issues Keep the human resources department informed of major milestones in your transitions such as changing your legal name, appointments and surgery dates, hormonal treatments, etc. It is important to engage HR and IT to support you in changing your name in things like the email, ID card or badge, computer login, medical files, personnel records, and pension plans. The Hf Digest Magazine | Jly 2019You must also prepare HR in addressing more physical issues such as restrooms and changing rooms. According to the EEOC, you have the right to use a restroom or changing room that corresponds with your affirmed gender. Suddenly dressing as your authentic gender one day when you've been dressing in the attire assigned to your gender at birth may be a shock to your coworkers. Start small to give your coworkers time to adjust. If your workplace has a uniform, you may need a new uniform to match your affirmed gender. At the same time, you should not be expected to continue dressing in a uniform that corresponds with the gender you were assigned at birth. These tips for coming out as transgender at work are by no means all-inclusive but they are a good starting place for a challenge that may seem impossible. Do you have ideas and feedback on how to come out as transgender at work? Let us know! ama Got something to ask? Send your questions to info@ihehrdigest.com. The HR Digest Magazine | July 2019 EEAMs EMPLOYEE BENEFITS ™The Hf Digest Magazine | July 2019SMPLOYE BENEFIT With the unemployment rate dropping to 3.6 percent — the lowest rate since December 1969 - the U.S. job market the tightest it has been in half a century, human resources managers are struggling to attract and retain top talent. While some businesses, like JPMorgan Chase & Co., Amazon, Costco and Walmart, have bumped paychecks, Glassdoor’s Employment Confidence Survey found that 4 in 5 employees would choose additional benefits over a pay raise. Companies like Asana, Capgemini, Pinterest, Spotify and WWF are stepping up their game with a wide range of sweet-perks, which include executive and life coaching services, flexible vacation policy, employee assistance programs, and weekly happy hours. Such benefits can be an excellent way to retain top talent, and attract the cream of the crop. But an often overlooked aspect of job perks is the impact it has on the lives of employees. Some value tangible rewards such as bonus, and some valve intangibles such as mentoring. Some perks may be low cost and easy to implement, while others may not. But here is the challenge — how can employers create the most competitive benefits which service their true purpose — to attract,retain, reward and engage with top talent in the market? Most employee benefits and perks do not come cheap and costs can snowball as your company expands. The first step in creating a competitive benefits package which will be valued now and in the future is by understanding the kind of job perks employees value. A study by reveals that the most-valued benefits are the ones that offer medical, dental and vision insurance. Eighty-eight percent of respondents said they would consider a job that provides health insurance. Unfortunately, health insurance can be the mostMig PE MPLOYEE BENEFITS expensive perk for an employer to offer, with an average cost of $6,435 per employee for an individual coverage, or $18,142 to cover the whole family. The next most-valued job benefits are the ones that offer flexible hours and work-life balance. A majority of respondents reported that flextime, more vacation time, and unlimited vacation time could help give a low-paying job an edge over a high-paying job with fewer benefits. Furthermore, these benefits importance among two segments of the workforce: parents and millennials. Employees flexibility and work-life balance above salary and health insurance in a potential job, according to a survey by FlexJobs. are of utmost value Flextime was an appealing perk for 88% of respondents, while 80% would give consideration to a job that provides work-from- home options. Under flextime, an employee can choose to METI 1 1 Digest Mogozine | uly 2019 work atypical business hours so long as they complete projects in a timely manner. Flextime arrangements take many forms including telecommuting, a 4-day week, and job-sharing. With our personal getting busier, offering flextime benefits to your employees could be the best way to reward top talent. lives Eighty percent of the respondents they'd give a_ strong consideration to jobs offering more vacation time. Workaholic Americans don't use their entire vacation due to concerns they would look “replaceable.” A study by market research firm GfK noted that workaholic Americans didn’t use 750million of their vacation days in 2017 — collectively leaving $62.2bn in benefits on the table. The unused vacation days represent a $255 billion dollars. Employers should be concerned because they often have to pay said out this unused vacation time when employees leave the company.Which Benefits Are Most Valued by Job Seekers? When choosing between a high-paying job and a Lower-paying one with better benefits, respondents sald health Insurance and flexible hours might tip them toward the Latter. PERCENTAGE OF RESPONDENTS WHO SAID THE BENEFIT WOULD BE TAKEN INTO HEAVY CONSIDERATION Heavy consideration Some consideration Better health, dental, and vision insurance More flexible hours More vacation time Work-from-home options Unlimited vacation ‘Student Loan assistance Tuition assistance Paid maternity/paternity Leave Free gym membership Free day-care services Free fitness/yoga classes Free snacks Free coffee Company-wide retreats Weekly free employee outings On-site gym Team bonding events ‘SOURCE: FRACTL SURVEY OF 2.000 US. WORKERS HBRORG | g 3 5 i 5 g The HR Digest Magazin | Jly 201928 gS Mig PE MPLOYEE BENEFITS Student loan assistance, tuition assistance and paid maternity/ paternity leave also ranked high ‘on the list of most coveted benefits, with under half of the respondents reporting that these bonuses could give a lower-paying job an edge ‘over a high-paying job with fewer perks. Contrary to what employers might expect, job benefits such as free snacks-coffee, company-wide retreats, on-site gym, and team bonding events aren't important enough toconvince a job candidate to choose a company. = : INSURANCE = fm iis 5 rae) Bad || The Hf Digest Magazine | Jly 2019 Building a competitive benefits package represents a significant investment. Like any investment, companies must set clear goals for what they want to achieve. In a remarkable interview