ASC Launches Workforce Optimization Suite neo 3.0
ASC, a software company with innovative solutions to record, analyze and evaluate communications, announced the release of its neo 3.0 Workforce Optimization (WFO) Suite, comprising quality and performance management, communications recording, speech and desktop analytics, eLearning/coaching, customer feedback and workforce management. ASC’s WFO solution is available in a multi-tenanted Cloud-based offering and provides cost savings, low entry barriers, fast and easy deployment and a permanent technology refresh.
New Avaya Contact Center Solutions Help Companies Master the Omni-channel Customer Experience
Avaya announced new and enhanced Customer Experience Management solutions to help businesses eliminate the fragmented, high-effort service that jeopardizes customer loyalty and revenue growth. Avaya Customer Experience Management (CEM) solutions help deliver that holistic, proactive experience by enabling companies to centralize and orchestrate all mobile, web and contact center interactions that occur throughout a customer care cycle. Companies can now easily design and manage interactive proactive outreach and self-service applications over SMS and email along with existing mobile, phone, video, and other touch points from a single platform.
Survey: Training and Certifications Important to IT Professionals’ Career Growth but Employer Support Lacking
Spiceworks, a professional network for IT, announced the results of a new survey examining the IT training and certification priorities and plans of IT professionals in North America and EMEA. The report “Making the Tech Grade” shows 84 percent of IT professionals believe IT training is very to extremely valuable, and most believe it can increase job opportunities and salaries. However, 39 percent of IT professionals say their employer places limited to no value on IT training, and 54 percent said they would pay for all or some of their training courses on their own.
More than 75 percent of IT professionals plan to enroll in new training in 2014
- According to the IT professionals surveyed, 47 percent took at least one training course in 2013, and 78 percent plan to enroll in a course this year. Of those who are not planning to take a training course in 2014, 67 percent plan to train themselves, 63 percent believe training is too expensive, and 62 percent don’t believe they have enough time.
- When asked what specific types of training courses they were planning to take in 2014, 43 percent said virtualization training, 39 percent cited networking, and 34 percent said operating system and information security courses.
- Of those who have taken or plan to take a training course in 2014, 62 percent plan to attend a self-paced, online course while 44 percent plan to attend an instructor-led class.
Overwhelming majority of IT professionals see certifications as at least somewhat valuable
- Ninety percent of the IT professionals surveyed see vendor certifications as somewhat to extremely valuable, although only 19 percent received a new certification in 2013. Forty-one percent are planning to receive a new certification in 2014.
- IT professionals believe certifications can have a positive impact on their career. Sixty-seven percent said they can help increase the job opportunities available to them, 55 percent said they can improve their credibility and half said certifications can help increase their salary or rate.
- Vendor certifications IT professionals view as important to their careers mirrored their training priorities. Certifications from Microsoft, Cisco and VMware were rated as the most important to have.
Global Business Growth Jeopardized by the Failure of Organizations to Adjust to 21st-Century Workforce
The highly connected and global 21st-century workforce is here and, according to the Deloitte Global Human Capital Trends 2014 report, organizations are not prepared to respond to the challenges it represents. According to the report, the single biggest challenge cited by most (86 percent) respondents is leadership development, followed by retention and engagement (79 percent), and reskilling the HR function (77 percent). Importantly, most respondents indicate that their organizations are not ready to address these challenges.
The 12 trends identified in the Deloitte Global Human Capital Trends 2014 report can be analyzed within three major categories: 1) attracting and engaging, 2) leading and developing, and 3) transforming and reengineering the HR function. Trends highlighted in the report include:
Attract & Engage
Reinventing talent acquisition: Even as the majority of respondents (62 percent) say their organizations rely on social tools for sourcing and advertising positions, when it comes to fully utilizing analytics for recruitment and staffing, more than half (54 percent) indicate that their practices are “weak.”
The overwhelmed employee: Information overload and the always connected 24/7 work environment are overwhelming workers, undermining productivity and contributing to low employee engagement. Sixty-five percent of executives responding to the survey rate the overwhelmed employee phenomenon as being an urgent or important trend, while 44 percent say that they are “not ready” to deal with it.
