offboarding employees


The right way to say good-bye...

It’s never easy saying goodbye to an employee, is it? While the recruitment process is all positivity and good first impressions, the off-boarding process can suffer from awkward emotions, (and possibly) fiery tempers, but it doesn’t have to be this way.

Off-boarding is a somewhat new term which describes how to effectively manage the process of departure for an employee exiting an organisation. 

An effective off-boarding strategy involves more than processing paperwork and logistics. When you off-board employees properly, you are aiming to create brand ambassadors that will improve your ability to attract the best employees in the market now and into the future.

Most people think of the employee life-cycle as linear, but it is in fact circular. Your off-boarding strategy will impact your recruiting strategy directly, so you’ll want to make sure that it is seamless and stress-free so you and your employees get the best experience possible.  Here are 9 steps to a successful off-boarding which you may find useful:

1.     Use the ‘12 stranger litmus test’. This test is a philosophy which gives you an outside perspective on your organisation and processes. To do this you must consider what 12 strangers would think about your off-boarding experience. This can often be an important first step in understanding how individuals’ with no insider understanding of your organisation would judge the fairness of your off-boarding strategy. This test is a useful strategy to help you evaluate your current off-boarding procedures to make sure they are fair. 

2.     Don’t panic or give in to emotional reactions. The employee has their reasons for leaving so engage them with respect and understanding – this will encourage employees to feel more comfortable in providing honest feedback in the off-boarding process. If employees feel that their opinions and recommendations are respected and acknowledged by your organisation, then they are more likely to spread positive word of mouth. The off-boarding process can be an emotional time for you and the departing employee, so remain calm and collected. DON’T make impulsive counter offers to keep them at your company by any means, and DON’T accuse them of disloyalty. 

3.     Construct a timeline. Here is your chance to lay out a plan that will best suit you and the departing employee. Establish a clear timeline in advance which details: who will be replacing them, and what strategies can be applied to make their exit process a smooth transition.

4.     Set up an apprenticeship learning program. If you have constructed an effective timeline, you will be able to have the replacement working with the departing employee as an apprentice. This cross-over means that valuable training, intellectual property, and know-how can be passed onto the new recruit. Professor Dorothy Leonard of Harvard Business School notes that many departing employees have critical business and experienced based knowledge, so it’s important not to lose that knowledge in the off-boarding process. Although you cannot “clone” an employee, an effective apprenticeship program will allow the replacement to identify what is required of the job and how the previous employee matched those requirements.

5.     Set up a Q & A. If you are short on time and cannot appoint a replacement, Professor Leonard recommends a Q & A meeting between the departing employee and the rest of the team to allow the employee a chance to share their experience with your company.

6.     The exit interview. The exit interview is your best chance to understand whether there are, if any, ineffective procedures within your workplace. To discover any ineffective procedures, engage the employee in a positive atmosphere that allows the employee to be candid about their feedback towards the company. Focus not only on why the employee is leaving, but on what improvements could be made to the company from the former employee’s perspective. By granting the employee a chance to speak honestly about their time at your company, you allow closure for the employee, and a higher likelihood of them becoming your brand ambassador.

7.     Remove access to company assets. Following the exit interview, make sure you remove the departing employee’s access to any company assets. Failure to do so may lead to theft of intellectual property and assets. Remembering this step is an absolute must.

8.     Create an alumni group. Creating an alumni group can cultivate positive employee relations and job opportunities. Leonard also notes that departing employees are taking the next step in the careers – this increases the likelihood of them feeling good about the place they’re leaving from. If departing employees are thought of as ‘alumni’, there is a greater chance that they will have positive feelings about the place that they have left.

9.     Provide additional outgoing services. By providing career workshop sessions, mock interview sessions, and outplacement support teams, employees will leave the company knowing they were treated fairly and with respect. Showing employees that you are willing to support their career change will increase the likelihood of them promoting the procedures of your company.

An effective off-boarding strategy aims to benefit you and the departing employee. Remember, the employee lifecycle is circular and just because an employee is leaving, it doesn’t mean it is the end.


By following these steps, you are giving your company the best chance to improve your brand reputation, and attract talent later down the line. If you ever get stuck, just keep this final thought in mind: if you were the departing employee, how would you like to be said good-bye to?  



