HR TECHNOLOGY – Articles

Mobile technologies have streamlined data collection more than ever but knowing how to link and act on that business information is the key here. Leaders should therefore not assume that near-instant learnings always entail fast solutions or outcomes. On the contrary, there is a psychological phenomenon known as the "speed-accuracy trade off," which implies that one can do things "quickly" or "correctly" but usually not both simultaneously. This means that organizations are well advised to start thinking early about the feedback loop, the information that they are interested in gathering, how they plan to use it, and the process (and time) it takes to build and develop such data.

Psychology says that decision-making is complicated by a “speed-accuracy” trade-off. This issue becomes more salient as the post-pandemic “rebound and recovery” period approaches. Many organizations will need to increase their talent bench-strength quickly to meet pent-up demand. New psychometric research and AI-technologies confront the traditional trade-off by facilitating more efficient and effective hiring decisions than ever possible before.

Over the first half of this year, I have been able to network and brainstorm with senior executives in the hotel, travel, and technology spaces. Although the conversations all came from slightly different angles, there were many similarities that all drove toward one core topic — the experience. Interestingly, “the experience,” as we have deemed it, didn’t just relate to the forward-facing guest or customer, but also to the employees and their needs and wants. The other common denominator, and this is not surprising, was the need for all-things-tech-related to be mobile-friendly. As we move into the year 2020 and beyond, 5G networks will be the new normal; speed, responsiveness, and immediate feedback will be at the forefront of every experience for the guest and employee.

At present, business podcasts, industry articles and news bulletins are all about ‘sustainability’. The fact that the topic has established itself as a regular head-line feature across different media outlets is very commendable; yet, conversations appear to be somewhat one-sided. We read about initiatives to ensure economic benefits trickle down to communities which are otherwise left behind, to reduce pollution levels and/or to safeguard the environment. In short, most news coverage is about ‘pre-packaged solutions’ – but jumping to solutions will never get rid of the underlying cause of a problem. Should the conversation therefore be more multi-faceted and deeper?

Huge faith is placed in data, often blindly. People want to believe the black and white figures in front of them; it feels safe and reassuring. In the hospitality sector alone, data have spawned a whole industry of firms that specialize in collecting, housing, distributing, compiling and helping users to understand data – data related to bookings, food cost, productivity, guest reviews, water usage, market demand, average spend, CRM, etc.

One of the biggest pitfalls for organisations is to spend money and set up an AI infrastructure but not be able to use the outputs or insights gained – based on either incorrect avenues pursued that yield in irrelevant or difficult-to-use data points or based on a lack of in-house skills to “make sense” of the AI outputs. Understanding how “digitally mature” an organisation is and how ready its employees and executives are to implement “data science” should, consequently, be one of the first assessments one undertakes when looking at applying AI within an organisation.

Over the last several years, the function of the Chief Technology Officer (CTO) has become increasingly important to the success of almost every type of organization. Yet, despite its importance, it is still rare for hospitality firms to provide a board seat for this vital function. Consequently, the public profile of CTOs is often limited. So, what are the building blocks that form the profile of a successful CTO? And, what are the character traits that hiring committees should be looking for in a CTO?

To leverage technology to its greatest potential in the hospitality sector will require thought leaders who are open to seeing it from a different point of view - ask any hospitality executive about technology and their thoughts are likely to jump to distribution, sales and marketing, automation and organizational effectiveness. Our sector has done well in using technology to improve processes and to achieve greater efficiencies. In short, we have succeeded in effectively applying technology for, predominantly, transactional purposes. But there is so much more that could be done.

“Learning and Development (L&D)” is HR speak for “ongoing education” – i.e., building or refining one’s skill set to enhance personal job security and broader marketability. These initiatives take many forms, such as traditional classroom or seminar presentations; personal coaching or mentoring; structured job-shadowing and cross-training; and “on demand” technology-driven methods like the eCornell platform, LinkedIn learning tutorials or Khan Academy videos. Naturally, companies should select the specific solutions or platforms that are best for them based on the competencies or domain knowledge to be cultivated, the learning styles of the intended audience, and the available financial or time resources to invest in solutions.

The concept of servant leadership has long been rooted in philosophy and religion, the grad student correctly noted that older, formal leadership theories did not explicitly support or address the concept. However, the same can be said of many currently held scientific theories, including continental drift or human evolution.

Everyone is a chatty customer in the world of social media. It’s no surprise therefore that brands are no longer created or its perceptions managed by marketers, but rather by consumers. And these talkative consumers now include your employees. Welcome to the new reality of transparency courtesy of the 500-pound social media gorilla called “Glassdoor.”

There may be no better way for hospitality firms to learn and gain inspiration for successfully transforming their businesses by leveraging technology than by looking at some of the “unicorns” that have successfully tapped into the hospitality sector.

The sobering truth is that personal and professional development hinges on the ability to be self-critical. Some might use softer language like “contemplative, introspective, and reflective,” but that undermines the rather raw and unforgiving nature of the task itself.

There’s a right and wrong way to mine for talent. It’s tempting to follow the latest crazes in testing, assessment, and interviewing – striving for some elusive silver bullet. Even iconic, trend-setting organizations fall prey to innovative-sounding approaches that ultimately fail. For instance, BusinessInsider.com famously reported that Google recently abandoned its legendary interviewing tactic of asking brainteaser questions in favor of interviewing against a set of competencies that were relevant to the role in question. Competency-based assessments have long been best practice in HR and workplace psychology. Google learned that lesson the hard way, and lessons like that cost money.

An analysis on the components of internet job boards.

Strategies for candidates to find and secure the best jobs through the internet

HVS advises on strategies that will assist job seekers and employers maintain confidentiality while using recruitment websites.

We examine the best practice marketing techniques to attract top talent in the hospitality industry.

Personality testing is popular, but research reveals it is a limited tool for selection and training. However, HR initiatives in 2009 can be bolstered by replacing or augmenting personality testing with best practice skills or competency testing.

Employee Opinion Surveys can offer a strong ROI for organizations wanting to improve their business operations and relationships. However, these surveys are often compromised by ten critical pitfalls. Learn about these traps and how to avoid them.

Sophisticated technologies improve HR efficiencies but also warm the hearts of CEOs and CFOs as they can directly and dramatically affect both top and bottom line.

The 20|20 Skills™ team presents key findings from the pre-conference survey conducted for HSMAI’s Affordable Meetings® Mid-America conference.

Key findings are released from a survey conducted for the 9th Hospitality Sales & Marketing Association International’s (HSMAI) "Affordable Meetings® Mid-America Conference & Exposition".

Job-simulation videos provide applicants a realistic preview of the job requirements and demands. This helps poor-fit applicants to self-select out of your recruitment process, saving you time and money.