Here for the beer

    In 2013, Heineken won a Bronze Lion Award at Cannes with its film, The Candidate, an internship contest that attracted 1,734 entries. Stephen Hall speaks to Alfonso Auñón Garcia, global head of talent acquisition and global head of procurement at Heineken, about its latest campaign, an interactive video called Go Places.

    The old hiring process is beginning to look dated. CVs and application forms are individually crafted, and then sent to anonymous inboxes where they’re frequently either robotically responded to or completely ignored without feedback. It can leave candidates frustrated and made to feel that they have wasted their time.

    As the youngest members of the millennial age group become established in the world of work, the most social media-savvy and technologically literate cohort in history is growing particularly frustrated by the recruitment process and companies are beginning to realise that times are changing. Millennials have well-publicised set preferences for flexible working and are instigating the birth of ... View More

    Intelligent hiring

    From Unilever to Goldman Sachs, big companies are turning to AI to hire new recruits. The results have been promising, creating workplace diversity and faster recruitment, but there are still kinks that must be ironed out, writes Ross Davies.

    he hiring process can be laborious for applicants and companies alike. While it may have been expedited by the birth of the internet, jobseekers still face the painstaking tedium of endless form-filling – not to mention getting their CVs and covering letters just right. HR departments must then go through stacks of applications to separate ‘the wheat from the chaff’.

    That is even before the interview stages – a procedure that can take months when a high-level position needs to be decided upon. This process uses precious time that neither party can afford to waste.

    It was only a matter of time before businesses began looking at AI as a means of condensing their recruitment measures into something less time-consuming and more streamlined.

    One such group that has done so is Unilever, which beg... View More

    Joined-up thinking

    Following the purchase of Alcatel-Lucent, Nokia aims to become a prominent force in the internet of things. Jason Collins, vice-president of internet of things, applications and analytics at Nokia, talks to European HR Frontiers about navigating the most interconnected era in history.

    The internet-of-things (IoT) revolution is having a significant impact on HR departments. In 2016, an estimated 137 million working days were lost due to sickness or injury, and IoT devices such as fitness trackers enable companies concerned with employee health and performance to monitor well-being.

    Some HR departments have also used trackers to detect staff whereabouts and monitor productivity. For example, a recent experiment by consultancy firm Deloitte employed sociometric badges – measuring location, voice and movement – to determine whether aspects of work were positive or negative.

    With flexible and remote working becoming more commonplace, devices such as tablets and smartphones are increasingly important tools to every contemporary business.

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    Keep them keen

    Statoil employs 20,500 people in more than 30 countries around the world. Sophie Peacock speaks to Ana Prata Fonseca Nordang, vice-president for executive and leadership development, to discuss how the offshore operator has created an efficient performance culture during a difficult time for the oil industry.

    Houston-based consultant Graves & Co estimated that by February last year, more than 440,000 jobs had been lost in the ongoing downturn in the global oil and gas sector. Statoil’s focus on employee growth has kept the Norwegian company afloat in the challenging conditions that have dominated since 2014.

    As the world’s economy emerges from recession, Statoil is paying up to $2.9 billion for a stake in one of Brazil’s biggest oilfields as it strengthens its partnership with fellow state-controlled operator Petrobras.

    Encouraging staff is an important goal for any company, but this often requires exceeding competitors’ logistical capabilities.

    Future-proofing in an unpredictable industry means maintaining end-to-end commun... View More

    Tomorrow’s people

    Allianz is the largest insurance company in the world, and innovations in leadership and recruitment are crucial to its HR strategy. Angelika Inglsberger, head of talent development at the German group, talks to Sally Turner about identifying and nurturing future leaders, and ensuring diversity.

    Germany is the world’s second-most popular migration destination, yet its population is predicted to fall from its 2002 peak of 82.0 million to 74.5 million by 2050. Around 500,000 workers are set to retire every year, meaning that labour shortages are now common in all sectors, so it has never been more important for the country’s employers to find ways of engaging the best talent.

    Developing diversity

    In the latest Thomson Reuters Diversity & Inclusion Index (October 2017), Allianz ranked 18th out of 6,000 publicly traded companies assessed globally. The insurance giant is now one of the most diverse and inclusive corporations worldwide.

    New initiatives have been launched to drive inclusion and equality in all areas of the busin... View More

    Targeted learning

    With diverse workforces, management consultant companies need to tailor training schemes to suit individual clients. European HR Frontiers talks to Oz Hussein from MDA Training about its range of specialised simulations.