Employee engagement refers to the degree to which an individual feels a passion for and commitment to his or her workplace. This is important because an engaged workforce is the difference between an organisation which keeps itself afloat and one which thrives. One company with a solid understanding of employee engagement is Zappos, a successful online retailer. But before we look at Zappos, let’s take a closer look at the different types of employee engagement.

A recent article by the Gallup Business Journal outlined three levels of engagement that employees may exhibit:

1.      An engaged employee feels passionate about and connected to the company for which they work. They are happy to bring their innovation and skills to move the company into the future.  

2.      An employee who is disengaged will only complete the minimum amount of work and they will not display ‘discretionary effort’. That is, they will not put in any additional time or effort above what is expected. They merely show up, and lack the motivation and enthusiasm of an engaged employee.

3.      An employee who is actively disengaged is more than unhappy or unmotivated. This is displayed through behaviour such as completing less work than required, or creating difficulties for fellow employees.

Knowing the distinctions between levels of employee engagement is a great start, but how can that knowledge be put into practice?

As mentioned above, Zappos is an online shoe and clothing store based in Las Vegas. They are thriving in an extremely competitive environment, and they are doing so because of their commitment to employee engagement and customer satisfaction. For proof of this, we need look no further than their customer base, which exceeds 7 million, and the comparison between the resumes they receive in one year (30,000) and their available positions (300). 300,000 people want to work at Zappos each year, possibly due to the innovative strategies Zappos uses to keep their people happy and dedicated:

·         Zollars are a form of internal currency that Zappos employees receive for volunteering to help with different tasks, taking part in training or answering questions. These company dollars can then be redeemed for exclusive Zappos merchandise, a donation to charity or movie tickets. 

·         The Co-worker Bonus Program involves co-workers rewarding each other with a $50 bonus. A bonus can be given once a month by each employee but there is no limit to how many bonuses an employee can receive, providing those bonuses are given by different employees. 

·         The HERO Award operates alongside the Co-Worker Bonus Program. The HERO Award is given to someone who wholly embodies the core values of the company, and employees are nominated when they receive a co-worker bonus.

·         Master of WOW Parking refers to an ideal parking spot being given to an employee for one week after they were nominated for the reward by a co-worker.

These peer-driven incentives are part of Zappos’ shift from a hierarchical organisation to one based on Holacracy. In other words, they are creating a system which strives to provide employees with more power and control over their work. This is a smart move, as the Ivey Business Journal noted that giving employees a sense of control was one of the 10 most effective means of fostering employee engagement.

The “10 C’s of Employee Engagement” outlined by the Ivey Business Journal are evidently an integral part of Zappos, but they could be adopted by any organisation to the same effect.

The 10 C’s can be simplified into two categories: the types of tasks employers can assign their employees and how and what they communicate with employees.

Tasks
·         Assign employees tasks that give them a sense of control or autonomy. For example, consulting with individual employees about areas in which they may want to improve or extend themselves can prove a good way to do this.
·         If possible, have employees work in teams, at least on occasion. This can encourage them to rely upon and collaborate with each other. While you may feel you already do this, there are several factors you could consider when assigning teams which will optimize task performance and engagement:

·         The size of the teamresearch has shown that in teams of 5 or more, social loafing can occur, a phenomenon whereby some team members contribute little – if any – effort, leaving others to do more than their fair share. To avoid social loafing, this research suggests teams should, where possible, consist of 5 members or less. Zappos CEO, Tony Hsieh stated his awareness of social loafing, specifically, the notion that cities, contrary to organizational teams, tend to see a productivity increase of 15% per resident when their population doubles. Hsieh cites this as the main reason for trying to “structure Zappos more like a city and less like a bureaucratic organisation.”

·         The personalities of different team members – if all team members are dominant and seek a leadership position, they are unlikely to successfully co-operate. Conversely, if all team members are passive and quiet, they may co-operate but struggle to make decisions. This highlights the importance for some diversity even in small teams to ensure optimal performance.

