I recently had the pleasure of speaking with Human Capital Institute on the HCI Podcast. The focus for our discussion was: The Future of Predictive Analytics in Talent Management. It’s interesting to think about the future of this union- yet it would seem that we are getting ahead of ourselves to be so forward-thinking. One of the things I hope came across in this podcast was that the adoption of predictive analytics, big data and the like doesn’t need to be complicated.
In recent weeks, I have discussed the perils of trying to keep up with every trend in business. The key to unlocking the potential of this perfect union between predictive analytics and talent management is starting with what you have – regardless of where you think you need to be on the data continuum. There’s no script anyone can write for how HR should be utilizing data. Every organization has to decide why the data they are collecting is important and how the answers they receive will help them improve something or reach an outcome.
It is my belief that talent management is one of the more useful places to start to use analytics. How many more times can your times can you meet to decide what referral sources garner your recruitment team the best candidates? This is a common discussion among recruitment teams that could be easily answered if you can get everyone to focus in on the data surrounding referral sources. If you know what’s working and what is not you can begin to document trends. When you start documenting trends, you can start being more predictive in modeling and forecasting your recruitment efforts against the data you have for referral sources. The same is true for using analytics for retention, development and succession planning.
Here’s a tip:
It doesn’t matter where you start looking within your talent management practices. Choose an area. Decide what you want to measure and then examine it consistently to discover trends. Those trends will help illuminate blindspots and areas of untapped opportunity. Once you know what those areas are, you start to take action. Additionally, your goal is to use the trends you find to forecast and model for the future – instead of operating and/or planning just-in-time.
Predictive Analytics isn’t about taking one giant leap or step. It is about the cascading of knowledge you derive from your data around talent management to make better decisions. Becoming data-driven requires an open mind, consistency, and action.
Listen to my podcast with HCI below to hear what else I had to say about this perfect union of predictive analytics and talent management.
You all know I love me some HR. I believe in its fundamental tenets of understanding work behavior. I also enjoy the small window of opportunity we have to balance both the needs of the business and the employee. To many, it seems like a job anyone can do, but for those that do it everyday and do it right; they know it takes a special kind of professional.
The rebuttal to this line of thinking is: “Well, if it requires a “special” person – why does it appear that anyone with any background can do the job?” Indeed, there are HR practitioners from a myriad of degree fields and backgrounds that have found their way to HR. Do they all belong there? No.
Human Resources is a profession whose entire existence is predicated on how well they manage or in some organizations herd other humans in an effort to ensure the companies success and a healthy bottom-line. Yet, it has been my experience that we have a tough time managing ourselves. In some cases, it is at the precise time that some people became HR practitioners that they forgot who they were and why they were there. Values forgotten. Integrity went out the door. Ethical behavior- what’s that? In fact, I am sure some never set out to break the law in life, but they have.
My name is Janine and I have trust issues with HR.
When I worked in HR, I met a lot of great professionals along the way. There were also far more that left a lot to be desired. I found myself at odds much of the time with how I chose to operate versus “the way” HR chose to position itself in the organization. This disconnect garnered me fans by way of my internal and external partners, but not with my own HR brethren.
Here’s what got me in trouble:
Working with my internal partners to ensure we had “real” and “practical” solutions to their concerns.
Advocating for candidates that were qualified, but would have otherwise been set aside for less qualified candidates.
Keeping up on HR and business trends, practices and laws in an effort to ensure that we were not only compliant, but remained relevant.
Doing what I knew was right.
If you can find anything wrong with what I detailed above, comment below and let me know. I am always interested in another viewpoint. As I said, I have trust issues with HR. It took me some time to muster up the courage to say this about a discipline I love, but that has so often disappointed me. Do you know how disconcerting it is to be bullied, harassed, thrown to the wolves all while working in HR and having to sell the value of what you do to employees? Moreover, it is painful to have to bite your tongue when employee after employee comes to you for help and an ear and you can’t tell them that you too – have trust issues with HR.
Here’s what I have learned:
1) Businesses need to stop involving HR in their dirt. That is to say, let HR do what they do. Don’t corrupt us or our efforts.
2) HR practitioners everywhere need to have enough backbone to call out unethical, illegal and toxic behaviors without hesitation. Stop being brokers for unethical and illegal practices. When the employees understand that you don’t have their back, your job is over.
