Bernard Hodes Group

What’s Your Online Reputation?

January 21st, 2009 by cbarber

In today’s online world, reputations can be made or broken in a blink!

Julia, my 12-year-old granddaughter, is as connected as they come. Typical of her generation, she keeps her friends apprised of her every move via fast thumbs and abbreviated use of the language. When she sends messages to me, I spend a lot of time deciphering the acronyms, hieroglyphics of sorts, but I don’t tell her that. I want her to think of me as hip enough to be on her “dist list,” so I conceal my confusion and reply with upbeat, supportive and brief notes. (Brief is big with her!)

Julia tells me that her friends think it’s pretty cool that her grandmother is online. Now that’s a reputation I want to protect! I suggest that the same premise applies to protecting and nurturing employment brands. Just as we want to stay connected with friends, family and business colleagues, as HR professionals, we should also be thinking about how to use today’s tools to keep our companies’ online reputations in good standing.

What is online reputation management and why is it important?
A company’s reputation is the essence of its brand, conjuring specific thoughts and feelings when someone hears its name. A person’s reactions, positive or negative, are often based on his/her consumer experience with a company, e.g., customer service, quality of offerings, and competitive pricing, to name a few drivers.

In the context of employment branding, a non-employee’s reactions are typically based on knowledge gained through word-of-mouth from actual employees on subjects such as culture, pay/benefits, career advancement and so on. Given that the Web is the ultimate grapevine, info and opinions travel like wildfire – easy to start, hard to put out, but not impossible to manage.

Recent research reveals that people trust information from friends via email 77% of the time, which tops the second ranker “Ratings/Reviews” by 17%. For the record, newspapers scored 46%, TV 38%, radio 29%, and direct snail mail 25%. The nod or thumbs down from a friend is even more powerful now that word-of-mouth is seldom whispered these days; it’s shouted out through mass emails that are received in seconds.

I’ll give you an example. When one of my friends sends me an email that starts with, “You’ll love this,” I read it every time and am usually delighted enough to forward the note on to my network with the same subject line. A case in point was J.C. Penney’s holiday ad entitled “Doghouse.” It went viral among women so quickly that the traffic crashed the site it was hosted on! (And, if you haven’t seen it, you must!)

But email is just the tip of the iceberg.
Now let’s consider the numerous Web-based forums that are specifically dedicated to work-related issues. JobVent, Indeed, GlassDoor and Vault are just a few of the hundreds of sites you can visit. Each has its own distinctive features, but all allow the open exchange of information relative to employers. Truthfully, most of what’s flying around on these sites will make you grateful for your job, boss and pay — even if all three stink!

So how can you use these sites to monitor your company’s online reputation? Start by visiting a few and entering your company’s name as a keyword. From there, simply follow any related message chains. If the content is not what you want to see, you could jump in and state your insights, clarify points, provide a different “insider’s” view, or offer your assistance. In other words, you have the power to change the conversation.

One recruiter told me that he spotted some very negative comments about his company’s hiring process posted by a candidate. The recruiter reached out immediately and offered to help the person with the issues he had encountered. Not only was the candidate appeased, the recruiter’s actions sent a clear message to anyone reading the messages that his company does care about the candidate experience. That’s power!

For some of my busy clients, I monitor the buzz for them and report what I find, both good and bad. While they might choose to ignore negative comments (always an option), at least they have the chance to respond if they feel it’s necessary.

Today’s volatility will create more venting.
With many companies being forced to reduce headcount, I think it’s safe to say we will see more mudslinging from disgruntled workers. While most employees will understand the circumstances and go about their business, some will use their terminations or increased workloads to lambaste their employers. That can’t be stopped, but it can be neutralized – and should be.

When the economy turns around (and it will) and you’ve got people to retain and recruit, you’ll want your reputation working for you, not against you. Questions about getting started? Just shoot me a note; I’ll be glad to point you in the right direction.

What I’ve covered today is a snippet on Web 2.0, but if it nudged you to take a peek at the buzz on your company, great! I must close now and respond to a text just in from Julia. Like I said at the start, I’ve got my own reputation to protect!