    Please could you describe the history of MDA Training?

    Oz Hussein: MDA Training was set up in 1988 by Professor Walter Reid, a former professor at London Business School. He identified an opportunity in the marketplace for tailored financial and commercial leadership training, with an emphasis on practical application. MDA Training quickly grew, securing contracts with major companies and financial institutions across the world. The company now has seven offices worldwide and portfolio of learning products that are genuinely unique to the marketplace. They range from graduate and leadership development to commercial skills development.

    What kind of experiential training techniques do you offer?

    MDA firmly believes that people learn more from active engagement than passive listening. That’s why its in-class and online business simulations encourage customers to learn by doing. There are no preset outcome... View More

    Knowledge economy

    A happy workforce is a productive one. James Biggs, consultancy and well-being director at Lorica, explains why keeping your staff well informed about company benefits makes sound business sense.

    What trends are you currently seeing in employee benefits and rewards?

    James Biggs: Recently, we’ve seen a distinct shift in mentality; employers are no longer offering benefits simply to meet statutory requirements or be competitive in their industry. Today, the focus is firmly on employee well-being. People have woken up to the fact that having a happy, healthy workforce makes good business sense, and so reward and benefits programmes are being shaped around this.

    How can employers develop an effective employee well-being strategy?

    There are three core elements to well-being: physical, mental and financial. All three are, of course, intrinsically linked – issues in one area will almost inevitably eventually affect the others. Most employers already offer benefits that tick boxes across the three: medical insurance/cash plans, gym memberships, employee assistance programmes, workplace pensions, discount schemes and so on. Well-being is ab... View More

    Driving change

    Managing director of Fleet Evolution Andrew Leech examines the changes to salary sacrifice and company car schemes following the recent HMRC review into employee benefits. Salary sacrifice has long been a staple of benefits portfolios, enabling employees to ‘exchange’ gross pay for such things as pension, childcare vouchers and company cars. While it has helped maximise income for years, the sheer breadth of things now under its banner – from wine to white goods – is starting to come under scrutiny from HR managers. It was only a matter of time, then, before HMRC reviewed this area to ensure that employees were not living the high life at the expense of the exchequer. The long-threatened review happened in November 2016, with the new regulations enforced from April 2017. There have been significant modifications to some benefits, while others have been altered more subtly. The main change was the introduction of a corresponding ‘benefit in kind’ on any salary sacrifice benefit and the removal of the employer’s NI saving. For some schemes, this can cause a real headache, but others – gym membership, health plans and cars, for example – have always been subject to this so... View More

    Unleash your digital people potential

    Going digital enables HR to simplify processes, engage people and deliver stronger business impact. Claus Johansen, CEO of eloomi, explains how onboarding new employees, delivering learning and development, and managing performance are becoming smarter, cheaper and faster.

    HR executives are facing stronger demands to make visible contributions to businesses. In response to this, they are using digital tools to harness the power of the organisation’s most important asset, its people. “Onboarding new employees with engaging information and training on their smartphones is probably the easiest way to benefit from the digital opportunities,” says Claus Johansen, CEO of online learning and performance improvement software-as-a-service (SaaS) platform, eloomi. “Even before a new employee starts, he or she can access content about a company’s values and products simply by clicking on a button.”

    Smarter means faster

    “The HR directors and VPs eloomi meets across Europe and the UK are very keen to innovate and implement up-to-date tools that help them attract, retain and develop talent more efficiently. They see a digital platform as a great opportunity to make ski... View More

    Breathe easy

    Companies need to ensure their employees are safe, healthy and productive. With high levels of substance misuse, alcohol and drug testing is growing in popularity. Andrew Lowdon, impairment marketing manager at Dräger, reveals how robust and reliable methods are vital, and why the future of screening may be in a single breath.

    What are some of the main reasons companies test their employees for drugs and/or alcohol?

    Andrew Lowdon: With 76% of people who misuse substances thought to be in regular employment, businesses are faced with real risks to safety, health and productivity. By investing in a workplace drug and alcohol policy, employers can reduce mounting costs and identify potential problems before they escalate. Understanding the implications of drug and alcohol misuse in the workplace is an important part of developing a robust and cost-effective strategy to address the resulting issues. To comply with legal requirements, protect staff and the public, and look after the general health and well-being of the workforce, drug and alcohol policies are becoming significantly more mainstay in general industry.

    Could you explain th... View More