3) Here it is all of these years we have been asking for a seat at the grand table, yet we let anyone and everyone sit with us. The same way we have to earn the respect of the C-Suite is the same way we should operate as we usher in new talent to HR.
Everyone can’t sit with us.
It takes a certain person, with compassion, business acumen, a desire to continue learning, discernment and above all the want to build cohesive, non-toxic work environments.
Personally, I get excited about providing solutions to workplace debacles, struggles and blindspots. I like to understand what my partners need and then I go to work crafting something they can use. This is how HR is supposed to work.
I continue to wait for the day, when I stop hearing how HR has failed employees. I hope we reach a point where we start to safeguard our discipline from those who would rather detract from it or turn it into the cesspools that exist elsewhere in business.
We have to do better. We need to do better.
Like what you read?
More insights on this topic will be on The Aristocracy of HR You Tube Channel this week. Click here to subscribe for more commentary on my articles.
Are you one of those companies that would rather preserve everyone than let them go? Right now, I know of at least one organization -where despite lackluster performance, poor behavior and the disbanding of their team of direct reports- a leader is being salvaged beyond their time because no one has the balls to let go of people who are detracting from the organization.
Let’s be honest employers…
With the exception of a select group of companies, it has been my experience that many of you see your workforces as being dispensable. If business is down over a period of time and tough decisions have to be made- you layoff people without blinking an eye. If one of your employees doesn’t exactly fit the mold or doesn’t flow with the way of the company- get rid of them is what you say. Oh, but there are a select “untouchable” few that get to stay for the ride. They have a certain pedigree these untouchables. If you went around and did a very unofficial survey of your workforce at the moment to find out who people believe are “untouchable” in your organization they would either be reluctant to answer and/or with some further assurance of no retailiation -they would give you at least one name. Note: silence is also an answer.
Sometimes these people are at the staff level. In the eyes of their peers, they are disruptive to an otherwise healthy work environment. They do very little or sometimes they do a lot. Whatever they do, they are not interested in assimilating and working cooperatively, because they don’t have to. Despite any complaints or even visual cues that they are contaminating your ecosystem- you, the employer continue to reward poor behavior by promotions that they aren’t worthy of. You offer these “untouchables” opportunities that your other employees would die for. In fact, they may be dying for said opportunities- as they continue to work painfully hard hoping that it will someday be recognized and rewarded.
What of the untouchable leader?
This is probably the most damaging of all of the untouchables. You all know at least one leader that you have encountered that shouldn’t be allowed to lead anyone- let alone be employed by a company in such a capacity. They are not always the vile characters we often think about. Sometimes they are just cunning, undercutting, always playing and dealing a card at the right time. Everyone on their staff sees them for who they are. Internal and external partners even see it. The trouble is when HR ignores the smoke and the C-Suite is blinded completely by charm and other artificially-sweetened personality trickery. There are usually attempts to dethrone this person, but they are usually thwarted by a lengthy list of reasons why the person cannot be fired.
You may be saying: “this is how it is”. If that is your stance, you should also be made aware of the damage these people cause.
Here are some reasons why you should stop salvaging bad employees now:
1) You are setting a precedent that good performance and showing up everyday in a positive manner has no bearing on an employee’s success in your company.
2) These people disrupt the office environment. People tip-toe around them, avoid them and are sickened by having to share in office events or the presentation of yet more accolades for someone who really isn’t deserving of any of it.
3) It causes a slow and painful deterioration to both employee loyalty and effort. Some will hang in there with you unwavered, but many will see your allegiance to an untouchable as a personal affront to their career aspirations. If the sentiment is the latter, you will either lose people or see people do less, because they will figure working hard isn’t a worthy approach in your company.
It’s important to be cognizant of the messages you send about what success looks like in your organization. It’s fairly easy to write down a mission and values statement, but what does that look like in practice? Be sure that the picture of success that you woo candidates with is the same view they have as they progress through your organization.
More insights on this topic will be on The Aristocracy of HR You Tube Channel tomorrow. Click here to tune in.
A study released in the Employee Engagement Series developed by The Workforce Institute at Kronos Incorporated and WorkplaceTrends.com, states that the boomerang employee is being reevaluated by employers. To be clear, boomerang employees are the alumni of your organization. They are people who worked for you at some point, that would rejoin your company at a later date. It is reported in this study that 76% of employers are more accepting of hiring former employees now than in the past.