Engaging the 21st-century employee: Millennials will make up 75 percent of the workforce by 2015, and 66 percent of the respondents report “weak” capabilities when it comes to providing focused leadership programs for Millennials and 58 percent of executives report “weak” capabilities in “providing programs for younger, older and multi-generational workforces,” underscoring the challenges associated with a multi-generational 21st-century workforce.
Shifting from diversity to inclusion: Nearly all respondents say their organizations promote diversity, but most fail to realize the business benefits of a diverse workforce. About one-third (34 percent) of respondents say their organizations are unprepared in this area, while only 20 percent claim to be fully ready.
Lead & Develop
Developing leaders at all levels: Eighty-six percent of respondents in the Deloitte survey rate leadership as “urgent” or “important,” however, only 13 percent say they do an excellent job in developing global leaders.
The quest for workforce capability: While 75 percent of respondents rate “workforce capability” as an “urgent” or “important” challenge, only 15 percent believe they are ready to address it.
Time to replace “rank and yank”: Even as the nature of the work done by a majority of employees has changed dramatically, the way organizations evaluate employees has not. Only eight percent of respondents believe their organization’s performance management process drives high levels of value, while 58 percent say their current performance management process is not an effective use of time.
Corporate learning redefined: More than two-thirds (70 percent) of respondents surveyed see new learning methods, such as free online and mobile learning platforms, as “urgent” or “important,” yet only six percent say they have mastered the content and technology capabilities needed to make online learning accessible and compelling for their employees.
Transform & Reinvent
Delivering on big data: Talent analytics is starting to enable HR departments to make informed talent decisions, predict employee performance, and enable advanced workforce planning. While 78 percent of respondents from large organizations (with 10,000 or more employees) rated HR and talent analytics as “urgent” or “important,” enough to place analytics among the top three most urgent trends, 45 percent of the same respondents rated themselves “not ready” when assessing their readiness in HR analytics—among the lowest readiness rankings for any of the 12 global trends.
Racing to the cloud: Organizations are rapidly moving away from legacy systems to implement a new breed of highly integrated, cloud-based talent and HR systems. More than two-thirds (68 percent) of Deloitte’s respondents say that HR technologies are “urgent” and “important” and yet 56 percent report no definitive plans for their HR systems.
The global and local HR function: Global HR and Talent Management, an integrated global operating model that allows for customizable local implementation, is the second most “urgent” and “important” trend for large organizations around the world (those with 10,000 or more employees), according to the survey.
Reskilling the HR team: More than one-third (34 percent) of the respondents report that their HR and talent programs are just “getting by” or even “underperforming” and twice as many respondents rate HR and talent programs as “underperforming” (10 percent) compared to “excellent” (5 percent).
What’s the Next Big Thing in Customer Experience?
There is no doubt that 2014 will be the year when technology will potentially dominate the world of customer experience. But should it? The danger is that we can all too easily focus on the widgets and whistles and forget how humans actually make decisions—through their emotional connection with a brand. We are of the view that the experience should drive the technology—not the other way around.
7 New Faces of the C-suite
Today's businesses are rapidly introducing new roles into the C-suite to address emerging technology and challenges in a digital, online age and to better manage their talent. Here are seven new faces you're likely to see in the C-suite.
The New World of IT Recruiting
Securing talent for the future is the pre-eminent issue facing CIOs today. The IT department's role has changed dramatically, and so have the skill sets required for success.
Getting Employee Buy-In For Your BYOD Policies
Creating balanced BYOD policies that ensure your organization's data security is no small feat. If your policies are too restrictive, no one will participate. You need to think outside of the security box. These 5 tips can help IT to ensure the proper BYOD balance.
Meeting Employees Halfway
Employees often view meetings as a waste of time. But if managers can strike the right balance when leading meetings, they can exploit an already established part of the workday to boost employees’ morale and productivity.