with The HR Digest, Capgemini North America’s Head of Talent, Kate Savage, discusses the value of promoting employee well-being through innovative and cost- effective initiatives. Q. How has the concept of employee benefits and perks changed over the years? Tell us more about the initiatives at Capgemini. For our company, people benefits and perks have evolved over the years from static retirement, health and welfare benefits to providing Capgemini teams with comprehensive support that helps the integration of meaning in their work and personal lives that drives the workforce of the future. Younger candidates entering the workforce are particularlyattracted to employers that deliver support them and help them integrate their professional and personal lives. After all, careers happen in the context of the lives we're living. versatile benefits that Capgemini environment of continuous learning to help our people keep their skills aligned with the market and provides an provides a path for professional development and promotion. We offer comprehensive medical and retirement benefits that provide financial protection to our team members and their families. We also offer benefits flexibility in the options we provide to make it easier for our people to make decisions that save money on large and small purchases, buy The HR Digest Magazine | July 2019 EAEMig PE MPLOYEE BENEFITS their renter’s, homeowner's and car insurance, or select legal or identity protection, or even to help our people protect their pets. We provide all our team members with a robust Employee Assistance Program that helps individuals address personal issues but also provides resources for self- improvement, financial counseling and free visits. We recently added benefits to support our working families including back up child care, infertility benefits and paid parental leave. Our experience is that candidates value benefits that reflect their values for corporate responsibility and diversity. Our Employee Resource Groups (ERGs) bring colleagues with common interests together from across the country to advance our culture, people policies and experience. Last year, close collaboration with our OUTFront group led to the adoption of transgender benefits, and Capgemini’s first-ever achievement of a 100% ranking on the Human Rights Campaign’s The Hf Digest Magazine | Jly 2019 Corporate Responsibility Index. Q. What would you say is the most effective non-cash motivator? Investing in your talent — beyond salary and performance bonus is key. business that our people are in a continuous state of learning and development. The nature of disruption in the we serve means that our people need expertise in the hot skills the marketplace is demanding, and they also need to be ready to deliver on the emerging technical solutions that are coming in the next 18-month cycle. It is the nature of our industries There is a common misconception thatthe changing workforce doesn’t value benefits like retirement and other standard employee benefits, but that is not true. Studies have proven that they place a high value on benefits that are tailored to their specific circumstances and age: that includes Trainingand Development benefits— and, especially, self-development in areas they find interesting, perks around recognition, family friendly policies, and flexible work arrangements, as well as socially conscious policies. Q. How can SMBs with limited resources integrate employee benefits and perks? Gua CaN > | think there are many non-cash incentives that are associated with experience, recognition and culture that are often stronger motivators than cash for candidates. We recognize our Capgemini teams in meaningful ways have proven to be powerful tools in creating loyalty and engagement to our company. Remember that one of the things people value most is The HR Digest Magazine | July 2019 EAMig PE MPLOYEE BENEFITS being recognized — and there are many perks that companies can put in place that don't have a direct financial impact on the company — things like having clients sell to your employees at a discount or establishing a point system where managers can give recognition to employees real time. Q. What common employee benefits and perks mistakes do you see organizations making? Companies need to have resonant messaging on benefits as a key talent attraction, retention, and engagement strategy. © Many companies treat benefits as a core HR function but don’t really incorporate it into their unique talent transformation strategies. Within this, the two biggest mistakes are — 1.) not transforming your benefits packages quickly enough based on your changing culture, or more importantly, the aspirational culture you want to attract and retain; 2.) not constantly being METI 1 1 Digest Mogozine | July 2019 aware of your market and how competitors are using benefits to attract, retain, and engage their talent. Many companies fail to communicate routinely with their employees to create awareness and remind employees of their options and how to find them. Multi-channel works best for a diverse workforce. Your employees won't value the benefits they don’t understand. communication Q. How can you calculate the ROI of great employee benefits? While it can be difficult to quantify a true ROI of great employee benefits and capture all the impact a benefits program has, we have found retention is a solid starting point to identify impact. We also evaluate our benefits compared to other firms in our industry and listen to what our people tell us about the benefits they value. We want to support our teams in integratinga meaningful work/life balance support our teams in achieving the and we think employee benefits professional and personal growth that are created through that lens _—_ objectives. Kate Savage Head of Talent, Capgemini North America PHOTO: CAPGEMINI NORTH AMERICA The Hf Digest Magazine | July 2019. ZA Ins and Outs of Business Literacy EARP gen ISIN 5 inancial ignorance carries massive costs. Without an understanding of basic financial concepts, executives are not well-equipped to make decisions related to financial PCC NACC ETN CER Rcricee Cuno the economical spectrum, agree that U.S. managers are uninformed about the basics of financial literacy to face the Oe eae em Rin MA eMC uieu ecm iercectl on closing the financial literacy gap, there is significant Cel Tol n moa MANE ACM TMs (ola CMC g AML M1 cele L.