While it is admirable and even interesting that company alumni are being seen in a different light all of the sudden, we need to examine the underlying factors to understand why this trend may be emerging and has longevity.
Employers like it easy…
Considering a former employee for rehire is fairly easy. Sure, they could have picked up some bad habits elsewhere, but they are a known entity. There is a familiarity that puts both the employee and employer at ease. Training is more of a refresher than actual training. Assimilation into the the company ecosystem is fairly seamless as both parties have a sense of what makes the other tic.
The trouble with all of this “ease” is most employers have nothing in place to either keep tabs on alumni or to even rehire them without any hiccups. To effectively keep in contact with former employees, companies would actually have to change how they view voluntary terminations/resignations. Regardless of how well people perform on the job, there is often a stigma left behind when a resignation is tendered. Some companies see it as an affront when an employee leaves their company. Bad feelings, a lack of interest in knowing what motivated the resignation and poor system tracking- usually impede most companies ability to adequately follow the alumni footprint.
Got a Corporate Alumni Network?
Companies like Deloitte, IBM , KPMG and Microsoft have them. Beyond the hurt feelings and resentment often felt when employees move on, corporate alumni networks allow you to keep in touch with your former employees, so as to not have them stray too far from your grasps. It also creates a secondary pool talent pool that can act as a direct and/or indirect talent pipeline for your company.
You may be thinking you need to manage another talent community like you need another form to fill out. However, there are significant benefits to creating these networks- so long as you have the resources to manage them effectively.
Here are some of advantages to having a corporate alumni network:
1) Continued rapport and connection with former employees.
2) The ability to disseminate hiring opportunities to a network of people you already know and who understand what makes for a successful hire in your organization.
3) Creating a proprietary place for former employees to connect, share ideas and rally around your company.
From a systems, tracking and incentive perspective, there are some things we need to get right before we can even tackle a network. Watch this week’s Ask Czarina below for tips on properly tracking and incentivizing alumni/boomerang hires.
There is nothing but trouble to follow when we believe that we can be all things to all people. We also endanger any good we have the potential of doing by feverishly jumping on every fad. I can remember so many days in HR reading articles about the trends for the year the next year. I would start counting from the day that I read the article (especially if it was published in SHRM, HBR or Forbes) to the few days after-when I would inevitably be asked about the article. The next request was always for me to start sourcing for ways to implement whatever was being touted as the “best-in-class” practice. While it might seem harmless- like we were keeping up with the times; it was indeed harmful. There was seldom any consideration of what we excelled at as a business and why adopting any of these suggestions were worth our time. It was merely a knee-jerk reaction to hearing what seemed like good advice.
Having worked in STEM and Healthcare, every new technology or methodology was not always for us. Composed under these disciplines are an inordinate amount of regulations at the state and federal levels and stringent requirements for doing business that is unlike any other industry. To make sound decisions about how we progressed was a consideration that required a lot of discussion and conceptualization of how to assimilate “the idea” of new ways into the a very rote, and established ecosystem. I repeat, “the idea”. Getting buy-in to potentially purchase was another round of discussion and conceptualization with several layers of approval.
For example, I was with a company that was in dire need of a new ATS and HRIS. I knew they outgrew what they had and all of our internal customers had their complaints about the system as well. To even begin sourcing for a new system, “the idea” was exposed to a six-sigma evaluation which took a few years and only then were we able to present the case to management for why this was needed. What they wanted was something “perfect” with all of the “bells and whistles” that would somehow give others the impression that they were being “innovative”. In striving for perfection and racing towards innovation, they forgot to focus on what they truly needed. What they needed was something with a simple interface, robust reporting features and the ability to streamline what we were doing from a hiring and on-boarding standpoint.
You may ask why were they worried about having “bells and whistles” for the new system? It was because they tuned into the same publications and reports as every other HR department and assumed that because “consulting firm x” says that it is the best then it must be so.
Can we stop with the “best-in-class” or best practices lingo?
What is best for me as a company of 15 is very different if I’m a company of 40,000. Similarly so, the best-in-class mantra does not necessarily work when there are two different companies in the same industry with the same headcount. The differentiating factors between businesses (especially those under the same company umbrella) are endless. Hence why, it is absurd for anyone to assume that every suggestion for innovation, change or disruption should be answered by an obligation to implement.
Disruption shouldn’t be a call-to-action for hasty moves. It is meant to keep us all aware and awake to how the nature of our work is changing. It is up to us to decide what changes make the most sense for the organization.
