by Dan Morris | Dec 3, 2020 | COVID-19 Resources, Human Resources, Leadership
This year’s McKinsey and LeanIn.org’s annual Women in the Workplace study reports that 25% of women in the workforce are considering changing their careers or leaving the workforce altogether. Rachel Thomas, CEO of LeanIn.org in Palo Alto, California stated, “This translates to millions of women leaving the workforce…It could wipe out all the hard-earned progress we’ve seen for women in leadership.”
In another study, conducted by the National Women’s Law Center, shows that 865,000 women left the workforce back in September 2020 when their children went back to school or began remote schooling from home. However, mothers with children in school are not the only group of women who are facing this struggle. The Women in the Workplace study also reveals that black women, due to concern for their health and safety, are more likely than other employees to consider leaving the workforce.
That said, according to Thomas, “women are less likely to share their concerns about work/life balance or talk about being parents at all with their managers because they’re worried it will derail their careers.” She continues, “Even before the pandemic, women were acutely aware of the ‘motherhood penalty,’ which assumes working mothers are less productive than working fathers and puts them at a disadvantage in terms of pay, promotions, and work experiences.” The concern for black women is highlighted by Shannon Schuyler, Chief Purpose and Inclusion Officer at PricewaterhouseCoopers, when she says “This reluctance to speak up is especially pronounced for Black women who are concerned about being stereotyped as angry.”
Manager Involvement is Key
Keeping employees in the workforce is a responsibility that often times falls to their managers. Erica Salmon Byrne, chair of the Denver-based network of 300 companies, Ethisphere Institute’s Business Ethics Leadership Alliance, says, “The manager is the linchpin of a fair and equitable workplace – they really set the tone…In all of our data, the vast majority of employees (67%) who have a concern – if they raised it – they raised it with their manager.”
“This is especially true during the pandemic because the solutions human resources offers don’t always work for every employee, Schuyler said. For instance, during the pandemic, employees at PricewaterhouseCoopers who are struggling have the option of taking extra time off, going on a sabbatical, or working a reduced schedule, but those solutions aren’t the answer for every employee.” Schuler continues to share the effects this has on black women in particular, “Black women are often the breadwinners of their families, so to say, ‘Your option is to go on a sabbatical or go to 60% time with 60% pay’ doesn’t fill the gap and doesn’t help.”
She adds, “Managers are in the best position to have meaningful conversations with their employees about what solutions would work and then go back to senior leadership and say: ‘This policy is great, but what I’m really hearing is people need to have something different.’ Managers are also in the best position to understand how to implement HR policies to meet the needs of individual employees.”
Discussing Challenges with Employees
In an attempt to facilitate these important conversations, PricewaterhouseCoopers and other companies are offering managers talking points to create a dialogue with their employees – asking them about their situations, the issues they face, and how they – as managers – can support them. “For example, a manager can say ‘Help me to understand what I can help you with, and I’ll make sure this doesn’t derail your career,’” suggests Schuyler.
Christy Kenny, Director of HR Client Relations and Talent Management at Public Service Enterprise Group, a publicly-traded energy company in Newark, N.J. says, “Often general questions such as, ‘How are you doing?’ don’t get at the heart of the problem…But if you ask an employee what’s working and what’s not working in terms of their schedule, you start to get at the answer.”
Public Service Enterprise Group suggests that their managers ask employees more direct questions:
- Are you getting the support you need from your peers? Is there anything we can be doing differently as a team?
- Are you encountering new barriers in your work? What can we do to ensure your success?
- How is your work schedule going? Is there anything you need to adjust so that the schedule is sustainable going forward?
- What gets in the way of doing your job?
- What is the most frustrating barrier?
- How can I help remove barriers?
- What resources do you need to make things easier for you to do your work?
Accommodating Your Employees
Asking the kinds of questions listed above had a big impact on Public Service Enterprise Group. Kenny says, “From these conversations between managers and employees, Public Service Enterprise Group decided to expand its definition of flexible work hours.” She continues, “In the past, flexible work hours meant starting just an hour early or an hour late, but now it’s about customizing the workday to meet the specific circumstances of each employee…For instance, a flexible workday might mean allowing an employee to start work at 6 a.m. so she isn’t working while her children are doing remote learning.”
