President Obama and the Department of Labor have announced a new overtime compensation rule (effective December 1, 2016) that will make millions more workers in the United States eligible for overtime compensation. This article adds a digital dimension to the discussions about the change and offers some guidance to employers about what the current and proposed Fair Labor Standards Act (FLSA) requirements mean for them (as well as for managers and employees).
Although it’s not practical to create a single measure for assessing the digital literacy of workers at all levels and in all functional areas, it is possible to create a general measure to assess basic competencies. Here’s our take on developing a framework for creating a digital literacy assessment tool. It includes four components (from concepts to skills and tactics) and three focal areas (communication and collaboration, cybersecurity, and the law and ethics). (Written with John T. Miller II, PhDc)
The costs of digital illiteracy for organizations include general inefficiency and ineffectiveness as workers go about performing their job duties, compromised communication and collaboration, wasted investments in technology tools and platforms that are underutilized, suboptimized pursuit of strategic goals and objectives, and reputational effects.
In a webcast recorded for the DCIA's IoT Marathon at the International CES (#CES2015), Denovati Founder Courtney Hunt discusses the opportunities and challenges the internet of things creates for enterprises of all types, including public sector entities, hospitals, and academic institutions. Particular emphasis is placed on human capital management implications, as well as challenges created in terms of leadership, staffing, ethics and regulations, and cybersecurity.
As the Digital Era continues to progress and social and digital technologies become more fully integrated into not just the work we do, but how we do it, there's an increasing need for all workers to be digitally literate and competent. Here are some of the things organizations, organizational leaders, and individuals can and should do to increase current capabilities and lay a foundation for ongoing growth and development.
Social media screening (aka social screening) has become a common practice among recruiters and hiring managers, as well as some coaches and college admissions offices. This white paper consolidates and updates previously shared guidance about this practice, providing recommendations for both individuals and organizations. It is primarily focused on job candidates and employers, but it can be applied to students, athletes, admissions offices and coaches as well.(August 13, 2014)
Digital literacy is a critical component of learning in the Digital Era. Organizational leaders and learning professionals must understand the digital competencies required for learning success, create a digital learning culture, assess employees' baseline competencies, leverage both formal and informal learning to help them increase their digital literacy, identify and promote subject matter experts and digital mentors, and create an infrastructure for ongoing digital development.
A presentation at SHRM's Annual Conference and Exposition offered guidance for managing Digital Era risks beyond developing and implementing social media policies. In addition to providing greater perspective on the risks to be managed, the presentation included specific guidance for HR professionals and other organizational leaders to develop and update relevant policies, provide training and communication, and ensure approaches remain current.
Managing risks is part of the cost of doing business, and managing them well can be a competitive differentiator, in both the economic marketplace and the war for talent. A relatively small percentage of organizations have addressed Digital Era risks in a meaningful way, however. This post provides an overview intended to help organizational leaders understand some of the challenges and complexities and begin to map out a (new) course of action for managing Digital Era risks. (May 27, 2014)
Transforming talent management requires digitization and leveraging social and digital technologies to promote and enhance communication, collaboration, and engagement. This post presents some of the ways in which social and digital technologies are transforming talent management throughout the employee life cycle. All of the practices are currently possible based on available technology; however, none of them are fully developed or widespread - yet.
As individuals become more engaged with social media in their professional lives, employers are increasingly recognizing the need to address new challenges with respect to protecting their brand and commercial interests. Though it’s tempting to develop one-sided, draconian approaches, they are not usually in an organization’s long-term best interests. This post offers recommendations for developing a pragmatic, balanced approach to articulating the relative rights and responsibilities of employers and employees when it comes to questions of social media ownership in terms of both accounts and activities.
Developments in social technologies, increased frustration with traditional survey methods and a general movement towards mass transparency reflect society’s growing preferences in the Digital Era. In light of these changes, Silverman Research conducted a study using a collaborative, online tool to assess how the public view the changing face of employee opinion research – in particular how technology will change and shape the process of collecting employee opinion. This post summarizes the results of the study and provides access to the full report. (February 4, 2014)
I recently participated in Fleming Europe's 3rd Annual Global HR Forum, which was focused on employee engagement. My presentation, entitled "Engaging Employees through Social Recognition," highlighted the growing Digital Era trend of using social software to facilitate employee recognition and engagement. This piece shares the deck from that talk, as well as additional observations from the conference. (June 18, 2013)
Many people have been talking about the impact of social media on employee engagement and employee voice, but for time-constrained organizational leaders and human capital professionals who want to understand the connections, it’s virtually impossible to find those conversations, let alone read and make sense of them. A recent report by Silverman Research can help. Commissioned by the Chartered Institute for Personnel Development (CIPD), it synthesizes the relevant literature and discusses its implications. This article provides a summary and links to the full (free) report. (April 28, 2013)