Consider the following when evaluating the ever-growing list of things to change:
1)How will these changes impact your workforce? In the implementation of the ATS that I spoke about, we actually spent too much time on this aspect. It’s important to understand how change will impact the people that do the work, but you must also be sure that you don’t stifle forward movement in an effort to be a crowd-pleaser.
2)Will these changes benefit you now or in the future? It’s important to consider how you stand to benefit from a short-term and long-term standpoint. If it isn’t clear how these suggestions will benefit you in either regard; it may not be the move for your company.
3)Is leadership prepared and invested in making these changes? It has been my experience that disruptive ideas die a slow and painful death without leadership being invested in the process. The real question is: Are they truly invested in making this change or is this a whim? Many ideas seem novel on paper, but being truly dedicated to the process and willingly traversing the hurdles that inevitably crop-up is something altogether different.
There’s no question that we must always be looking for ways to improve and better serve our customers. The key is not to make moves under duress, but from a place of being informed and prepared to take action.
Want more? Don’t forget to visit The Aristocracy of HR You Tube Channel for weekly dialogue on a myriad of topics.Subscribe here.
As I peruse my social media accounts and watch the range of issues and concerns plaguing the minds of the masses, one thing stands out. It is this new reality of people being bothered by everything and nothing all. Let me explain. People love kitten photos and will wage an all-out war on someone who harms an animal – yet will remain silent if later faced with an update on another black child being killed in Chicago. They rant about a lack of manners and etiquette at the gas pump or in the supermarket, but fail to see how their political or racial rants may be just as lacking in the aforementioned.
While it’s not my job to tell people what they should or should not concern themselves with, it appears to me that we give much more credence to the mundane annoyances we all experience and actively choose to be “unbothered” (as the younger generations say) with facts, integrity, human life and any other virtuous elements that define and illustrate our humanity or lack thereof.
I have heard of friends who were unfriended from posting too many times about the deaths of black kids or the #blacklivesmatter movement, yet they were perfectly acceptable to remain in everyone’s timelines when they posted exploitative twerking videos of people behaving poorly or providing outlandish comic relief.
Double standard much?
I get it! We can’t be all world news, politics, and serious causes 100% of the time. I completely get the need for mindless activities. On this fact alone we may agree. However, there is some serious stuff going on in the world at the moment. I wonder if we would be better off if we all took a few moments from our day to acknowledge the relevance of the human interests of our time. What if we spent fewer moments concerned about the minuscule annoyances we experience day-to-day like no Wi-Fi or an inconvenient flight? Would we then have the time, empathy and energy to digest the societal concerns that require our attention?
By the way, this doesn’t just extend to the digital realm either. I encounter far too many people who are complaining about a plethora of situations and injustices. Again, we all complain. The bigger question is: what is the value of complaining and how does it impact or change what is bothering us? It doesn’t change anything. In my humble opinion, we need to be so bothered by the atrocities of the moment that we actually do something about it. It’s called activism and right now we have a lot of people passionate about being right and uneducated in the facts that inform our reality. The result of this is: an alternate realm of reality where everything that truly matters becomes a nuisance and the things that have little societal or moral value wins the hearts and minds of the masses.
Indecision is a decision. Inaction is an action. Sometimes silence feels like the safest bet when you are trying to decide whether you should risk your reputation to assume an unpopular position. The problem is you are gambling away your values and morals too. It is quite the dilemma, but worth evaluating.
I recently chatted about Feminism in 2016 on my Periscope show “Ask Czarina Live™”. I shared the perils of being a “me” generation and the limits of “social media activism”.
Watch the episode below and share your thoughts about my concept of “being bothered by everything and nothing at all”. I want to hear from you.
Three years ago, I was a part of a small social media team that was covering the NY Business Expo Summit in New York City. After several hours of busily typing soundbites of some of the brightest minds in Social Media, I sauntered to the nearest lavatory where I was approached by Dr. Hilary S. Berger, Ed.D of Work Like a Mother®. She was fascinated with the speed at which I was typing and covering the event and asked me if I could help her hone her skills.
Not too long after the event we met in a Panera Bread in New York City to discuss the possibility of working with one another. As we were sharing our backgrounds and journeys as mothers, we realized we both had a passion for seeing women thrive. We spent most of our time talking about what we might be able to accomplish together someday. These lofty wishes were wrapped up in us being able to provide programs, events, and workshops that could assist women who have lost their way with a way to become relevant again through unique learning opportunities- an academy of sorts.