Additional solutions that managers might consider could include allowing the first few hours of each day to be “meeting-free” for working parents so they can dedicate that time to preparation or providing a specific time frame where they are not expected to be in any virtual meetings. Michael Matthews, Chief Diversity, Inclusion, and Corporate Responsibility Officer at Synchrony, a consumer financial services company in Stamford, Connecticut says, “It’s incumbent on managers to create and foster environments where employees can come to work as their authentic selves.” He adds, “Does a single mom have to explain away some of her challenges or, as a manager, do you partner with employees to look for solutions? Are you more understanding about interruptions, start and end times, and are you looking for ways to accommodate their needs?”
by Carolyn Kick | Nov 13, 2020 | COVID-19 Resources, Human Resources, Leadership
It’s natural for managers to wonder about their employees’ productivity levels in a remote work environment. Since the transition from a highly collaborative and supervised office to scattered, private homes, working people have faced a range of obstacles that have impaired or even prevented them from achieving the level of productivity that they and their managers were accustomed to before the pandemic. While this new approach to working can certainly be difficult, it is possible to continue operating at the level of success you enjoyed at the office- provided employees and managers have the right practices and procedures in place that enable everyone to stay accountable and feel supported.
In this post, we’ll cover:
- Defining success for your team in a remote environment
- Creating consistency to build trust
- Reinforcing relationships to help employees grow
Define What Success Means to Your Team
Success has a unique meaning for every team, but it is almost always easier to meet and achieve when everyone involved agrees upon what success looks like. With clear communication being a more crucial component of success than ever before, it’s important for managers to ensure that everyone on their team understands their unique role and responsibility in reaching organizational achievement. Though many companies have been working remote since the pandemic began, now may be a good time to gather your team and revisit (or even introduce) mutually agreed upon parameters and goals that will help employees understand what is expected of them. These parameters can include establishing a range of hours during which all employees are expected to be reachable, being intentional about communicating next steps on a project, or accomplishing more individualized, measurable goals specific to an employee’s job title. By aligning your expectations and goals, everyone on your team will have a clearer picture of how they are to move forward in this novel working environment.
Build Trust Through Consistency and Dependability
Trust between colleagues is one of the most important foundational necessities for a successful team or organization, and it’s especially important to reinforce when employees and managers do not have the chance to interact as a result of working remote. One such way to increase a shared sense of trust is to ensure that you’re communicating and sticking to responsibilities, deadlines, and commitments. Whether you’re an employee or a manager, consistently demonstrating that you’re a dependable worker helps to foster a sense of accountability throughout the organization and provides crucial support to your colleagues and your organization. Building trust in a virtual environment is also about making the extra effort and being transparent. Managers should schedule weekly check-ins with their employees and remind their team that it’s okay to feel unsure and anxious during this time. Colleagues that trust one another in both a personal and a professional capacity are often more productive, leading to better outcomes and a higher level of success.
Reinforce Relationships
Working from home for an extended period of time can often lead to employees feeling isolated, siloed, and insecure. These feelings of disconnectedness are stressful for employees and typically affect their productivity levels. Managers should seek out regular opportunities to have meaningful interactions with their employees over video or IM chat and foster a sense of community on their team by reminding employees that they can reach out if they are struggling. Frequently pairing up remote workers on projects or assignments is a great way to promote collaboration between colleagues and alleviate some of those feelings of isolation. Do not underestimate the effect of virtual employee engagement either- hold virtual happy hours, come up with a few fun games during team meetings, or even have virtual lunch together. A little personal connection goes a long way and helps to make this challenging time a little easier for everyone.
Finally, don’t let your remote status prevent you from encouraging and advancing your employees’ talent and career aspirations. As new technology supports an organization’s ability to seek out the best and most qualified candidates, regardless of their home address, companies may find they have to step up their game in order to retain top or burgeoning talent. While an employee’s ambitions are ultimately up to them, their advancement is something that should be regularly discussed. Encourage them to express any future aspirations they might have and make it part of your job to help them achieve those goals- even if it might be a heavier lift in a remote environment.
