Launch date for Apple Car pushed back one more year, report reveals

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Though many people have most likely never heard of the Apple Car, the rumored release date for this top-secret project may have been pushed back another year.

A new report from technology site The Information has divulged the news on the car that is still yet to be created, reported Fortune magazine. Believed to be called Project Titan, the Apple Car venture was thought to have an original launch date of 2020.

However, according to the report the team has run into several complications and as a result, will push back the introduction until 2021. Though Apple itself has yet to comment on the project one way or another, the company is said to be working on a self-driving electric vehicle.

According to Digital Trends, the delay is said to be due to a turnover in project lead. Recently, Steve Zadesky, who was at the head of the Apple endeavor, stepped down after more than one and a half decades with the company.

As far as collaboration, the lack of discussion on the subject likely means Apple is hoping to use in-house servers, noted the source.

The Trevi Group
www.TheTreviGroup.com

'Big health' on the horizon

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Big data is already being used to track consumer trends and support national security - but it is also finding innovative applications in the healthcare industry. 

Analysts are pointing to the potential value of a partnership between the manufacturers of personal fitness tracking devices and health insurance providers. Insurance providers could collect the information gathered by these devices and then use it to provide consumers with personalized health advice, Gadget magazine explained. 

As the use of fitness trackers becomes more widespread, "big health," as the experts are calling it, could be put into practice soon. Currently, Fitbit dominates the U.S. market, selling one third of all activity trackers, according to the source.

And the increasing sophistication of cloud computing is helping to provide the digital architecture needed to support such a partnership. Gadget cited the "wellness tracking platform" launched by Microsoft in 2014 as a model for future systems. 

GPS-manufacturer Garmin is also getting in on the big health game. The company, which sells a line of wearable fitness trackers, recently announced a partnership with biotech startup LifeQ to create a "connected health solution," Ventureburn detailed. The solution is anticipated to involve the provision of personal health data to insurers. 

The Trevi Group
www.TheTreviGroup.com

Macy's to enhance the shopping experience through artificial intelligence

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Macy's has teamed up with IBM Watson to introduce an artificial intelligence-powered shopping assistant for its retail stores.

The in-store mobile platform designed to enhance the consumer experience, Macy's On Call, will launch in 10 U.S. stores during a trial phase, reported Forbes. IBM Watson has recently teamed up with Satisfi, an intelligent engagement platform and developer partner, which will only further enhance the new platform of the retailer.

Based on the notion that customers are increasingly more likely to turn to their smartphones than actual store associates, the platform allows shoppers to ask questions in natural language to receive relevant answers.

"The combination of Satisfi's location-based, intelligent engagement software, with the cognitive learning capabilities of IBM's Watson, has helped us build a powerful and comprehensive tool to enhance the in-store shopping environment," said Don White, chief revenue officer at Satisfi.

Eventually the chatbot will learn how to give responses on department, brand and product locations within each specific store, reported The Washington Post. The new feature will be an extension of customer habits on the Macy's existing store ap. Shoppers will now be able to get more detail on products and check prices themselves.

The major clothing store is not the first retailer to incorporate technology and is joining the trend in an effort to improve the shopping experience.

The Trevi Group
www.TheTreviGroup.com

Video: Isn't it Time to Declutter Your Hiring Process?

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The life-altering magic of decluttering and refocusing have been frequent discussion points lately, with experts weighing in on how to create the best possible environments for living and working. Many companies could also benefit from applying the principles of decluttering to their hiring processes. If your company hasn’t examined the recruitment-to-onboarding process in a while, it may be time to revisit these procedures to eliminate steps that may be slowing the process.

Click to watch the video.

Streamlining the hiring process is important to attracting and bringing in new talent, especially in the current candidate-driven market among the executive and professional ranks. “Potential candidates who are unimpressed by the way they’re being evaluated will almost certainly go elsewhere, and word spreads quickly about long and confusing recruitment procedures,” says Laura Burgess, interim director of learning and talent development for MRINetwork. “Condensing the hiring process eases stress on hiring managers, reduces the cost of hiring and ensures that top-tier candidates are coming through the talent pipeline with ease.”

Burgess provides the following tips for shortening the hiring process:

Assess your current process
The first step in determining if there are kinks in the recruitment process is to conduct an internal audit. Take a look at the process in place and document it all the way through to address what is working and what isn’t. Seeing how things are flowing will provide perspective and let you know where improvements can be made. Additionally consider the process from the candidate’s perspective. What feedback have they given regarding the interview process, or why they turned down your job offer?

Refine your job descriptions
An effective job description should do the initial screening for you. It shouldn’t just tell candidates what is expected of them; it should display the company culture, showcase the brand and ultimately let candidates know why this is - or isn’t - the job for them. This demands understanding the core requirements of the position. Every requirement you put in your job description has the potential to negatively impact or limit the number of people who might apply for the position, and that can hurt you in a market where the best candidates know they have multiple opportunities.