Some three years later, I am happy to say that academy was launched in 2015 as the Work Like a Mother® Career Academy for Social Media and Job Search Training. I came aboard as a social media and personal branding instructor. In 2016, we are collaborating in a more formal fashion to create new programming and provide the next iteration of the Work Like a Mother® Career Academy for Social Media and Job Search Training.
Our first collaboration is a program that was one of my proudest achievements for 2015- my Talent Think Social Circle Virtual Mentorship Teleclass ™. I launched this program with an idea, shoestring budget and blind faith from October through December of 2015 following the conclusion of the academy and it was a success.
Class “Usie” after my Art of Personal Branding and Social Media Workshop.
With the interest and support of Work Like a Mother®, my program has an extended lifeline and has grown into a multi-level program serving two separate needs for the women we serve:
1) Some women just want to re-enter the workforce. As such, their primary interest is in enhancing their skills and building the confidence needed to become a marketable candidate in an ever-difficult and selective job market.
2) In complete contrast to the previous example, there are women who have ideas for businesses they want to launch and need a place where they can incubate and grow those ideas into businesses. They too require some up-skilling and coaching to get there and we want to serve that need as well.
Who better to nurture women who have either of these needs than two mothers/business women that understand and empathize with their journeys. Corporate America isn’t checking for them and certainly hasn’t made much progress in ensuring the career mobility and flexibility of women, so we are tackling it in the only way we know- through education and coaching.
Work Like a Mother Open House (1.15.16)
You may be thinking what does this have to do with Human Resources?
On the surface, probably not anything. Let’s dive a little deeper though. When I worked in HR, I recognized that people could skip along all day creating policies and procedures without any care or concern for how it impacts the workforce. We were keeping the organization compliant and that is necessary. However, I often wondered if things would be different if Human Resources could function in a truly altruistic manner. My HR buddy, Dave Ryan shared something rather profound in a recent blog post. The post titled: “A Utopian Workplace”drove home an important consideration which is: “it is hard for HR to create a utopian society in the way everyone expects when society has yet to right certain human wrongs. I have to agree and I believe one of the things we have screwed up left and right is how women are regarded and treated in the workplace. More disturbingly is how women who choose to become mothers are often displaced and forgotten. While my collaboration has really nothing to do with HR directly, indirectly Hilary and I are attempting to triage the ills of society from the outside-in-with the hope that these women can thrive and succeed in the way that is most meaningful for them.
If you are interested in learning more about our programs, go to: http://worklikeamother.com/Mentorship.html. In addition, if you are interested in featuring us on your blog, publication, podcast etc. to discuss our work we would welcome the opportunity to collaborate with you.
Here’s a little more insight on Dr. Hilary S. Berger, Ed.d and Work Like a Mother® worth knowing:
Dr. Hilary S. Berger, Ed.D. is the founder of Work Like a Mother® and is a Career Counselor and Board Certified Licensed Professional Mental Health Counselor who earned her Doctoral Degree from Columbia University’s Teachers College. With office locations in Fairfield County Connecticut, Dr. Berger has pioneered a solution oriented career counseling system designed exclusively for educated mothers at home raising their families. She has counseled women in transition both in university settings and in private practice for over twenty years. Work Like a Mother®, a thriving and dynamic community for mothers, is a one stop shop for mothers rebuilding their professional relevance and marketability during and after their parenting years.
Happy New Year! I hope you all had a happy and safe holiday. I took some time off to breathe, recharge and position myself and business for the New Year. It was a reflective time where I was fortunate to catch up with family, friends and colleagues. In doing so, I gained a perspective on what I have done and what I am called to do through my business going forward.
I am happy to share that this month marks the 3rd anniversary for my company, Talent Think Innovations, LLC. Admittedly, I knew what I intended for this business when I started it in 2013, but had no idea where it would actually take me.
What do I mean by this?
I wrote an article in 2014 called: “Are You Ready to Pivot?”. The goal I had in mind for that article was to raise awareness around the need for HR and people in business to become adaptable and ready to make decisive changes when circumstances and/or market shifts call for it. Ironically, I look back at this article and recognize that 2016 has presented fertile ground for me to pivot. I spent much of my time off considering how I would continue propel my business to success and whether I am prepared to take yet another step outside of my comfort zone and let the world know.