Key Takeaways
This shift from office culture to an online environment has been complex and unstable at times, but this shift has also removed boundaries and encouraged new modes of doing business. Managers have an opportunity to capitalize on those new advantages and minimize the negative effects of remote work by keeping the following suggestions in mind:
- Clearly define what success looks like for your team and how it is to be achieved. When each individual member knows what is expected of them and their colleagues, they function at a smoother and faster pace
- Trust is the foundation of success. By reinforcing a strong sense of trust between colleagues through accountability and transparency, managers can expect healthy levels of productivity and employees may experience less stress and uncertainty in their role
- Maintaining relationships is more important than ever now that interaction between team members is limited. Make it a regular priority to check in with employees on how they’re doing, find ways to engage the team as a group, and continue to support your employees’ career aspirations.
by Carolyn Kick | Nov 13, 2020 | Compliance, COVID-19 Resources, Human Resources
Among the many challenges brought on by the COVID-19 pandemic, one issue facing employers has proven to be more difficult to face than others. Unemployment fraud has become an excessive problem for many – one that, until now, many employers haven’t had to concern themselves with. Unemployment claims are being processed in numbers that have never been seen before, and many state unemployment departments are doing so with insufficient controls and outdated systems.
We hope to provide employers with the information they’ll need to understand and address this growing issue by offering a set of best practices and action steps for both employers and employees that have been affected by fraudulent unemployment claims.
A Case of Unemployment Fraud
The Illinois Department of Employment Security or IDES is the agency responsible for processing unemployment claims in the state of Illinois. They receive claims, verify them using data reported by employers, and then process payments if employees are found to be eligible – a rather straight forward process under typical circumstances. However, due to COVID-19 and the impact it has had on the workforce, they have seen a tremendous increase in the number of claims being processed. In addition, there is a demand to process claims more quickly. In meeting this demand, the level of scrutiny used to process claims has decreased. With heightened demands, less scrutiny, and the use of insufficient controls, the result has been excessive fraud.
The IDES reports receiving approximately 14,000 claims of identity theft in only five months. A dramatic increase compared to just a year ago, reporting just 651 in the same time frame. There have been several reports from employees of other instances indicative of fraud as well, such as IDES debit cards unexpectedly arriving in the mail, letters for deceased spouses, and claims for children who have never been employed.
Multiple stories from Illinois and national news stations revealed several cases of fraudulent activity in both the state of Illinois and nationwide. You can view them here:
What Does It Mean For Employers?
Unemployment benefits function similarly to health insurance. In most instances, the employer will pay into an unemployment fund which is handled by the state and determined by their tax rate. Unemployment claims are granted based on the eligibility of the employee (despite how much the employer has paid into the fund). In the case of Illinois, the tax rate is determined by the dollar amount of claims paid by the employer in the previous year as a portion of total payroll. This creates a big issue the more claims there are to be paid. The tax rate increases as the number of claims paid out rises. Therefore, fraudulent unemployment claims have a direct impact on the amount paid in unemployment taxes. The difference, based on the current minimum and maximum tax rates, could be as much as ten times more than what is normal.
How Employers Can Take Action
Regardless of legitimacy, when an unemployment case is filed, employers will receive a notice of claim. As the employer, if you receive a notice of claim, and the employee is still employed, you should immediately dispute the claim according to the process of your state. Additionally, you should take the opportunity to alert the department responsible for processing claims that there is suspected fraud on the claim. You should also notify the employee that the claim is filed for that there is suspected fraud in their name.
How Employees Can Take Action
As an employee, if you receive notice of a fraudulent unemployment claim from an employer or a notification of unemployment benefits when you haven’t filed, it is likely due to some form of identity theft. Identity theft can be a very serious issue so it is imperative that you follow these steps:
- DO NOT cash any checks or use any debit cards received
- Contact IDES to notify them of suspected fraud (submit online here OR call 800-814-0513)
- Contact the Illinois Attorney General’s Identity Theft Hotline (call 866-999-5630)
- Contact their Identity Theft provider (i.e. LifeLock, Experian, Identity Guard)
- Place a Credit/Security Freeze on your credit report.
- Contact the Federal Trade Commission for additional information and guidance
The Importance of Unemployment Fraud Awareness
Unemployment fraud is an incredibly serious matter and it deserves the attention of every employer. Failing to be aware of unemployment fraud is a failure to protect your company’s interests and the interests of your employees. For assistance with communicating this information to your employees, contact your HR manager or HR advisor. If you’d like more information on the topic of unemployment fraud or other human resources topics, please contact us at Launchways.
by Jim Taylor | Nov 13, 2020 | Human Resources, Leadership, Outsourcing
Historically, Human Resources departments was seen as an administrative team within an organization that focused on regulatory compliance and payroll. However, in today’s ever-evolving and increasingly people-focused business world, HR has become an integral part of any successful company’s leadership team.