Use mobile-friendly, quick-apply platforms
Today’s candidates live by modern technology and look to companies offering a mobile, quick-apply process, rather than those that require filling out endless online forms. Many companies are finding that a mobile-friendly process leads to an increase in passive applicants (high performing employed candidates) overall, which is especially helpful when it comes to filling positions in sectors where talent is often in short supply. If you have not implemented new technologies into your hiring process, that make it easy for candidates to apply for jobs instantly, you are in danger of losing out to the competition.

Establish a reasonable timeline
Start with the “drop dead” date that a new hire needs to be on board and work backwards. Estimate that interviews will take at least two weeks, then assume that two more weeks will pass between the time an offer is extended and when a candidate starts, enabling you to begin backfilling dates on a calendar. If the job is open today, figure out now when you need to interview candidates for the first round. Take into account flight and hotel scheduling for on-site interviews, background checks, testing, references and other paperwork that must be completed.

Involve decision makers early
Have hiring managers sign off on the job description and commit to making room in their calendars to schedule interviews. Delaying the process because of scheduling difficulties causes candidates to lose interest. Ideally, the first interview should occur no longer than a week out from first contact. If multiple interviewers are involved, the candidate should know with whom they will be interviewing, and how long it will take.

Make interviewing pay off
Ensure that your interviewing team is fully trained on the interview process and aware of their role, so that ideally a decision can be made after one full-cycle interview with the candidate, possibly two if there are a couple of candidates who stand out. Assign topics or areas that each interviewer will be discussing with the candidate. When interviewers head into the interview without a guideline, they will most likely ask similar questions and come out of the meeting with a limited profile of the candidate. Having a plan allows the interviewers to collaborate and share detailed information about each targeted area.

Make the most of your recruiter
A quality recruiter can help you through the process, saving time on screening applicants and expediting communication. Count on your recruiter to communicate all decisions to candidates and to follow up with them after each stage of the hiring process, up until the final decision has been made. The recruiter can also provide feedback to candidates on why they were not selected, approaching the conversation in a way that keeps the door open for an ongoing relationship.

“A long, drawn-out process turns the best candidates away from your company and costs you both time and money,” concludes Burgess. “By streamlining your recruiting process and shortening time-to-hire, you’ll be able to attract and retain top talent for your organization.”

The Trevi Group
www.TheTreviGroup.com 

 

The 'IT industry of the future': cybersecurity

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As companies gain the ability to collect and store ever-growing databases of sensitive client data, cybersecurity experts are in high demand. 

So much so in fact, that demand for cybersecurity jobs is expected to reach 6 million positionsworldwide by 2019, according to Michael Brown, the CEO at Symantec, who shared his forecast with CSO Online. Furthermore, U.S. News and World Report found that infosecurity jobs are expected to have a 36.5 percent growth rate through 2022. 

To attract more professionals in the "IT industry of the future," as Venture Beat put it, many companies are introducing targeted cybersecurity recruitment campaigns and in-house training programs. The source cited Cisco, which dedicated $10 million to a robust training program for qualified candidates. 

Investing in cybersecurity career development seems to pay off, like in San Diego, where local leadership have spent two years cultivating the city as a hot spot for cutting-edge tech. The city has seen a 14.7 percent increase in cyberjobs since 2014, The San Diego Union-Tribune reported. 

Cities near military bases and offices have an especially high demand for cybersecurity professionals. The Space and Naval Warfare Systems Command in San Diego has seen its cybersecurity workforce grow from 6,600 in 2014 to 7,620 this year, according to the source. 

The Trevi Group
www.TheTreviGroup.com

 

(Video) The Simple Yet Powerful Retention Tactic that Won't Cost Your Company a Dime

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In today’s work culture where paternity leave, free snacks and on-site daycare have become more common, formulating the right package of perks and benefits for your employees can be difficult. Glassdoor research indicates 57 percent of people place benefits and office perks at the top of their list when considering a new role. However, research has also shown that employee satisfaction within the workplace is more strongly correlated to elements such as senior leadership, company culture and values and opportunities for growth. It is these intangible factors that can have a significant impact on employee retention.

Click to watch the video.

In fact, when it comes down to it, there is one overarching company perk that all employees crave that costs nothing: praise. It’s as simple as taking the time to commend your employees where that praise and credit is due.

“In this fast-paced business environment we work in, leaders are often focused on the financial side of the business and forget the importance of their everyday interactions with their employees,” says Anne Hayden, vice president of human resources for MRINetwork. “It’s really the small things like a simple acknowledgement or word of thanks that can make a world of difference. Without those words, no amount of incentives or bonuses will provide employees with the real and meaningful recognition they’re looking for.”