After lots of wine, prayer and discussions with my circle of trust, I decided it is important to honor the work I do fully. Honoring my work means ensuring that people have a clear perspective on what I do and how I do it. Talent Think Innovations, LLC was founded as a HR Consulting Firm focused on helping small-to-midsize businesses establish sustainable talent management strategy. I made the decision to create the company focus around HR as a matter of comfort and passion. It was what I knew for over eight years and it just felt right.
Without boring you with all of the details, I find myself today having a much broader impact than HR strategy. I’m not abandoning HR, but I am giving my HR prowess some friends with which it was already comfortable. As such, Talent Think Innovations, LLC is now a multi-disciplinary business strategy and management consulting firm focusing on practical and sustainable strategies in the following areas:
HR/Talent Management Strategy
Executive and Leadership Coaching and Training
Career Coaching
Digital Marketing Coaching for SMBs
Technology Advisory Services and Strategy
Startup Mentorship & Advisement for Women
Brand Influencer Marketing
The funny thing about this re-branding of sorts is that this “pivot” has been evidenced in the clients I have been working with over the past three years. I just needed recognize and accept where this business journey was taking me.
What does this mean for “The Aristocracy of HR”?
You can still expect Workforce Strategy and HR talk to be the core of this blog. HR is still in my heart, but I will be opening up my topics as I have done in the past two years to cover entrepreneurship, digital marketing, data, technology and quite frankly anything else that tickles my fancy as I continue to grow and evolve.
What I really hope you all take from this is the following:
A friend/colleague recently told me, don’t wait too late to change the direction of your business. I took this to mean that you need to have faith in the signs along the journey and clear your space to do the work you are truly called to do.
Discomfort is really preparation for the next great thing coming your way. I have been in a state of discomfort since I started this business. I have had my share of struggles , but every consecutive year has brought more opportunity and blessings to my business than the last.
Every day things are changing and we need to remain adaptable and ready to move when life pleasantly and unpleasantly pushes us in a new direction.
I am so excited to share all of the new and fun things going on in my corner. As a reader of this blog, you will also be able to reap the rewards- as I work to provide the next level of value for this community. I hope you will join me on this journey and I thank you for your interest in my musings and readership.
Here’s to having a successful and sweet 2016! Time to feed the beast. Stay tuned!
Campaign/FTC disclosure:This is a sponsored post. I will receive compensation for this post. I only work with companies I feel have great products, services and offerings. In accordance with myblog disclosure statement, I will only work with and showcase products, events and/or companies I believe my readers will benefit from. Dun & Bradstreet hired me as a blogger to cover their Data- Inspired Digital Strategies Forum Event in New York on December 1st, 2015. I am not formally employed by Dun & Bradstreet. All thoughts and viewpoints are created and written by me. I am disclosing this in accordance with the Federal Trade Commission’s16 CFR, Part 255: Guides Concerning the Use of Endorsements and Testimonials in Advertising.
Image courtesy of Dun & Bradstreet
It turns out the answer to the aforementioned question is a resounding “no”. There are a lot of ideas and theories about how businesses can effectively engage with their respective markets. Unfortunately, the limiting factor at the moment is not that we don’t have enough data or even opportunity to be actionable- but that we have too much data and very little adoption of using it for most purposes in business. This was just one of the many takeaways I gleaned from the panel discussions at last week’s Dun and Bradstreet’s Data-Inspired Digital Marketing Strategies Forum – which took place at the Sofitel Hotel in New York City on, December 1st.
Image courtesy of Dun & Bradstreet
The big question of the day was: How can we use data to better reach the right people at the right time?
Have you noticed that many of the ads that you view online now seem somewhat tailored to things you search or products, services and people you are interested in? What about the sudden shift in voice of several of the leading brands? The vintage use of catchy phrases, jingles and an impersonal tone is no longer the foundation of good marketing or good business. We’re in an age of rapid transformation on all fronts of business. Think about the last commercial or ad you viewed. Chances are the commercials or ads you viewed didn’t just cut-to-the-chase and urge you to purchase something. Of late, marketing is starting to sound and feel a little more personal. It is almost as if the company trying to get your attention had you in mind when they created said service, product etc. What is clear is that businesses must meet the customer where they are by making sure they are engaging with prospective customers with the right messaging or solution at the time when they are poised to make a purchasing decision. Anudit Vikram, SVP, Chief Product Officer-Audience Solutions for Dun & Bradstreet shared that: “Digital Marketing is about how many integrated touch points we can have with prospective customers across all channels.”
