Other parts of this series:
- Women Bankers Make Strides in Brazil, Social Media Hacks for HR – Talent & Organization Weekly News Update
- HR Model of the Future, How to Develop Agile Leaders – Talent & Organization Weekly News Update
- Best Companies for Multicultural Women, Building a Data-driven Employer Brand – Talent & Organization Weekly News Update
- Hiring More Women Grows the Economy & How to Find More Millennial Customers – Talent & Organization Weekly News Update
- The Hidden Value of the Employee Experience in Insurance & How Startups are Reinventing Hiring – Talent & Organization Weekly News Update
Here are the top news stories in talent & organization from this week.
2018’s best U.S. companies for multicultural women
Working Mother magazine has announced its list of 2018 Best Companies for Multicultural Women. The annual list recognizes companies in the United States for creating and using best practices in hiring, retaining and promoting women of color. The Working Mother Research Institute assesses companies with at least 500 employees in the U.S., tracks their progress and evaluates their representation at every level of management and decision-making. Many financial services firms made this year’s top 25, including: The Hartford, U.S. Bank, State Farm, Allstate, Morgan Stanley, JP Morgan Chase and Prudential. Here at Accenture, we are proud to have made the top 5 in the 2018 Best Companies for Multicultural Women for the fourth year in a row, as well as making the top 10 in the 2018 NAFE Top Companies for Executive Women for the seventh consecutive year. The full list and the individual profiles of companies are featured in the June/July issue of Working Mother and can be viewed at workingmother.com.
The millennial-employee gap in insurance agencies
In this interview with Insurance Business Magazine, InsurBanc’s Robert Pettinicchi argues that insurance agencies aren’t doing enough to attract millennials and are losing recent risk-management graduates to carriers. “It’s a great field, but I really don’t believe that the industry does enough to promote just how good a field it is,” he says. “What the young agent can bring to an agency is how to market to a young person or to younger people. There’s a tremendous opportunity if the right talent is brought in to step into those roles.” Pettinicchi believes agencies should do more to expose young people to the work done to hone their sales skills and provide more opportunities for collaboration. “When it comes to that one-on-one sales process, that’s where they’ll need the development and there’s no greater place than an insurance agency to do that and learn that,” he says.
How to build a data-driven employer brand
In this WilsonHCG blog post, Kat Boogaard highlights the importance that potential recruits place on employer brands and summarizes the four steps to building a data-driven employer brand – one that’s genuine, impactful, and shares authentic insight into your company with the talent you most want to attract. 1. Know your target audience. Gather insights from the targeted talent and reach them with the content they want to see. 2. Analyze top-performing content. Figure out which of your posts get the most feedback and interaction and provide more of it. 3. Lean on your employees. Candidates trust a company’s employees three times more than the corporate messaging, according to LinkedIn research. Amplify employees’ voices in your employer brand. 4. Measure the impact. Studying the metrics is important, but also analyze employee-engagement levels. “Getting the sense that employees are invested in what you’re doing and enthusiastic about sharing that message with other people speaks volumes; more than any chart or fancy dashboard ever could,” Boogaard writes.
The next generation of HR service
According to George Zarkadakis, delivering HR services to employees is like an ambulance – not something one thinks of every day, but essential when needed. In a Willis Towers Watson Wire post, he explains why the next generation of HR services must be responsive, proactive and agile. “Because HR services is often regarded as a cost center, the aim has usually been to reduce costs, often at the expense of reengineering the process to make it more efficient,” Zarkadakis writes. He recommends introducing new data portals and platforms to help HR deliver a more responsive and personalized service; utilizing virtual assistants and chatbots to streamline the front desk experience. “These next generation technologies offer an enormous opportunity to reinvent HR service delivery at the back end as well as the front. [HR leaders] can get themselves out of the passenger seat and start navigating the HR ambulance using GPS, saying goodbye to the backstreets of confusion forever,” Zarkadakis writes.
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