Communication
·         Congratulate employees on their effort/a job well done in a variety of ways. This includes but is not restricted to verbal praise and/or financial rewards.
·         Ensure that employees know they are making a meaningful contribution to the organisation by providing information and feedback in relation to the company performance and their own.

·         Employers should explicitly convey their expectations of employees to avoid miscommunication.

·         Provide employees opportunities for career advancement.
·         Managers can give their employees a clear vision of the goals of the organisation.
·         Beyond this, they should also provide specific and achievable goals at an individual or department level.  

Zappos is particularly explicit in its desire to deliver a “WOW” service to its customers and staff. This is well recognised, as Zappos ranked #6 on Fortune Magazine’s “100 Best Companies to Work For” in 2011.

In fact, Zappos is so good at keeping their employees interested in and devoted to the company, that they spawned Zappos Insights, an organisation specifically designed to “help share the Zappos culture with the world.”

So why should an organisation strive to have its employees engaged as much as possible?
In a nutshell: engaged workers are productive workers, and they create a well-functioning organisation. The benefits of employee engagement are not restricted to the employees themselves. They have a significant impact on the overall reputation and performance of the company, as the Zappos example clearly displays.

Zappos treats its workers like human beings, not just numbers or cogs in the Zappos machine, and the results are undeniable.


The lesson is clear: If you want employees who are engaged within their company, make sure that you are engaged with them first. 

Power is a word that is bandied about in the media, dropped in headlines and used to describe everything from dictators and politicians, to the everyday person and their ability to create change. The definition of power becomes murky in the context of the workplace, but it becomes clearer when we ask the right questions. 


Firstly: What is power?

Very simply, power is the ability to act. It is often associated with the ‘strong and mighty’, but power is exercised every time we make something happen in our own lives or in others’. Every individual, no matter size, strength, or position uses power. We do this every day, from the moment we decide to get up out of bed to the moment we decide to fall asleep.


Why does power become so complicated in the workplace?

Power takes on different forms when it is extended outwards and exercised in a workplace context. The context that we’re in determines how power manifests itself. Often, you don’t notice power paradigms until you become consciously aware of them. People are most likely to notice power when they reflect on a situation where they felt dis-empowered. This means that most people are completely oblivious to how power works on a day-to-day basis.

Because power is used by everyone all the time, understanding power in the workplace can help you deal with co-workers, avoid being bullied, and support your team. Each manifestation of power is attained differently and can be broken down into several categories, as detailed below:


1) Coercive Power
Uses threats or force to make others listen to you and to change their behaviour. Coercive power is often associated with the boss who bullies, belittles, and badgers his employees to “do as they're told”. It can bring with it feelings of loathing and anger towards upper management. This type of power paradigm can fall away outside of a workplace environment because the workplace hierarchy is what supports it, outside of this context, the hierarchy is shattered.


2) Connection Power
Is the power of association. Connection power is based on who you know, who will support you, and the level of power they  wield. It is often used in second-level management, where people are in a position that allows them to make decisions, with the proviso that someone above them approves of their choices. The manager who defaults to: “don’t make me tell upstairs about this, just do as I say” is a person who is using their relationship with a senior as their power base. With this type of power, reputation of the connection alone, can be enough to deliver someone extra perceived power, yet, this type of power can quickly deteriorate if they are no longer supported by a superior.


3) Expert Power
Is the use of knowledge or skill to place oneself in control. If you have, or are seen to have expertise in a specific area, people feel obliged to listen to your council and act accordingly . This power rests on your ability to be the leading source of knowledge in a field and to help fix problems or generate new ideas. Expert power is maintained through keeping up-to-date with the most recent information and constantly honing your skill. If people doubt your level of proficiency, either due to failure or lack of knowledge, this power quickly evaporates.


4) Informational Power
Is the ability to access information that is key to completing a task or achieving a goal. It is closely related to expert power, but doesn’t require expertise. Rather, it requires being able to access information, and then use it to drive a project or complete deals. Much like expert power, if your ability to access the necessary information is severed, so too is your ability to exercise this power. 




5) Legitimate/Positional Power
Is the power granted through title or position and so it can be linked to authority. This type of power allows you to make decisions and delegate tasks, because the workplace hierarchy allows you to do so. This type of power is often tied to the level of responsibility that the position entails. For example if you are in charge of a department, the success or failure of that department rests on your shoulders. If the team fails, then you are held accountable, but, if the team succeeds your power is maintained. 