It turns out looking at “quantity” of touch points alone isn’t a comprehensive marketing approach either. Businesses have to also be mindful that the data they are harnessing is quality. Your insights and planning will only be as good as the data that has informed it. This is where many companies are missing the mark. It is key to take a step back and consider what the overall plan is. As I have mentioned in several articles this year, you cannot do the “data thing” just to do it. It was echoed in several of the talks that there needs to be clarity around the outcomes businesses are trying to achieve. It was also strongly suggested that businesses have a concrete plan for how they will harvest and synthesize the data that will facilitate digital marketing initiatives.
To ensure that you are on the right track to having good and clean data, do the following:
Start small by piloting your data collection on one initiative or program. This allows you to triage any issues and standardize your measurements before extending your methods to other areas of the business.
Be clear on what measures and methods you will use to measure outcomes. Data is only as good as its inputs.
Implement the right technology resources to facilitate the collection, evaluation and application of your data. Technology implemented correctly can be helpful in centralizing the collection and management of your data- decreasing the necessity of having to manipulate the data regularly due to errors.
It is clear that the way we conduct business and market our services has changed given the digital climate we are experiencing. What isn’t as clear is: How do we get people to consistently make use of the data that is available them? Moreover, how do we get people to see that the use of data (be it in marketing or otherwise) as an opportunity and not as a threat?
Image courtesy of Dun & Bradstreet
Looking towards 2016 and evaluating the state of data adoption and data-driven marketing Josh Mueller, SVP of Digital Operations at Dun &Bradstreet stated: “2016 is an inflection point for digital marketing.” That is to say that we’re at a prime point on the trajectory and evolution of digital marketing where we are poised to “target, capture and convert” our most prized customers. It is time to decide whether your business can survive with or without the use of data insights. Better yet, can you afford to continue blindly marketing to your customer segment while settling for marginal responses and outcomes. Let 2016 be your “inflection point” and reflect on how you can start putting the data you have today to work in an effort to improve your business across-the-board.
For further insights from the event, check out two of the speaker presentations below:
Josh Mueller, SVP of Digital Operations at Dun & Bradstreet and Anudit Vikram, SVP Chief Product Officer-Audience Solutions for Dun & Bradstreet- Data-Inspired Digital Marketing.
The holidays are upon us and as if most other times of year aren’t crazy enough- this time of the year is down right frenetic. It has been just around a month since I wrote something here. My absence wasn’t because I no longer care to write or that I am somehow lacking in ambition. Quite simply, I needed a break after an epic year of opportunity that left me exhausted. Actually, if I am honest with myself I experienced a bout of exhaustion- there I said it!
If you look around there are all sorts of cues around us urging us to keep going, work harder, and do more. What may be social cues for others is a daily log of messages in my head. It replays over and over again. There’s no question that success comes to those who work for it. Working hard and consistently is how you make your luck in life. The dilemma is: Sometimes over-achievement comes at a price and that price is very likely to be your health. All of this chatter about “hustling hard” is a myth. There is something called rest and your body needs it. There is something called “burnout” and that is also a very real thing.
The goal and sweet spot is to work smarter, not harder. That isn’t to say that when I need to get something done and it requires a late night that I won’t do it. I will do it and drink a half a pot of coffee doing it. What I am saying is we all need balance and/or a break. While it isn’t a perfect science for many of us day-to-day, it is certainly something we all should try to work towards on a regular basis.
This topic of “The Myth of Hustling” was so dear to me that I tackled it on a recent “Ask Czarina Live” episode. I urge you to watch the show below and share your stories and thoughts with me.
In just a few short days, I will be taking a more substantial break where I tune out a bit more to take in the holiday festivities and reflect on my year. It will also provide quiet, creative space for me to churn out some items that are sure to please when I return with a vengeance in 2016. This will mark another time where “The Aristocracy of HR” goes quiet for a bit. I wasn’t sure if I was fine with taking this break, but I have decided that it is fine and it is necessary. I will touch base here twice more before it goes quiet for about two weeks or so ( still deciding how much time I want to take). I will be back before you know it filling your brains with all things, tech, data, world of work, entrepreneurship and of course my newest baby “Ask Czarina Live”.
