The New Workplace Weekly Digest 07/01/2016

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Every Friday, we prepare for you a short digest with news covering subjects related to employee engagement, collaboration, organizational culture, knowledge sharing, leadership and the future of work.

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Here’s this week’s brief:

“As a confluence of new apps and…

…devices steadily flow into the enterprise, they’re encountering a growing sense that the digital workplace has become too complex and fragmented to be properly effective. What can organizations do?”. One of the key observations that Dion Hinchcliffe think will perhaps help to illuminate the situation that most enterprises find themselves in today in terms of how they make digital tools available to workers is that “workforce communication and collaboration tools have been proliferating at a nearly steady and very bustling rate over the last half-decade and more. There is a great crowding in the space today and many of these solutions are used at departmental levels for the special functions they offer a given activity, and offer real benefit.”. Read Dion’s analysis Can we achieve a better, more effective digital workplace? for ZDNet.

“Companies looking to hire executive,…

…managerial, and professional positions should ask not what the candidate can do for them, but what they can do for the candidate. To attract the best talent, in today’s candidate driven market, companies should look beyond salaries and benefits and consider traits that make their organizations not only great places to work, but enviable ones. One of the tips that Gary Bozza, Managing Partner of WorldBridge Partners Chicago Northwest offers is to size up the organizational structure. Collaborative organizational models are more desirable to today’s top candidates than traditional top-down structures. An organization that welcomes and encourages feedback from all employee levels, and then acts on these ideas, is what today’s highly-qualified job seekers are searching for. Companies with this new alternative organizational structure should promote it during the interview process.”. Read To Attract Talent: Appeal to their Values from Chicago Tribune.

“Companies need to hire for the ability to…

…acquire skills, not the skills themselves, because it’s impossible for even the most strategic managers to predict what skills will be needed next year for functions that haven’t been invented yet. Companies need to hire for core traits, rather than specific skills. Adaptability is one of those core skill that most career pivoters possess because they’ve held a variety of positions, and have demonstrated the ability to learn and adapt their knowledge to different environments. Aarron Walter, former User Experience Director at MailChimp, noted that “focusing too much on technical knowledge can lead companies to hire the wrong people.” His strategy is that hiring people who are curious and have a collaborative mind-set represents the best recruitment ROI.” Read Why Recruiting for Specific Skills Often Backfires by Lynda Spiegel for Wall Street Journal’s blog.

“Digital touches all areas of the business…

…– operations, finance, marketing, sales, customer engagement, and IT. With experience in all of these areas, the Chief Digital Officer is brilliantly positioned for the CEO shortlist. Digital is not just about doing a few things differently. It’s about transforming all areas of the business in order to leverage digital tools and capabilities, from data analytics and social engagement to mobile technology and cloud solutions. To be effective, CDOs have to be able to successfully partner and collaborate with executive leaders and stakeholders from across all areas of the business. The nature of digital transformation is highly collaborative, which makes today’s CDOs some of the most experienced collaborators in business today.”. Read Look who’s coming for the CEO role by Anna Frazzetto for Cio.com to get the whole story.

“Some people use the term “thought leader”…

…as if all you have to do to earn that moniker is to start tweeting. This is hardly the case. Individuals with expertise, passion and a track record of changing the world become thought leaders when they rise above themselves by sharing their knowledge so others can change the world too. Many thought leaders start as leaders of an initiative, programme, company or organisation. In that role, they see the need for a change – a different future than would otherwise occur – not just in their workplace or community, but much more broadly. They feel a calling to bring about that change – often regardless of the odds and despite any setbacks and challenges. Their goal is to empower many others to campaign for the same cause.”. Read Denise Brosseau: What is a thought leader? to learn more.

Happy Knowledge Sharing!

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