Issues tend to arise when the perceived power and responsibility becomes unbalanced. If the level of power that someone is given outweighs the individuals’ capacity to effectively use it, people will lose respect for the individual believing that they don’t deserve to be in such a position, thus straining the relationship and causing unrest.  


6) Referent Power 
Is the ability to influence through loyalty, respect, friendship, admiration, affection, or desire to gain approval. Essentially, it involves one person influencing the actions of another because of their desire to like them, or be liked by them. One example of this is the charismatic leader who makes other people feel good about themselves, this person is given power because other people want to be liked by him or to be like him in some way. On the other end of the spectrum is the sycophant who is always ‘sucking up’ to the boss. This person tries to create allegiance or affinity where there is none, in order to gain favour. 

Referent power is related to connection power because both use the power of association. In this case referent power can be used by both parties and can be less obvious to detect. 




7) Reward Power
Is anchored in the ability to bestow rewards. For example, the person in the company who assigns bonuses, job assignments, rosters, etc. While this power often comes with authority, authority or position are not required. 

Often, the person with the power to give rewards is put in a difficult position. If they are seen to favour someone in particular, or to be too democratic in their distribution of rewards, they can be looked down upon and the rewards lose their power. This form of power is also easily taken away, if the person in charge of rewards has their budget stripped away or their role is changed, they are likely to lose a lot of their reward power.

As you’re probably thinking, if one person is given a lot of power, such as: the ability to hand out rewards, legitimate/positional power, and connection power, then they are the most powerful person in the building! You’re also probably remembering back to a time where you felt dis-empowered and now you can explain exactly why that was. Remember though, power is simply the ability to act. 

In the end, if we are aware of how power manifests itself, avoid its pitfalls, and use it to maximize our potential, it can be a valuable tool. If we realise our own ability to act, and encourage those around us to do so, we can all become masters of power.

The terms ‘skills, abilities, knowledge and competencies’ are often used interchangeably to describe the same concepts. In general conversation this is fine, but when it comes to writing a job description, assessing candidate fit, or conducting a performance review, understanding the meaning and implication of each word becomes vital.

Although the differences can seem small, they have a large impact on how we describe people in relation to their job and thus their perceived competence. For example, ‘skills, abilities, knowledge and competencies’ are words that will be used in an employee review, if used incorrectly, their meaning can be misinterpreted. This could lead to miscommunication and misunderstandings if there is a difference in how two different HR professionals understand the terms.

So, how do all of these words differ from each other? Here are some definitions:

Ability

Ability is an innate quality that one ‘does’ or ‘does not’ possess, ability is not something that can be learned or developed unless it is there to begin with. Simply, abilities are the qualities needed to perform certain behaviors and whether someone is able or not is dependent on their pre-existing qualities.  You can think of this much like potential.

Take, for example: ‘the ability to organise oneself’. If someone is not able to organise oneself, it means they have not developed the underlying qualities necessary to support their ability.

The definition can become complicated though because there are also degrees of ability.
Someone can be extremely able, but then not use their ability. Likewise, someone can have very little ability to organise themselves, but can work very hard, with the little ability that they have, and maintain some level of organisation.

If someone has a high degree of the underlying qualities needed to give them ability, then that ability can be translated into, and practiced as a skill.

Skill

A skill is something learned through experience. It is used to carry out complex activities or job functions to achieve pre-determined results. A skill is not an innate behavior and must be developed and improved with practice. A skill can be developed through getting specific training or learning as you go, but always starts off as unfamiliar.

Knowledge

Knowledge is the level of education, experience or training that an individual must have at a minimum to be considered qualified for a role. For example, some job advertisements may state that they are willing to accept graduates for a role, while others may state that the applicant must have 5 years of experience in a similar role. Knowledge can be further described as the theoretical or practical understanding of a subject, or the ability to apply the information to different situations.

Competence is different from the other terms that we’ve covered so far. It is defined as the combination of related abilities, knowledge and skills that enable a person or organisation to act effectively in a job or situation. Competencies are described in ways that are observable, measurable and based on performance.