-T The HR Digest MotCOVER STORY Why is financial literacy at all levels of management a basic need? The short answer is, that managers, from C-level executives to supervisors, who are financially literate appear poised to make a greater contribution to the organization’s profitability. As managers move up the organizational hierarchy these financial skills gain more importance. overall The lack of financial literacy can be an enormous weakness for an organization: resources are wasted, opportunities are lost, and cash flow diminishes. LACK OF MANAGERS’ KNOWLEDGE OF CURRENT AND 4 4 EXPECTED FUTURE ECONOMIC CONDITIONS HAVE BEEN AT THE HEART OF SCANDALS FOR DECADES, RANGING FROM ENRON T0 SUNBEAM. BEI 1 1 Digest Mogozine | July 2019 Managers use financial statements for two primary reasons: 1.) To identify and focus interests of the organizations and where corrective actions should be taken, and 2.) To reassess projections about future performance. Richard A. Lambert, Miller- Sherrerd Professor of Accounting at the Wharton School of the University of Pennsylvania, points out in his book Financial Literacy provide decision for Managers: “To effective support for making, organizations provide managers with data that is compatible with their level in the organization and their areas of responsibility.” must What is the right level of financial literacy for your managers? The answer is not as simple as it seems. Everything trickles down to the organizational culture and the expectations of the management.DESIGNING AN EFFECTIVE FINANCIAL LITERACY PROGRAM This table summarizes the basic levels of financial literacy required at different levels of management. It can be used as a first step in designing an effective financial literacy program. Firet- and second-line Project Managers managers + Adept with basic accounting + knowledge of finance & accounting, + Understanding how day-to-day + Ability to analyze and act on ‘operations affect the financial a performance of the organization. tee eee ee financial investments, including marginal and incremental investments, cash flows management, and asset impairment. Department Heads + Adept with baste accounting terms, orinver ereeiee + Ability to analyze financial reports cond act accordingly + Ability to properly understand + Prepare future budgets and forecasts financial statements and take ‘eccording to financial reports, future decisions accordingly. + Understand the effect of different + Ability to understand the effects ‘combinations of production and sales of different production-sales and cond cost and revenues on financial coeyonraarnan aeaS health and department growth, finances. ntity cost-saving os well as + Analyze productivity of different cost-improving techniques. departments and profitability of + Ability to analyze capital and different products/services. financial investments, including + Analyze the profitability of marginal and inerementat investments, financial and investment cash flows management, and asset decisions and take future impairment. decisions accordingly. The HR Digest Magazine | July 2019 TAMETI 1 1 Digest Mogozine | July 2019 COVER STORY Designing a financial literacy program for each level of management is not an easy feat. It’s not a one-time event, whether it be a three-day seminar or a three-week training program. An all-comprehensive _ financial literacy program requires an understanding of the financial skills required to perform the job responsibilities, identifying the skills gap, developing content to fill these gaps, and an outcome assessment to ensure that each participant has learned and can apply the knowledge obtained. Financial training programs for first- and second-line managers must begin with basic terminology. An effective literacy program should clear financial concepts of finance and accounting in simple terms with examples that are relevant to the organization's day-to-day operations. The instructional design of the program is key to achieving the learning objectives. Here are some basic recommendations on how to design a successful financial i racy program for all levels of management:A. successful financial literacy program should provide managers with opportunities to utilize their financial skills on a regular basis. With knowledge sharing, managers explore more opportunities with other members in the organization. Joe Knight is widely considered as ‘one of the world’s most influential finance and business leaders. Here is conversation with Joe Knight about the value of financial literacy and how to close the existing knowledge gap in corporate America. literacy Q. Who is responsible for teaching financial literacy, parents or schools? It starts with good parenting and teaching financial concepts in the home, schools can supplement that. Q. What's the best strategy for helping managers to achieve financial literacy? First and foremost is to get into the numbers in your organization, a good organization should provide numbers to the managers at least monthly. Two to three key metrics should be identified and tracked. When | ran my own manufacturing company we evaluated and looked at metrics and statements on a weekly basis. There is power in sharing the numbers, good or bad, in an organization. | like to think of finance in an organization as a three-legged stool. First, share the numbers. Second, educate on the financial statements and how the numbers impact the business. Third, reward success through an objectively designed bonus system related to financial performance. Q. What would you say is your specific contribution to closing the financial literacy gap that exists in corporate America? Training, training, _training, interactive, basic training on the three statements, financial ratios, and the changing financial environment. One of the newest trends today is the focus on cash flow in an organization. The The HR Digest Magazine | July 2019 EASTORY cash flow statement and the key cash metrics are the least well- understood Virtually every organization we encounter needs significant training for their managers and leaders in this area. metrics. PHOTO: BUSINESS LITERACY INSTITUTE What is the most useful financial advice you've received? The purpose of any organization is to make money. Joe Knight, Principal Owner and Senior Consultant with the Business Literacy Institute, is a highly regarded finance and business literacy keynote speaker and frainer. Joe works with managers and leaders at Fortune 500 companies such as NBCUniversal, General Electric, Berkshire Hathaway, Southwest Airlines, Boeing, United Technologies, and Electronic Arts. Joe’s unique ability to combine content with energy and humor make his keynote addresses resounding successes with diverse audiences including the Society for Human Resource Management (SHRM); National Association of Broadcasters (NAB); International Institute for Supply Management (ISM); World Bank; The United Nations; Construction Industry Institute; and The Association of General Contractors. iEI0 METI 1-1 Digest Mogozine | July 2019Ge da am aH a Ce Ge OH 6a ae Ge da dai da dx Cai we CH Qe ce GH dai Ga da ax:METI 1. 