The most successful companies have learned to strategically focus their HR assets in order to make the largest impact within their organization. In this post, we’ll explain just how to do this.
Specifically, we’ll discuss:
- Big Picture HR Strategies vs. Tactical HR Elements
- Keeping Your Internal HR Assets Focused on Big Picture Strategies
- Outsourcing Your Tactical HR Elements
- Choosing an Outsourced HR Partner
Big Picture HR Strategies vs. Tactical HR Elements
We’ll frame our recommendations in this post under two main categories: 1) Big Picture HR Strategies and 2) Tactical HR Elements.
Big picture HR strategies are the items that you hope to improve over time. Examples include company culture, talent acquisition, employee development, employee diversity, employee satisfaction, and employee retention.
Tactical HR elements are the day-to-day or week-to-week processes that must be carried out for standard HR operations. Examples include processing payroll, administering benefits, and storing employee data.
Keeping Your Internal HR Assets Focused on Big Picture HR Strategies
Successful companies generally keep their internal HR assets focused on big picture HR strategies. This means that HR leadership and supporting staff focus their day-to-day efforts on improving company culture, recruiting top talent, developing strategies to improve employee diversity, and other high-return areas.
These are the tasks that will lead to greater success for your company in the long run. Ultimately, HR is all about people. Where would your company be without the people who keep it running? While the tactical HR elements like payroll and benefits administration are critically important too, the work involved with their administration is much more technical and involves little to do with strategic human capital management.
For this reason, your internal HR assets should focus on those bigger picture HR strategies that will significantly impact the people who work for your business moving forward.
When you are looking to hire new HR team members, be sure you keep these considerations in mind. You might have a candidate who is an expert in administering payroll and benefits, but make sure the candidate can also think strategically about big picture HR efforts before you hire them. The ability to contribute to the big picture HR efforts will be much more valuable for your business in the long run.
Outsourcing Your Tactical HR Elements
Tactical HR elements such as payroll processing, benefits administration, and storing employee data are not overtly challenging – but implementing and managing systems to carry out those tasks does take time and resources.
Outsourced HR partners already have these systems in place, and they have mastered the use of these systems as they have implemented them with hundreds of businesses just like yours. If you choose a partner that is a great fit for your business, they should be able to get the systems up and running for you with a short onboarding timeline.
Although there are costs associated with hiring outsourced HR partners, it also saves you time and money by eliminating the need for you or your staff to implement and manage tactical HR systems.
The other significant benefit of working with an outsourced HR partner is that it can greatly reduce HR risk. By having an expert third party manage key HR processes on your behalf, you can greatly reduce the odds of making costly mistakes associated with violating HR laws or payroll processes. As a business owner, the last thing you want to deal with is a fine imposed by a local government agency or disgruntled employees with late paychecks.
Choosing an Outsourced HR Partner
Here are some questions you should ask yourself when you are researching different HR outsourcing solutions:
- What will be the costs of working with this partner, both in the short term and the long term?
- Does this partner have the technological capacity to grow as my business grows? In other words, can this partner adapt to fit my needs as my company expands to include more staff and potentially additional geographic locations?
- Does the partner provide adequate training to my staff so that we can use their platforms or systems to the fullest extent possible?
- Does this partner meet all legal compliance requirements, especially related to privacy and security of sensitive employee data?
- Will this partner have the financial stability to ensure they stay in business over the long term?
- Can I depend on this partner to properly address challenges and issues in a time-sensitive manner?
Key Takeaways
In the realm of HR administration, there are both big picture HR strategies as well as tactical HR elements.
Big picture HR strategies include things like improving company culture, acquiring new talent, employee retention, improving diversity efforts, and developing employees.
Tactical HR elements include things like processing payroll, benefits administration, and storing employee data.
Savvy business owners will understand the advantages to keeping internal HR assets focused on big picture HR strategies while outsourcing tactical HR elements. Some of these advantages include:
- Increased efficiency of employee time and resources.
- Reduced risk of litigation and fines for employers.
- Increased focus on the big picture aspects of your business that will lead to greater success over time.
Finally, if you do decide to work with an outsourced HR partner, be sure to do your due diligence so that you pick the best fit for your business’s unique needs.
by Carolyn Kick | Nov 6, 2020 | Compliance, Human Resources
This July, the Department of Labor (DOL) announced that it would be revising the Family and Medical Leave (FMLA) forms. This would result in significant changes that require additional information in notices and certifications. Although the use of these forms is not required, many employers choose to use the forms as templates for their own internal FMLA processes. Employees, employers, and medical providers fill out sections of these forms in order to process and track FMLA leave.