The abilities, knowledge, and skills required for someone to be termed ‘competent’ will be dependent on 1, what they are being measured against, and 2, the method of evaluation.
If one person is referred to as ‘competent’ at their job, versus being ‘competent’ at a specific function of their job, they are being measured on two different competencies. 

For example, if an accountant is being measure on their competence with working with numbers, this is one measure of competence. If an accountant is being measured on their ‘competence’ in their role as an accountant by a client, this is another separate measure.
If two people disagree on whether a person is ‘competent’ or not, within a certain area, it means those two people have different ways of measuring competence; such as arithmetic ability or client satisfaction.

Back to our accountant example: If one person thinks that the accountant is competent at working with numbers and another person disagrees, we have to look at how they’re being measured. This is why having an objective measure of assessing competencies is very important, or, at the very least, making sure to agree on the abilities, knowledge and skills required to be competent in in a certain area.

We’ve covered some very precise distinctions in this article but it’s often that these misunderstood and misused terms create huge problems when it comes to assessing new candidates, communicating with your team and conducting employee reviews.


So, if you’re feeling competent… What’s the difference between ability, skill and knowledge?  




The Turnbull Government recently made a 1.2 billion dollar cut to the healthcare industry, which will present several challenges to Australia’s ageing population and for the people who care for them. Heavier strain is placed on aged care providers because more Australians are dependent on these services than ever before. Higher demand will require well-trained staff to fill the gap. Thus, human capital will be a key area for aged care businesses looking to thrive in the new market conditions. Specifically, the assessment of talent in the aged care industry presents hidden opportunities to maximise a competitive advantage in an environment where cost cutting and limited budgets are the norm.

More demand:

The Department of Social Services states that over 15 per cent of Australia’s population is aged 65 years or more (3.5 million people); this number is projected to rise to 19 per cent by 2034. This means, in the coming decades, there will be 416 million Australians who may require aged care services. According to Professor Hugo, one of Australia’s most distinguished demographers, Baby Boomers entering retirement are 8 times more likely than the previous generation to have three or more health problems. Specifically, dementia is one major factor which highlights the need for a highly skilled workforce. Along with high demand and a more highly skilled workforce, the model of delivery itself is changing.

A new model of service means a new business approach:

The aged care sector is approaching another milestone. This milestone requires a reassessment of the service delivery model, as well as who will be delivering these services in the future. The need for complex care is increasing, partially due to those over 65 not having access to the National Disability Insurance Scheme (NDIS). This may place aged care providers between government, economic uncertainty, and rising community expectations.

Tim Binstead wrote, “according to Leading Age Services Australia (LASA), 38 percent of aged care providers were already not viable due to budget cuts”. As a result of market consolidation, independent aged care providers may be forced to close down, exit the industry or lower their standards of care.

The cuts push the industry into a customer-centric business model i.e. the Consumer Directed Care Model (CDC). The CDC model puts more power in the hands of individuals when it comes time to decide which services they wish to use. Part of this approach is the My Aged Care System, which has received 136.6 million dollars in funding, in spite of cuts to other areas within the industry.

Aged care providers are now presented to ‘customers’ in a standardised format on the My Aged Care website. The My Aged Care System may be of little help, because aged care providers will now need to stand out in a ‘marketplace’ in order to drive revenue growth, rather than relying on reduced government backing.

Aged care providers cannot compromise in terms of food standard, levels of service, facilities and staff. Finding ways to curb expenditure and gain a competitive advantage requires a growth in the skilled workforce along with differentiation through customer experience.

The updated formula may consist of: revenue from new patient/client referrals based on superior patient/client experience, provided by skilled and compassionate staff. One of the most significant ways to impact this customer experience is to attract highly competent staff, and most importantly, improve the methods used to select them in the first place.

For example:

“The 2012 workforce survey found that three quarters of aged care homes and half of community services reported skill shortages in one or more occupations, with the three main reasons being a lack of specialist knowledge, slow recruitment, and geographical location. In rural and remote areas, providers reported difficulty in filling positions across all occupations.”