1 Digest Mogozine | uly 2019 SD LEGALETE Don't Take a Knee to Employee Free Speech in the Workplace See Bae 9 Gone are the days when avoiding political discourse was as easy as switching the channel on a television, avoiding political rallies or not inviting one particular relative to Thanksgiving dinner. As our society becomes more polarized regarding political, cultural and social issues, we are constantly exposed to the unsolicited opinions and assertions of others, including our family, friends and coworkers. Workplace boundaries and social norms which once held such divisive discourse at bay suddenly are eroding if not collapsing altogether. Employers are often scrambling to find an effective way of keeping such discussions and opinions out of the workplace as they are unproductive and can lead to claims of unfair employment practices.The HR Digest Magazine | July 2019Making matters more complicated, employees often have misconceptions regarding the scope of an employee's right to speech and the limits of an employer's right to restrict same. For instance, many employees believe that the First Amendment protects all forms of speech and prohibits all employers from restricting their speech, including private sector employers — when in reality, the First Amendment only prohibits government action. It does not prohibit the restrictions of speech in the private-sector workplace. Many employees also believe that the First Amendment protects all types of speech and, so long as an employee invokes First Amendment protection, the employee may speak about whatever he / she pleases. However, there are several types of speech which are not protected under the First Amendment, including the following: PRL Daly = Fighting words Cea Pee ean eC Mee " Obscenity oar) Pe CR ICN Employees have no right to engage in the foregoing types of speech, and employers are likewise unprotected if they participate in such speech. Accordingly, employers should ensure that they are well advised regarding the boundaries of employee speech, including the right to engage in speech relating to protected concerted activities under applicable labor law. Moreover, employers must remember that the rights of employees ETI 1. 1 Digest Mogozine | July 2019protects all forms of speech and prohibits all employers from restricting their speech, including private sector employers — when in reality, the First Amendment only prohibits government action. It does not prohibit the restrictions of speech in the private-sector workplace Many employees believe that the First ical 6 to speak freely in the workplace can differ drastically based on whether the employee works for a private or a public employer. Private-Sector Employers As exemplified in a controversial case discussed further below, the conundrum which private employers face is that, even though an employer has broad discretion to limit employee speech in working areas during working time, an employer may not be able to discipline an employee who posts unpopular, offensive and / or profane rants on social media if the employee ties the speech to protected concerted activity. Given such circumstances, employers often are unsure where they can draw the line. A recent, well publicized example involved the Dallas Cowboys because its owner told players that they may no longer take a knee in protest of political and / or social issues during the playing of the National Anthem. Even though the owner did not threaten termination, he nonetheless made it clear he would take the adverse action of benching players who kneel during the National Anthem. The Cowboys’ actions prompted Local 100 of the United Labor Unions to file an unfair labor practice charge with the National Labor Relations Board (the “Board”), claiming the Cowboys’ threat to bench players chilled the players’ rights to engage in protected concerted activity. Success for The HR Digest Magazine | July 2019 CEEthe union would have required a showing that the players who kneeled did so in protest of the terms and conditions of their employment rather than in response to the ongoing political, cultural and social issues relating to the treatment of African Americans by law enforcement. Ultimately, Local 100 withdrew the charge but the controversy continues. The foregoing begs the question, what are the limits to employees exercising their right to engage in concerted activity by way of controversial, unpopular and / or even profane speech? In Nat'l Labor Relations Bd. v. Pier Sixty, LLC, 855 F.3d 115 (2d Cir. 2017), as amended (May 9, 2017), the Second Circuit set these limits quite broadly providing employees substantial leeway to engage in such speech. In Pier Sixty, Dar “Dalles Cowboys’ owner Jerry Jones told players that they may no longer take & ines i protest of political and / or social issues during the playing of the National Anthem. (Jeremiah Jhass/2019 Dallas Cowboys) Ba i IT\c 7 The Hf Digest Magezine | Joly 2019an employee on break posted a profanity laced rant on social media regarding his boss and his boss’ mother, including calling his boss a “nasty mother****er” and insulting his family. Because the employee inserted the words “Vote YES for the UNION” in the same post and because the evidence showed that the employer tolerated the use of profanity in the workplace, the Second Circuit found that the employee’s termination for making the post constituted an unfair labor practice. While Pier Sixty does not support the conclusion that an employee immediately may take to social media to berate a boss or boss’ family or disrupt the workplace with such speech, it does show the broad deference which courts give the Board in protecting an employee's right to engage in concerted activity. Under the Trump Administration, the Board appears to be shifting to a more conservative view regarding concerted activity. Recently, in Alstate Maintenance and Trevor Greenidge, Case 29-CA-117101 (Jan. 11, 2019), the Board took a narrower approach to the definition of concerted activity. Greenidge, who was employed as an airport skycap, complained to his supervisor while in the presence of the other skycaps that he did not wish to assist in unloading a soccer team’s luggage as the team