The goal is not to encourage flattery or give false praise, but instead to find the right opportunities to give authentic and honest recognition. Everyone deserves praise for their individual talents and hard work. It’s your job as a manager to see that potential and bring out the best in your employees.

Here are three tips for generating a positive praise culture in your workplace:

Be authentic

Don’t praise just to praise - your employees will see right through a false compliment and they’ll be left wondering what you’re hoping to get out of them. Praise should be organic, the natural reaction to a job well done. Take the time to sit down and really explain what it is they did so well.

Use specific examples of what they’ve done and how it benefited the company as a whole. Encouraging them to keep up the hard work exemplifies how their individual contribution made a positive impact, which is always nice to hear.

Put yourself in their shoes

Consider the last time you were commended for your long hours, extensive research or hard work. Did you feel appreciated? Your employees are seeking the same kind of feedback. Each individual contributes something of great importance to your company, and deserves to be recognized for that.

Displaying true personal interest in your employees shows that you are invested in not only the work they generate, but them as a person as well. When employees feel genuinely appreciated, it cultivates stronger dedication to any given client, project, report and the company as a whole.

See the potential in everyone

Finding areas to praise may be difficult in some situations. It’s important to remember that everyone brings something to the table and each has his or her own talents. Perhaps they consistently boost team morale, or maybe they’ve been dedicated to the company for years. Whatever it may be, it’s your job to support them, encourage them and praise them.

“While recognition may seem like such a simple and obvious thing, its impact is frequently overlooked, especially when a company does not have the ability to provide extraordinary perks or benefits,” says Hayden. “By spending a few moments to sincerely commend your employees, you, your team and your company as a whole will reap the benefits. Or as many like to say, it pays to praise.”

The Trevi Group
www.TheTreviGroup.com

5 Hiring Mistakes That May be Hurting Your Employer Brand

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Throughout 2016, despite some contractions in the labor market, hiring has continued to increase. Within the last 12 months through April, an average of 232,000 new jobs has been added each month. Many companies are focused on expanding, but are finding it difficult to locate enough skilled talent, especially in the executive, managerial and professional job market. In this sector, which is candidate-driven, employers continue to lose great candidates who are accepting other job offers. So as a hiring authority, what key mistakes could you be making that might be damaging your employer brand?

The 2016 Recruiter and Employer Sentiment Study conducted by MRINetwork, reveals that the inability to find quality talent coincides with lengthy hiring practices, lower than expected compensation, and the failure of prospective employers to sell their brand, the role and advancement opportunities. Retention is also challenging, as high performers recognize more jobs are available and feel more confident about pursuing them.

Based on the Study findings, the following mistakes may be hurting employer brands:

Mistake #1: Not recognizing the implications of a candidate-driven market.

According to the survey, 86 percent of recruiters and 62 percent employers agree the professional labor market is candidate-driven in most industry sectors. The best candidates have other job options, so your value proposition must clearly articulate how coming on board would benefit their career. Assuming that candidates should feel lucky to be invited for an interview with your company is probably the biggest mistake of all. Focus on providing a streamlined and positive interview process that keeps applicants informed of where they stand every step of the way. Most importantly, be sure that everyone on the interviewing team provides consistent messaging about the role and clearly articulates why your company culture and values make it an enviable place to work.

Mistake #2: Believing that compensation is the top deciding factor for high performers who are looking to make a job move.

Forty-nine percent of employers believe competitive salary is what’s most attractive to candidates about their organizations. Seventy-two percent of recruiters say the top deciding factor for a job move is advancement opportunities. While compensation is important to candidates, immediate and long-term advancement opportunities are what drive talent to join a new company, as improved compensation is implied with upward mobility. You need to have real examples to share with candidates regarding how your best employees advanced within the company and how upward mobility is a part of the organization’s culture.

Mistake #3: Deciding that a key strategic hire must always be a permanent employee.

More companies are creating blended workforces that include permanent hires and highly-skilled contract employees. The survey indicates that 63 percent of employers are either offering contract engagements, or are giving more thought to them, based on the level and requirements of the role. Knowing how to attract a contract worker is key.  While competitive pay is a starting point, skilled contractors need to be sold on the value their expertise will bring to your project, as well as the potential to be exposed to new technologies, and ways of approaching business that will expand their professional experience.  Your recruiter can help you determine when it makes sense to bring on a contractor, and then help you fill and provide back office support for these engagements.

Mistake #4: Making your employer branding and employee engagement strategies a one-dimensional effort.

Bringing on strategic hires is the top focal point for many employers (39 percent). Recruiting is now going beyond the realm of simply finding talent, by executing a more comprehensive array of strategies -- both proactive and reactive -- that will position companies as employers of choice.  As you begin developing these strategies, be sure to include members from all departments.  Their insight will help deliver a more well-rounded, targeted approach to employer branding and employee engagement initiatives.