Currently, there is a workforce shortage and the low suitability of potential employees may exacerbate this issue. The Department of Education, Employment and Workplace (2012) have reported an average of 1.8 suitable applicants per registered nurse vacancy in residential aged care, and only 1.6 suitable applications for every personal care worker vacancy. On top of this, it is estimated the aged care workforce will need to quadruple by 2050 to accommodate the demands of the ageing population. The new challenge for aged care providers is identifying workers with specialist skills. This is the key to maximising a skilled workforce, while minimising costs associated with employee on-boarding and retention. The recruitment challenge will require a re-evaluation of recruitment and selection methods to ensure every hiring decision has a positive impact on the business.

The biggest (hidden) opportunity for aged care providers:

The most important metrics with regards to staff are commonly not measured at all, or if so are inaccurate or incomplete, which means they can’t be improved. Metrics such as staff turnover, time-to-hire, cost-per-hire, and quality of hire are present areas that can be improved dramatically and have enormous impacts on the business.

Identifying competent people is the best place to start. For an industry that is facing strong budget cuts, is consumer focused, and judged mainly on the quality of care, these factors are likely to control the outcome of most aged care providers. Research shows that the cost of a bad hire in health care is between $10,000, to $60,000 per nurse, depending on the nurse specialty[1], so making mistakes with hiring is a cost that can’t be tolerated.

Research into hiring shows that, at a conservative estimate, there is a 40% difference in the quality of output between an average hire and a great hire, when measured in dollar value of output.[2] These figures have an enormous impact on the organisation long-term, especially considering number of employees hired and the length of time they stay with the organisation.

The assessment of skills for carer roles, especially nursing, has traditionally been undertaken by trained interviewers, however, the expense and time involved in personnel selection makes it a very costly process. The traditional application form, resume and cover-letter process takes time to sort through and can be extremely unreliable in predicting future successful performance. This process leaves huge potential for human error and hiring mistakes.

To assess whether staff will be able to cope with the demands of aged care we need to assess the attributes of high-performers in the industry. When we look at the high-performers, we find that few of these attributes can be accurately identified in a traditional face-to-face interview. Personality, including specific personality factors, proves to be one of the keys to predicting job performance in the aged care industry. Specific personality attributes accurately highlight whether an individual will provide average or negligent levels of care, or whether they will provide excellent care, to consequently improve the growth of a service business.

To highlight the impact of personality in a service based business such as the healthcare industry, here is an example: The one factor that dictates whether a malpractice claim is filed or not, is not whether a patient has been given negligent medical care, but how well the patient feels they’ve been treated by the healthcare professional.[3] If bedside manner is the difference between a lawsuit being filed or not, the ability to identify capable staff to provide excellent client care, is a crucial investment that an aged care provider can make.

We would be most interested in what challenges (or opportunities) you see in the current budget, and how you see this changing aged care in the future?

Please email me at info@psychpress.com.au – we would love to discuss different perspectives.

What’s next?
Next time, we’ll be talking about how personality affects the quality of your staff and which metrics you can measure to identify who is predisposed to do well in providing aged care service and who may be unsuited.


We hope our perspective may be useful in managing current challenges in the industry.



[1] LJ Hayes, et al., ‘Nurse Turnover: A Literature Review’, International Journal of Nursing Studies, vol.43, 2006, 237 - 263
[2] FL Schmidt & JE Hunter, ‘The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings’, Psychological Bulletin, vol.124, no. 2, 1998, 262-274
[3] M Gladwell, ‘Blink : The Power of Thinking Without Thinking’, Time Warner Book Group, New York, 2005

HR Technologiesimage


Any sufficiently advanced technology is equivalent to magic.”  Arthur C. Clarke


Regardless which aspect of HR you look at, there are many technologies available to help improve productivity or streamline HR processes. From general monitoring and reporting software, to AI-assisted job posting and even Virtual Reality training and recruitment platforms, the world of HR technology is advancing at a rapid pace.

Despite the wide range of HR technologies available, many HR teams lag far behind in updating their HR processes, while those that do stay up-to-date are likely to have an edge over their contemporaries.

The question is what should you be using? To simplify things we have compiled a list of the ten of the most exciting HR technologies on the market.