previously failed to tip him on a prior trip. Greenidge and his fellow skycaps refused to assist with the luggage and Alstate Maintenance terminated Greenidge. Greenidge filed an unfair labor practice with the Board. In its decision, the Board focused on Greenidge’s complaint in a group setting, ultimately finding that there was no indication that Greenidge’s complaint was anything more than a personal gripe to his superiors, regardless of whether it occurred in a group setting. The Board’s decision narrows the broad definition of concerted activity and foreshadows the Trump Board’s further restriction of the definition of concerted activity. Public-Sector Employe The HR Digest Magazine | July 2019 SEZThe First Amendment provides public-sector employees more free speech rights than private-sector employees. For instance, public-sector employees may speak as citizens on matters of public concern, with some restrictions. Nonetheless, public-sector employers may limit such speech when there is an “adequate justification” for treating an employee differently than other citizens. Case law addressing “adequate justification” is expansive, but a recent Eleventh Circuit decision provides insight as to when a public employee’s speech goes too far. In Snipes v. Volusia County, 704 Fed. App’x 848 (11th Cir. 2017), the plaintiff, a police officer with the Beach Patrol in Volusia County, Florida, posted an insensitive comment regarding Trayvon Martin on social media and sent racial and vulgar text messages to fellow officers the day after the Zimmerman verdict, all while on-duty. Due to the racially charged nature of the messages and the atmosphere in central Florida at the time indicating the possibility of rioting, Volusia County terminated Snipes’ employment. Snipes sued, alleging that Volusia County violated his First Amendment rights. The district court granted summary judgment for Volusia County. On appeal, the Eleventh Circuit held that Volusia County had a legitimate interest in avoiding riots and protests which trumped Snipes’ First Amendment rights. Snipes involved favorable facts for Volusia County, but not all public employers have been as fortunate. For instance, in Rankin v. McPherson, 483 U.S. 378 (1987), the Supreme Court held that an employee of the county Constable’s office engaged in protected speech when she stated in a workplace meeting “if they go for him, | hope they get him,” when commenting on an assassination attempt on President Reagan. Unlike in the Snipes case, the Supreme Court found the legitimate interest of the Constable's office to be inferior to the employee's First Amendment BEZIE 1. 1 Digest Mogozine | July 2019rights, concluding that the chance of the speech at issue disrupting the workplace was miniscule. Sometimes, evennon-inflammatory and docile political speech may subject a public employee to lawful termination. For instance, in McCaffrey v. Chapman, et al., 921 F.3d 159 (4th Cir. 2019), deputy sheriff McCaffrey supported and campaigned for his boss’ political opponent and was not reappointed as a deputy sheriff when his boss won re-election. The Fourth Circuit found that the Sherriff’s interest in efficiency outweighed the community's interest in McCaffrey’s political speech. forey ates 8) fe} In full, the degree of protection afforded employee speech depends on whether the employee works for a public or private employer. It also depends on whether the speech relates to the terms and conditions of employment, is disruptive and / or whether it regards a matter of public concern. In today’s divisive political climate, an employer should be well versed in these matters to avoid taking a knee to unprotected speech. CCT To ama Clays) eS CCC m ERR ee Caen ened eae areas aeat a eae ee ea ecole eee eam oa CIR Seg sick la Cre eI Re a el Cre eas eae mac PHOTOS: GrayRobinson (Tampa) The HR Digest Magazine | July 2019 EZTLL renee How can ClOs shape the future of eye .e4 Cyaan)Digital transformation marks the radical change in the way companies conduct their operations. It brings traditional methods of work in the gamut of Cele Tice Mcrae mM NToliTe Mae elute) RoC incremental gains in the form of efficient processes and reduced complexity. But if companies do not have the occupational and technological capacity to accept this change and if the mindset remains rigid, digital transformation can be detrimental. Having said that, the gains triumph the disadvantages Celie RUT ete oR ot ae OR elk The HR Digest Magazine | July 2019D meV & - EW PMENT The change ina CIO's job role Chief Information Officers are the kingpins of this transformation. The digital wave has opened new doors for ClOs and requires them to be more than just custodians of IT. As technology today is no longer just a support system but a driver of growth and vital to a company’s existence, the role of ClOs has become variegated. In the past, the role of a ClO was that of a techie and tech expertise alone which suffices their occupation performance. But digital transformation has brought them from the side bleachers to the playing ground where all the business happens. Interpersonal communication, collaboration with leadership are now the skills other departments, skills — all required to ascertain success in the digital era. A new survey of 516 ClOs from The HR Digest Magazine | July 2019 12 countries and 24 industries, conducted by Oxford Economics, commissioned by and as reported by Workflow, pinpoints how the role of the ClO has transformed. For instance, nearly two-thirds of ClOs (63%) say that business and leadership skills are more important than technical skills. Sizable majorities say that core ClO responsibilities include collaborating with the chief human resources officer on talent strategies (77%) and with the CEO on setting organizational roadmaps (69%). ServiceNow, CIOs rely on workflow digitization moves mw Level2 meet Productivity Employee Performance Coliaboration Imoation ‘Source: Workflow QuarterlyClOs today work to make all verticals and aspects of their company tech-savvy and focused, along with on backend goals, on the goals of customers, employees, management, and shareholders. ClOs who lead organizations with the most workflow digitization are more likely than the ones that are the least digitized to be highly successful at increasing operational efficiency and speed to market (48% versus 32%), developing new products and (46% 24%), attracting new customers (45% versus 24%), and attracting and retaining top talent (45% versus 15%). But across the ClOs polled, regardless of how well they grade their current