Mistake #5:  Requiring that candidates endure at least three interviews.

Fifty percent of employers are frustrated most with the lack of skilled talent in many sectors.  While this is a common challenge, hiring authorities need to be able to act quickly when they come across great candidates. Lengthy hiring practices are the main reason companies are unable to keep top candidates engaged, and ultimately get them to accept a job offer.  Alternative measures like team interviews where companies ask candidates to participate in routine business exercises such as brainstorming or planning sessions, can provide insight on the applicant’s personality and likelihood of fitting in to the company culture, while reducing the interview process from three to two steps.

When you put these 5 hiring mistakes together, it’s clear how they may be impacting your employer brand and your ability to attract top talent in an already tight candidate market.  The hiring landscape and candidate expectations have changed. Companies that want to attract and retain the best talent, will need to revisit their interviewing and talent management approaches, to create a strong employer brand.

To view a summarized overview on hiring mistakes that can be easily distributed to others in your organization responsible for hiring, click here. To view the complete Study, visit MRINetwork.com/Recruiter-Sentiment-Study.

The Trevi Group
www.TheTreviGroup.com 

People Analytics: The Big Data of the Employment World (Video)

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What if high tech companies knew why top engineers quit and how to build work environments that would get people to stay? What if product companies could analyze the demographic and experiential factors that correlate with high-performing sales people? What if healthcare companies could determine why certain hospitals have higher infection rates and what people issues are behind these problems? Today these outcomes are being achieved through the use of people analytics, providing leaders with keen insight into employee behavior that is needed to make critical workforce decisions.


Click to watch the video.

“People analytics work by gathering workforce data - experience, demographics, work history, etc. - and feeding this information into advanced computer models," says Anne Hayden, vice president of human resources for MRINetwork. “Leaders can leverage this information to help gauge, predict and make decisions about everything from retention probability to what will motivate top sales people in the organization.”

Matching data elements to human capital needs in a way that impacts decision making yields a number of key benefits:

  • Reducing attrition. Identifying top employees who are about to leave the company can save a company millions of dollars in lost talent. Factors such as location, pay scale and personality type can be fed into an analytics system to pinpoint staff who are most likely to exit. From here managers can spark conversations with direct reports about how to evolve their roles, increasing the odds of preserving the best people in the company.
     
  • Anticipating performance. Impressive credentials cannot truly predict a candidate’s on-the-job performance. People analytics addresses this gap by helping to identify candidates who are unlikely to mesh with a company’s corporate culture. Hiring managers can then decide on additional line of questioning that will provide more insight as to whether applicants will be a good fit.
     
  • Enhancing employee morale. Analytics leveraged though simple employee surveys can gauge levels of dissatisfaction, and point to initiatives such as career-development planning and connecting high performers with training programs that will boost employee morale and willingness to stay on board. This type of data can be especially helpful in uncovering company-wide issues that employees may be reluctant to share face-to-face with leadership.

According to Deloitte’s Global Human Capital Trends 2016 report, 77 percent of all organizations believe people analytics is important; successful implementation, however, depends on getting the process right.

Hayden recommends the following for applying people analytics to your company:

  • Stay focused on business priorities. Start with problems management cares about, such as sales productivity, product quality or customer retention. Spend time where the company makes money, and people analytics projects will pay for themselves.
     
  • Build a people analytics team. Building an analytics model alone will not solve business problems. Companies must recruit the right talent and integrate analytics efforts, involving various business partners and consultants on employee engagement, recruitment analytics, learning analytics, compensation analytics, and workforce planning. A successful analytics team will engage directly with the business and help apply the findings to real interventions or management changes.
     
  • Explore new technologies. Nearly every talent management provider now offers off-the-shelf analytics. Teams need to find the right mix of technologies to look at their data in an integrated way that represents the various domains of the analytics team members.
     
  • Invest in cleaning data. The highest value in analytics comes after the company is running a reliable database. Out-of-date employee records, for example, can provide analysts with less-than-accurate information. Only by establishing best practices for scrubbing, migrating, collecting and analyzing data can valuable business insights be extracted.
     
  • Focus on security, privacy, and anonymity. Leading organizations define security policies as part of their people analytics governance early in the process. They realize the importance of understanding the complex issues surrounding data security, privacy and identity protection up front.

The strategic goals of any organization are enabled by the successful performance of its workforce. “Rich data sources, coupled with analytics capabilities and tools, reveal how people are contributing to the desired outcomes, defining ways to maximize business performance,” adds Hayden. “Analytics are no longer an abstract concept; when you combine them with the human aspect of assessing a candidate or employee’s experience, skills, cultural fit and potential within the organization, you are left with a more well-rounded approach to building and engaging strong teams.”

The Trevi Group
www.TheTreviGroup.com