Ten Tips for HR in Surviving the Economic Downturn

January 14th, 2009 by khart

The current state of the economy is worrisome to everyone. Each day seems to bring a plethora of new headlines, new layoff reports and dire predictions for the future. Now is the time for HR to lead, to be part of the discussion, and to prove its value to each organization. Here are a few tips to help you do that.

1. Strategize, strategize, strategize
Robust and meticulous planning and strategies will help keep you and your staff focused on the big picture and the mission. Clarity of purpose will be the hallmark of a successful HR department.

2. Anticipate and plan for possible downsizing
Be realistic. Look at your business (including potential growth and contraction), be part of the management team in anticipating possible downsizing, and have a plan for what that would mean in terms of position control, buyouts and early retirements, and reassignments. HR needs to have a seat at the table.

3. Metrics and Reporting
Use metrics to validate your strategies and their effectiveness. Demonstrate your team’s success in sourcing and selecting great employees. Develop clear reporting and make sure those with a need to know see what a great job you are doing.

4. Process
Now is the time to carefully scrutinize your recruitment process, making sure it is candidate friendly and part of the solution, not the problem. Key hires will still be part of the equation, even in down times.

5. Team responsibilities
Now, more than ever, examine what your team members are doing and ensure that the responsibilities make sense and enable the team to be proactive, effective and accountable.

6. Be prepared to cut
Whether that be budget cuts, programs, media, resources or staff, reductions may be necessary. Plan proactively so that these reductions have minimal effect on your department, your staff and your services.

7. Pay attention to your customers
Work closely with your internal customers, both those you have hired and hiring managers, to ensure your department is proactive, tuned in and switched on to their needs. Recognize your external customers, the applicants, with superior customer service and seamless response.

8. Communicate, communicate, communicate
The economy is worrisome to everyone. Make sure you are clear and realistic with your staff and your employees. Reassure, but be realistic. Listen, listen, listen. Put on all your HR hats-counselor, friend, cheerleader, leader, advocate and be there for your team and your employees.

9. Retention will become even more crucial
Now is the time to keep your intellectual capital, and retain those invaluable employees who can be most productive. Company efficiency and output depend on those who can be the most nimble in moving objectives forward. Even in economic downturns, your top performers can move and will if no effort is made to keep them.

10. Foster training and career pathing
Be mindful of knowledge transfer and its importance to your organization’s viability. Use mentors, provide clear career paths and enhance intergenerational communication and learning. Orientation, onboarding and continued learning opportunities will continue to be important.

Resolutions in 2009

January 7th, 2009 by tpierce

Happy New Year! Now is the time when we all sit back, reflect on what occurred last year, and begin thinking of new ways to plan for the coming year. Have you made your resolution(s) yet?

According to wikipedia.org, a new year’s resolution is “a commitment that an individual makes to a project or the reforming of a habit, often a lifestyle change that remains throughout the year, or until fulfilled”.

Per USA.gov, the top10 most popular goals are:

Lose Weight
Pay Off Debts
Save Money
Get a Better Job
Get Fit
Eat Right
Get a Better Education
Drink Less Alcohol
Quit Smoking
Reduce Stress
And, While millions of people make their New Year’s resolutions, those who sit down and plan out their goals have a better chance of success. Suggestions on how to achieve your goals:

Plan ahead – take the time to reflect on what you really want to realistically achieve. Last minute decisions tend to be based on what is in your head at that moment, not on the overall needs you and your organization may have.
Be specific – vague planning always fails. For example, don’t make a resolution that you will hold weekly meetings. Plan specifically that in 2009, you will have staff meetings every Monday at 10am.
Avoid old resolutions – they have failed before, or you wouldn’t be revisiting them again. Choose something new, or approach that old resolution in a new way.
Be persistent – remember that new habits take time to learn. If you have a difficult week, re-read your resolution and jump back on the horse.
Finally, go public. Write down your resolutions and post them in your office where you can see them daily. Discuss your plans with your team and ask them to help you achieve the new goals. This way, your new resolutions won’t accidentally be filed behind your day-to-day work, and over time, be forgotten.