performance, they see workflow digitization as important to advancing their organizations’ efficiency (95%), (95%), productivity (96%), financial performance (96%), employee performance (95%), and collaboration (95%). services versus innovation Included in their series of interviews with ClOs was Helmuth Ludwig, CIO ClOs achieve results through workflow digitization sm ovels wm Level a tevelt Incesing petatena stcieney ond ecdtomanet Developing new producsana pectin new faster ent acting and ‘retain lent Source: Workflow Quarterly of Siemens, who explained how digitization has helped Siemens deliver on-time performance to its customers, The high-speed trains that the company delivers to a Spanish railway operator - Renfe are equipped with sensors on the trains’ monitors and other systems. The acquired data is fed into a predictive-maintenance software that alerts operators of potential failures. This has eliminated train delays by eliminating probable failures. ClO today, along with all the changing roles, have another vital responsibility of leading. They are the ones with the cross-departmental view of the The HR Digest Magazine | July 2019meV & - EW PMENT anomalous changes taking place in the entire organizational structure and they are the ones with the organizational properly fathom and walk people through the change. Changing mindsets, thus, is entwined in every stage of digital transformation. expertise to 64% of ClOs in Workflow’s survey agree or strongly agree that their role is to educate other members of the C-suite on digital technologies. Successful ClOs with successful digital transformation stories reveal that they don't just innovate, but innovate differently. Successful ClOs align the goals of IT with the goals of the company. Advanced CIOs see their role differently f= Businesleadeshipshils a Technology ils Level3clos Lvl 2cl0s Level 110s Source: Workflow Quarterly The Hf Digest Magezine | Joly 2019 93% of ClOs in the survey who are most advanced at digitizing workflows said that organizations are mostly or highly effective at increasing between IT and the work-force about business-process changes. communications Achieving a seamless digital transformation, however, is not an easy walk. The challenges are tremendous. Challenges to digitization in industries The first and foremost is the challenge of accepting change. A large portion of people considers change to be an annoyance. But in most cases, resisting change ismore detrimental than going through a brief period of discomfort while accepting change. We don't see the company that made the digital camera anymore. Kodak, in the effort of protecting its camera film legacy, got lost in the void. On the other hand, Xerox is still aliveand thriving due to the massive digital evolution it went through from being a_ printer-focused company to a company producing f= PancalSevices a Goverment i ; teathcare — ITSenices Retail loT-enabled devices supporting digital workflows. Challenges to digitization by industry cree clay Shortage of skills and budget are other impediments to a successful digital transformation. At least eee 40% of those surveyed by Oxford Economics and as reported by Workflow, cited a shortage of skills, a lack of budget or time, Lock of etectve ‘management inadequate technology, and the or execution plan lack of an effective management plan as impediments to achieving their goals. 37% cited ineffective a collaboration as a challenge. Inthe industry-wise survey by Workflow, financial sector ClOs ranked the Inadequate lack of effective management technology or dta plan as one of the top three challenges to digitizing workflows versus 42% on average across ur erganzatons ee ose other industries. 60% ClOs in supp retail said they lack the time and adequate technology or data. Pee 55% ClOs in IT versus 46% in other ee industries cited budget constraints as a major challenge. ClOs in healthcare are more likely to cite Source: Workflow Quertely The HR Digest Magazine | July 2019 EZTRAINING a a non-supportive organizational culture (38% versus 30%), and also cite a shortage of skills (54% versus 45%). Public sector ClOs are more likely to see ineffective collaboration as a challenge (46% versus 36%). Collaboration with the CHRO According to Oxford Economics’ research, the peer business leaders with whom the CIO has the most effective relationship with is the CHRO. This relationship with the CHRO goes a long way in reinforcing digitization in the workforce. In fact, companies with a successful digital transformation story are also more likely to report effective collaboration across the C-suite. CHROs have expertise in hiring, recruiting, management, retention, and compliance, while ClOs have in-depth knowledge of technology. Their collaboration talent BEEN 1 1 Digest Mogozine | uly 2019 can fill the gaps in human resource management in the digital- era context. Al and machine learning, the two frontrunners of digital transformation can make everything from recruitment to learning and development more efficient and swift. This goes both ways because as noted by Workflow, “gaps are among the biggest factors that block ClOs from achieving better business outcomes via digital workflows.” Perhaps the best advantage of adopting more digital methods is the benefits accrued by the people of a company in terms of elimination of menial tasks and seamless workflows. As the quotes. “The emergence of big data, cloud services, and the digitization or ‘app- ification,’ as it were, of HR services mean that technology is no longer a mere tool to execute HR strategy: Technology is HR strategy.” G0 research firm GartnerWhat stops them from not being you? oat com MY Avrone TLlal R Tools & Technology ADDRESSING a a i ) . ae r a =) 4 Ni SKILLS mya Care ey From talent acquisition to learning and development, Al has opened new PNK el aeicn eaeccul Machete murine neha cull a helping hand to almost all aspects of human resource management. Think about the tedious task of screening through thousands of resumesand finding the perfect candidate for a job. Along with the extended time and effort, the cost of sourcing, screening, and recruiting put a big dent in a company’s recourses. Al can help recruiters filter and screen candidates, schedule interviews, interact with candidates and make the entire process of converting candidates into employees faster and cost-effective. Many companies have also turned to chatbots to interact with candidates and keep them engaged. Such an automated process eliminates any kind of bias that might occur in personnel selection. We love that companies