Step away from traditional perspectives and models — it’s time to shift your organisation’s human resource gears to overcome new business challenges, trends and realities. In short, you’ll need to be operating HR 2.0.

Defining HR2.0

Rather than being defined as a singular concept developed to manage payroll, employment and recruitment issues, HR2.0 plays a strategic role in shaping the company, and is made up of six key elements. These elements are:

1. Organisational culture: Keeping open and flexible

Organisational culture — defined as a system of shared beliefs, values and assumptions governing the behaviour of employees within an organisation — is known to play a critical role in shaping and influencing how employees behave. HR2.0 calls for an open workplace culture that embraces knowledge sharing, as well as a flexible one that adapts to the usage and ever-changing trends of technology.

2. Talent management: Collecting data analytics for deeper insights

Development and motivational strategies form part of an organisation’s talent management plan. Development strategies are implemented with the aim of encouraging employees to learn new skills and advanced techniques through the provision of training materials and facilities, while motivation strategies are designed to create an environment in which employees are happy with their work, and remain driven towards improving their productivity levels.

Increasingly, there is a greater focus on gathering data analytics on talent within the organisation. Key decision makers within the company are keen on gaining insights into underlying HR issues, such as why certain departments are not meeting performance targets, or aspects that individuals value about their job. Having these insights places them in a better position to make business decisions affecting the company on a macro level.

 3. Channels: Tapping into digital tools

The influx of social media and technology has created a revolutionary impact on all aspects of HR, in areas ranging from recruitment and candidate screening, to training, performance management and employee engagement.

There is a shift in recruitment procedures, as well as in the way in which information is exchanged and how new employees are trained. HR leaders stand to gain from tapping into the latest web trends, and making full use of platforms and channels such as company blogs, social media networks, online contact forms and internal forums to connect with their current employees and potential candidates.

 4. Recruitment: Go social to build relationships

Rethink your recruitment methods; a new approach to people management is needed. In HR2.0, recruitment is viewed as a relationship-building process. Rather than simply ‘headhunt’ for the best talent, the organisation should proactively foster connection with individuals they may want to hire. This may be carried out through social recruiting, which refers to using social media sites as databases, or as an advertising platform for recruitment purposes.

5.  Communication: An interactive process

Communication is a two-way, interactive process in HR2.0. Adopting an integrated approach with collaborative effort across departments is key in designing communication policies, in order to create a positive environment that fosters greater participation from employees. Keeping up with tech trends and apps doesn’t hurt either — a rising number of companies are relying on tools such as iDoneThis, Slack and Google Hangouts to keep team members up-to-date on each other’s tasks, as well as for work and non-work related communication purposes.

6.  Employer branding: Make it stick

Google, Facebook and Netflix attract hordes of interested applicants keen on working in the organisation — often, even before open job positions are available.

This is where the power of employer branding lies. Much like conventional businesses, corporations need to create a positive brand that ‘sticks’ in the mind of individuals, and draws talent towards them. Much thought and planning needs to go towards creating policies and programs that shape a desirable work environment — one that will induce top talent to seek the organisation out.


Now that you’ve a better understanding of the elements that make up HR2.0, the next step is to reframe and refine your organisation’s HR practices. Here are three tips to kickstart operation HR2.0:

 Tip 1. Head farm, not headhunt

Need some tips on recruiting top talent? Take a leaf out of Ernst & Young’s books by adopting in a ‘head farming’ strategy. The firm believes that investing in building relationships with potential candidates over the long run will help them to attract the cream of the crop of the talent pool. Similarly, this approach is also undertaken by investment giant Goldman Sachs — the firm invests about 100,000 hours annually to communicate with potential employees.

Maintaining constant communication with a large pool of prospective candidates may have been a time consuming and tedious task in the past, but it is not the case in today’s social media-driven society. Myriad channels and platforms, such as Facebook pages and LinkedIn communities, can be used for relationship building. In keeping up with the times, Ernst & Young has created Facebook pages to reach out to undergraduates in locations around the world.

 Tip 2. Power up your organisation’s internal communication

With a rise in distributed teams and remote working conditions, maintaining effective communication may sometimes seem like an uphill task — until you discover the right tools and strategies to power up your company’s internal communication. If your organisation is made up of teams spanning multiple locations and different time zones, it may be helpful to schedule a team meeting once a week to keep all members updated. Zoom and Google Hangouts are great options for group discussions, while Speak serves well for one-to-one online meetings.

Bonding over having a ‘water cooler chat’ in the office may not be possible for distributed teams, but that doesn’t mean that community gathering between colleagues comes to a halt.  Instead, encourage employees to bring informal conversations online with handy tools like Slack and Twitter.

 Tip 3. Creating an enviable workplace culture

A strong organisational culture plays a pivotal role in keeping employees engaged, creating a strong employer brand and driving a high level of employee participation for company initiatives. Google — top on the list of Fortune 100’s “Best Companies to Work For” — has created an enviable workplace culture through implementing strategies such as taking a scientific approach to its HR policies, building an open door environment that encourages transparency and carrying out stringent hiring practices.

Fostering a positive workplace culture does not always require elaborate measures. Simple but efficacious strategies include implementing fun workplace challenges, conducting out-of-office activities and organising team-based healthy initiatives.

    Globetrekker Challenge is a corporate health technology company for employee health engagement and HR data analytics. By integrating multiple features across wellness, technology and social, Globetrekker Challenge creates robust outcomes to improve employee retention, performance and culture.


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