Textio is a startup that will help you get the most out of your job postings. Using an AI-powered text platform, Textio analyses your text against words, phrases, and measures that data with thousands of similar documents online. It then provides you with analytics and feedback to help you tweak your job posts to maximize their impact. Future products by Textio will likely focus on areas such as emailing and resume writing.

Reload allows you to outsource the recruitment process by providing a platform for businesses and recruitment professionals to interact. Reload allows businesses looking to hire new talent to quickly and cheaply connect with experienced recruiters. This process saves money by eliminating the need to work with a recruitment agency. Simply post the details of the vacant position and your job posting will be searchable for recruiters experienced in that particular area.

Cyfin is advanced monitoring and reporting software that gives you detailed analytics about employee web-use to improve security and productivity. Cyfin analyzes your workforce’s web usage in terms of site content, visit acceptability, identity (username or IP address) and download stats. Cyfin can also identify instances of online misuse or abuse and can be used across all types and sizes of network environments.

JobDiva is a web-based applicant acquisition and management tool. It provides a range of services including applicant tracking, resume harvesting, synchronization with all major job boards and robust financial tools. The “Resume Search for Skills by Years of Experience” feature is particularly impressive as it eliminates the need for recruiters to manually review piles of resumes. JobDiva can be operational within days and is suitable for recruitment agencies of any size.

Kaleo Software integrates with your company’s email to create a dynamic repository of employee generated content. Kaleo allows your employees to create content, insights and information that can be accessed by anyone in your network. The information posted is organised into questions and answers, creating an expanding FAQ specifically tailored to your business and the needs of your employees. The information created using Kaleo can be accessed wherever and whenever it is needed.

Psych Press assessment-based eRecruitment is the world’s only eRecruitment platform that uses predictive analytics to provide recruitment metrics through the whole selection process. The recruiting manager can access all of these metrics on one dashboard and have candidates stack-ranked by competencies. The selection process uses psychometric testing and online interviewing to quickly and accurately show which candidates are best suited to the position in real time. Candidates are treated to a quicker and more pleasing recruitment process because the whole recruitment process can be completed online. This can benefit candidates that are already working full time or live or work remotely.


Litmos by Callidus Cloud is an award winning LMS that makes training employees, customers and channel partners simple. Litmos is focuses on the corporate and mid-market enterprise but is also suitable for small and mid-sized businesses. Progress and performance can be tracked on an individual basis or in groups and teams. Litmos supports a variety of rich media such as flash and PowerPoint and it includes a HTML editor, assessment editor and survey editor for module building within Litmos. Litmos currently has over 3,000,000 users worldwide across a number of sectors.

 Workable is applicant tracking and recruitment software that allows you to oversee all aspects of the recruitment process remotely. Workable allows you to post jobs to all major job boards simultaneously, manage candidate resumes and set up branded career pages using a simple platform. Workable automatically interfaces with your company Facebook page to increase your audience. Workable also provides a customizable job application form so you can specifically tailor your application forms to suit the needs of your positions.

Indeed is the number one job hunting site on the globe. Indeed aggregates job listings from thousands of websites like company career pages, job boards and staffing firms. More people find work using indeed than any other resource.

Glassdoor is catching up to LinkedIn as the premium site for job posting and recruitment. ‘Glassdoor for Employers’ offers employer branding, recruitment and advertising solutions. Glassdoor also allows you to browse millions of job postings, view employee salaries and read reviews written by employees of the company you are researching.

VR Companies like Sony, Samsung and Microsoft are bringing headset technology to the mainstream in 2016. Although VR technologies are not currently being used in HR there are many exciting possible applications for areas like training, screening and performance management. As these technologies become more common their use in HR will become commonplace. Take a look at Microsoft’s HoloLens technology, if you like tech you’ll be blown away by the possibilities!


Thanks to open source app development it’s only a matter of time before these technologies change HR completely. You never know when the next game-changing technology or resource will emerge so staying up to date with what is out there is worthwhile. Remember, it’s important that you only adopt technologies that will actually benefit you, ask yourself: am I using technology or is technology using me?

To view a demo of Psych Press' Assessment-based eRecruitment which gives you accurate candidate data and reduces your time-to-hire up to 70%...