like Netflix and Spotify understand us and recommend us shows and music that we like. These services are delivered with the help of Al and machine learning. For recruiting and employee engagement too, the streaming services use Al. This enables them to hire the best minds in the industry and achieve scalable growth. Today, people are more interested in having a career rather than a job that brings paychecks. It’s rare to find people who would trade a lousy work culture for a fat paycheck. Providing a worthwhile employee experience, is thus, crucial in retaining good talent. Alcan help managers design and provide a personalized employee experience. Many companies have replaced the outmoded annual performance surveys with a continuous evaluation, informs employees about skills that they should learn to remain competitive, efficiently match current employees with new positions, and give managers insights into employee morale. Al tools can map employee performance and give useful feedback to managers on how they can help their employees grow. Managers take Al’s help in developing personalized, data-fueled career plans that match an employee's current skills level and personallity. Moreover, such a performance mapping paves the way for a better system of feedback and appreciation. When managers have a clear understanding of The HR Digest Magazine | July 2019 EATools & Technology how their team members are performing, they can do a better job at offering feedback or appreciating members when they achieve significant milestones. One of the most basic, yet extremely important, tasks of an HR manager is to store and access employee information and answer employee questions. Al tools give HR managers the opportunity to store all employee information at one place and access it seamlessly. They can automate repetitive pertaining to employee onboarding and create a system where employees can find answers to their questions regarding HR policies and dos and don'ts in a device rather than running to the HR’s cabin every time a question pops up in their head. Automating repetitive and menial tasks, is perhaps the best advantage of Al. Compliance and payroll management, managing vacation requests; all such repetitive administrative tasks can be automated leaving HR tasks The Hf Digest Magazine | Jly 2019 managers the room to invest their time and effort in more strategic tasks. In this interview, we have Meredith Graham, SVP, Culture and People Experience at Ensono, on how companies with limited resources can attract top Al talent and compete with the Amazons and Googles of the world. “Many companies make the mistake of ignoring candidates that don't have the “right” experience or degree," quotes Meredith Graham. As per Graham, giving undue importance to experience limits the talent pool. Companies must realign focus on giving greater employee experience within the organization. Focusing on experience might make companies skilled candidates who, with the right guidance, have the potential to be valuable assets. Moreover, experience is more important after a candidate is hired than before because a positive experience is lose out onwhat makes talented individuals stay. Talent retention is a challenge for small and big corporations alike. According to Graham, giving the opportunity to employees to be a part of new experiences, is the key to offering a positive and worthwhile candidate experience. Every industry vertical and business aspect including Human Resources has undergone seismic changes in today’s digital era. And while there are those who decry this change by using “put the human back in human resources” as their slogan, evidence has nothing but noted the great assistance that technology is rendering in uplifting employee experience. At Ensono, The HR Digest Magazine | July 2019 CETools & Technology the HR department has leveraged cloud solutions to propel employee efficiency. The role of technology in Human Resource development remains a grey-area and requires experts like Meredith's making sense of it. “Companies guidance on need to invest in training and development of its employees”, says Graham. It’s the only way to be at the forefront of this change. This investment also goes a long way in enhancing employee onboarding as it poses as an unparalleled opportunity for employees to be a part of the renewed experience. Q. What are the typical bottlenecks and roadblocks faced by SMEs competing to recruit top Al talent with the Amazons and Googles of the oe Companies need to consider bul RoR ic M im Melee folate! ding their own nN — not only does this allow for a wider pool of candidates, but it also helps retain workers. Individuals appreciate the training and skill-building opportunities early in th ir career, which helps establish loyalty and increases the chances of employees s' Meredith Graham, Senior See ee Bg) eran act METI 15 1 Digest Mogozine | July 2019world? The biggest roadblock to competing with the big industry players is explaining who you are. Everyone knows Google and Amazon. Smaller companies need to be able to tell their story and show how the candidate will fit within the company’s culture. Tech giants have great opportunities but working for a smaller company has its own benefits that can be even more rewarding. Not every company has the perk of bumping into the CEO in the hall and talking strategy. Q. In what ways can companies build a good work culture that also fosters talent attraction and retention? We've found tech candidates want opportunities to try new things. Today, the industry is always on the cutting edge of something, and people want to be a part of that. Providing career paths and opportunities to work ‘on new technologies helps attract and retain the innovative, hard- workers. Q. What typical mistakes do you see companies make acquisition and retention strategy? Many companies make the mistake of ignoring candidates that don't have the “right” experience or degree. This really limits your talent pool and can prolong the hiring process. Companies need to consider building their own talent from within the organization — not only does this allow for a wider pool of candidates, but it also helps retain workers. Individuals appreciate the training and skill- building opportunities early in their career, which helps establish loyalty and increases the chances of employees sticking around. The onboarding and hiring process is costly, so recruiting internally and investing in current employees can pay off in the long run. Q. When we talk about preparing tomorrow's The HR Digest Magazine | July 