In this post, we’ll discuss the most important things you need to know about these new FMLA forms:
- Which FMLA forms have been updated
- What changes were made to the Notice of Eligibility and Rights and Responsibilities
- What changes were made to the Designation Notice
- What changes were made to the Medical Certifications
Which FMLA forms have been updated
Some forms were changes with only minor updates, while others were nearly completely redone. Specifically, these are the forms that were updated recently:
- Form WH-381, the notice of eligibility and rights and responsibilities
- Form WH-382, designation notice
- Form WH-380-E, medical certification of an employee’s serious health condition
- Form WH-380-F, medical certification of a family member’s serious health condition
We’ll discuss more of the specifics of these forms in the following sections.
What changes were made to the Notice of Eligibility and Rights and Responsibilities
The Notice of Eligibility and Rights and Responsibilities form (WH-381) was the form that was changed the most.
The previous version of the form was organized using a list of employee responsibilities, which was followed by a list of employee rights. This old format required the employee to refer to both sections back and forth, which led to confusion. Instead of two separate lists, the new form is organized into three topics (with several subtopics) related to an employee’s FMLA leave:
- Notice of Eligibility
- Additional Information Needed
- Notice of Rights and Responsibilities
- FMLA Leave Entitlement
- Substitution of Paid Leave – When Paid Leave is Used at the Same Time as FMLA Leave
- Maintain Health Benefits
- Other Employee Benefits
- Return-to-Work Requirements
- Other Requirements While on FMLA Leave
This format provides a much more natural flow that is in line with the FMLA process, which should reduce employee and employer confusion.
Additional clarity provided by the new WH-381 form includes:
- Adding an option for an employer to explain the effect that FMLA leave has on employee benefits besides health insurance.
- Clarifying whether FMLA leave will run concurrently with workers’ compensation, any applicable disability insurance coverage, or and other leave required by state law.
- Requiring an employer to indicate how many hours are lacking if a worker does not meet the hourly eligibility criterion (1,250 hours during the 12 months prior to the start of leave).
What changes were made to the Designation Notice
The changes made to the designation notice should positively impact both the employee and the employer. The new Designation Notice (WH-382) requires that employers specify what action an employee should take if their initial FMLA application had incomplete or insufficient information.
This is a positive change for employers because it allows them to better communicate with the employees about the information that is lacking in their FMLA request, which will ultimately help the employer make the correct decision whether to approve or deny FMLA leave.
What changes were made to the Medical Certifications
The changes to the medical certification of an employee’s serious health condition (WH-380-E) and the medical certification of a family member’s serious health condition (WH-380-F) seem to be designed to reduce the need for back and forth communication between the employer and the medical provider. Both forms now ask the medical provider to indicate a “best estimate” of the employee’s or family member’s future treatment. The forms also the medical provider to describe an essential job function that the employee cannot perform due to the injury or illness.
Both of these additions should streamline communication between the employer and the medical provider, which should lead to positive results.
Key Takeaways
Employers will want to review the recent changes that the DOL made to the standard FMLA forms. These forms are a great resource to use as templates for your own internal FMLA processes, as long as they are appropriately understood.
Key changes to the forms include:
- Form WH-381, the notice of eligibility and rights and responsibilities, has been reformatted to better match the regular flow of the FMLA process.
- Form WH-382, designation notice, requires that employers specify what action an employee should take if their initial FMLA application had incomplete or insufficient information.
- Forms WH-380-E and WH-380-F, medical certifications, ask the medical provider for additional information about the condition of the employee in order to reduce the need for back and forth communication with the employer.
Finally, be sure to look over the new forms yourself. In addition to using the links throughout this post, all the new revised FMLA forms can be found here:
https://www.dol.gov/agencies/whd/fmla/forms
by Jim Taylor | Nov 6, 2020 | Human Resources
Strategic processes are found in many levels of businesses and other organizations. As a business leader, you likely spend your time in meetings discussing marketing strategy, financial strategy, pricing strategy, hiring strategy, and more. Yet, there is one strategic area of business that is all too often overlooked – HR technology strategy.