2019Tools & Technology workforce, how do you foresee the upcoming trends and technologies in talent management? Technology is constantly changing, and today’s IT team will not be the same in a few years. To be on BUT) {ofe(-14 the forefront, companies need to roadblock to focus on training and development competing with first, with defined career paths. the big industry Focusing on these elements, as eo explaining who you are. Everyone knows Google and Amazon. Smaller companies need to eT-Molo)(RORCTlg Biola ao lie R arid how the candidate ct) Bdat-metodun) oe lay aed CaN itt a well as individual growth, will only lead to success in the future. uae eee ramet ee atta Cece cary METI 1 1 Digest Mogozine | July 2019PHOTO: ENSONO Meredith Graham ‘SENIOR VICE PRESIDENT, CULTURE AND PEOPLE EXPERIENCE Meredith is an experienced Human Resources executive and attorney who is leading the HR organisation at Ensono. She directs a team responsible for driving company culture, recruitment, benefits, and employee compensation. Before coming to Ensono, Meredith was chief administrative officer, general counsel, and corporate secretary at Furniture Brands International where she managed the HR activities of over 9,000 employees in three countries. Meredith also served as associate general counsel at Savvis, now part of CenturyLink. Meredith received a BA from the University of Central Oklahoma and holds a Doctor of Law (JD) degree from the University of Missouri-Columbia. IIE) The HR Digest Magazine | July 2019sane’ gly, 5 th anes, + % SOCIAL MEDIK Impacts on the Army’s Outreach : and Recruiting Ethan Ude The internet and social media have since become an integral part of every organization's marketing and advertising division. This is in response to the widespread use of technology and where most people have given in their attention in recent + years. However, there are no metrics to properly score the impact of this revolutionary communication medium._A study on the impact of online information on the Army's recruitment . and outreach gives a glimpse of what other organizations are going through, in most cases blindly. BEINN 1-1 Digest Mogozine | July 2019Online information and social media have had an enormous impact ‘on communication and the way organizations recruit. Before now, the US Army relied on traditional advertising strategies such as radio and television ads, career fair booths and other recruiter- led activities for recruiting and reaching out to the general public. But the use of technology in recent years, especially among young adults, has introduced far more seamless advertising medium. This shift is inspired by the widespread use of internet among the targeted category of adults. Over 90 percent of US adults had access to the internet as of 2017. And smartphone user penetration rate has been invasive. Between 2010 and 2018, the number of smartphone users in the US rose from 20.2 percent to 69.6 percent, according to a report from . Interestingly, technology use is more prevalent among young adults, with over 90 percent of adults between ages 18 and 29 owning a smartphone. These are important figures for agencies like the US Army. But how much has the revolutionary advertising medium contributed to the Army's recruitment and outreach? A recent report from research firm analyzed the effects of online information and social media in recruiting and engaging the general public with the Army’s content. The report, which also offered recommendations on how the Army can make these efforts more effective, focused on three online sources of information about the Army: the Twitter account; the GoArmy Facebook account; and GoArmy.com. Survey for each platform involved a two-year window of observation to understand the audience size, level of engagement, etc. The HR Digest Magazine | ly 2019 TERECRUITMENT P@INT GoArmy.com as a recruiting tool x Using data on pages within GoArmy.com, RAND determined the most visited pages on the website between July 2014 and July 2016 and grouped them into categories based on the visitor's possible interest. The study found that GoArmy.com visitors spend about two-thirds of their total time viewing the most visited pages and over 150 million total pages were viewed during that period. From the selected top 100 most visited pages, which make up about 67 percent of the entire webpages, pages relating to careers had the largest number of page views. Over 40 percent of the top pages (based on the number of views) have information on careers. The top two most viewed pages have information on careers alone, arguably attracting the interest of potential recruits, soldiers in the Delayed Entry Program (DEP) and current soldiers interested in switching careers in the Army, the research found. Frequently Viewed Pages on GoArmy.com, by Category Category of GoArmy.com page SOURCE Authors tabulations sing dt from GoAmycom: dt inca the 100 pages with thelargest numbers of page views. Jy 2014-aly The Hf Digest Magezine | Jly 2019Following the career-related content are pages related to joining the Army, salaries, and benefits. This category accounted for about 20 percent of all views in the top pages, indicating its impact on recruitment since the information is likely for future soldiers. Pages with information related to Army institution, training, reserve, etc. each had below 10 percent share of the most visited pages. Based on this analysis, one can insinuate that a good number of potential enlistees use GoArmy.com to get information about requirements and procedures to join the Army. In addition, career related- pages, which are most likely useful to current soldiers, were equally accessed massively by future soldiers. The study also found a strong correlation between visits to GoArmy. com and contracts but failed to make such conclusions looking at all the contracts. Inasmuch as the website is designed to serve both the current soldiers and potential recruits, a firm relationship between visits and contracts within a period was slightly difficult to ascertain. However, the researchers used data from the (ACS) to understand the relationship between GoArmy.com use, geography, and demographic factors. The analyses found that the website was more intensively used by those living in areas with higher proportions of immigrants and minority groups and in most populated areas. Also, it found that contracts are higher in areas with more ethnic minorities and more immigrants, which indicate more correlation between visits and contracts. @GoArmy Twitter account and potential recruits The (AMRG) also used @GoArmy