In this post I’ll cover actionable strategies for business leaders to align their HR technology with overall organizational strategy. Specifically, I’ll address:
· Aligning HR technology strategy with business goals
· Making your HR technology strategy agile
· Thinking beyond simple automation
Aligning HR Technology Strategy with Business Goals
Fortunately, the timing has never been better for business leaders to establish their HR technology strategy. With the rise of software-as-a-service (SaaS) platforms, many new and innovative HR technology providers are now in the market. Thanks to the fact that all these services can be hosted in the cloud, implementation can be done very efficiently. Further, customization of these platforms to fit your specific business needs is possible more now than ever before.
Firstly, you should always consult with your own IT staff before determining which HR strategies to implement. Their expertise and feedback will ensure that you don’t choose to implement a technology that exposes sensitive employee data or otherwise compromises the integrity of your HR strategy. However, another advantage of HR technology SaaS platforms is that once the platform is integrated with your organization, IT’s role in managing that system can be minimal. These cloud-based services require minimal intervention from your IT staff once they are all set up. This means your HR team can fully utilize the platform without having to wait for potential delays associated with getting IT involved.
As you are considering your options for HR technology, it’s important to have a clear vision of what your business goals are. When evaluating potential technology vendors, prompt them to show you how the platform can directly help you achieve these goals – especially in terms of improving your HR operations. Due to that fact that there are many exceptional HR technology platforms available nowadays, know that you can shop around until you find a solution that fits your business’ exact needs. One crucial mistake many leaders make is to settle for a platform that doesn’t truly fit the unique needs of their team’s operations.
Another important point to make is that you shouldn’t jump the gun when it comes to HR strategy. Ask yourself, are all members of your leadership team aligned with your company’s HR strategy? Which team members were involved with developing those strategies? Are the strategies based on reliable feedback and data, not just the gut instincts of upper level leadership? Ask yourself these questions in both an HR and a non-HR context.
It’s best to hone in on all these key areas before investing in HR technology to help you achieve your organization’s goals. By having a clear strategy prior to making HR infrastructure changes, you can avoid making a significant investment into an HR technology only to find out that you need to adjust your business strategies in such a way that makes them incompatible with the technology.
Making your HR Technology Strategy Agile
If we’ve learned anything over the past 12 months, it’s that the future in the business world is often unpredictable. No business leaders in November 2019 could have predicted that in November 2020 we’d be in the midst of the worst pandemic that the world has seen in nearly 100 years. The biggest unforeseen change that has resulted from this pandemic is that telecommuting has become the new normal for many employees.
Many HR processes that had in-person steps are now forced to be 100% virtual, such as hiring, I-9 verification, and onboarding. Businesses with agile HR technologies were able to adapt much more easily to these changes than those without.
As you’re considering which HR technologies to implement, envision different future scenarios that your business may face and aim to implement a platform that affords your team the greatest flexibility.
When we talk about HR technology agility, this generally means having it in the cloud and being able to configure or customize the offerings in an efficient manner. When you have licensed software manually installed on your team’s computers, it is generally much more difficult to change or customize at a moment’s notice compared to cloud-based systems. Standardization of SaaS applications can reduce complexity and make upgrades faster.
Thinking Beyond Simple Automation
The final strategy that we’ll discuss in this post is to think beyond simple automation when considering HR technologies. It’s important to remember that technology itself is not the solution to your business’ challenges, but rather a tool that enables your skilled employees to improve processes and systems. Your business has, and always will be, managed by people – also known as “Human Capital” in the HR world. Keep the focus of your HR technologies on managing human capital. Don’t put the creativity or innovation of your employees at risk for the sake of simple automation.
Key Takeaways
Employers will always invest significant time into developing organizational strategies. At Launchways, we often see employers neglect important aspects of their HR technology strategies. To ensure that HR technology strategy aligns with overall business strategy, we recommend the following:
· Strongly consider implementing software-as-a-service (SaaS) HR technology platforms. There are many modern, effective options to choose from, and if you invest sufficient time into considering your options, you should be able to find a platform that will perfectly match your organizational needs and culture.
· In addition to focusing on SaaS platforms, focus on making your HR technology agile. We often don’t know what lies ahead in the business world, but you should feel comfortable knowing that your HR technologies can easily adapt to changing workforces and workplaces.
· Most importantly, remember the value of human capital. The mindset of implementing new HR technologies should be to maximize the value of your human capital, not just to automate processes.
