tag:www.econsultancy.com,2008:/topics/talent-recruitment Latest Talent & recruitment content from Econsultancy 2016-03-22T13:43:54+00:00 tag:www.econsultancy.com,2008:BlogPost/67665 2016-03-22T13:43:54+00:00 2016-03-22T13:43:54+00:00 HR departments are feeling the pain of digital disruption Seán Donnelly <h3>Recruiting staff with the right mix of digital skills is difficult</h3> <p>While this might not be a new problem, it would seem that this issue is particularly pronounced for companies that aren’t based in or near large urban centres.</p> <p>As the requirement to capture and make use of data continues to grow, so too does the need to develop the right infrastructure and talent. According to our <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/" target="_blank">Quarterly Digital Intelligence Briefing: 2016 Digital Trends</a>, published in association with Adobe, only 37% of respondents indicated that they have the analysts they need to make sense of their data.</p> <p>Companies are responding to the challenge in a number of ways:</p> <p><strong>Hire for behaviour and attitude, not qualifications</strong></p> <p>There was some discussion about hiring graduates, whose expectations may be too high both in terms of what they wish to earn and how quickly they expect to progress.</p> <p>Because it can be difficult to attract these graduates, some companies are hiring people for behaviour and attitude and equipping them with the right skills through training.</p> <p><strong>Developing apprenticeships and school leaver programmes</strong></p> <p>Several participants noted that this approach was effective as more and more young people are developing technology skills either at school or independently.</p> <p><em>Companies that based far from large urban centres are finding it hard to recruit digital skills.</em></p> <p><img src="https://assets.econsultancy.com/images/0007/3186/old_street.jpeg" alt="old street" width="258" height="195"></p> <h3>If recruiting is an issue, retention is just as challenging</h3> <p>Several participants spoke of what they called the “18 month itch”. So called “millennials”, particularly those working in technology and marketing related roles, may choose to move on after 18 months. </p><p>This was particularly prominent in cases where companies are using new technology tools that require training to use them effectively. Once staff become experts at using new and complex technologies, they can become more attractive to other employers so can earn more lucrative salaries elsewhere. This raises a number of issues for HR professionals:</p> <p><strong>Should companies try to retain 'itchy' staff?</strong></p> <p>Or, should companies develop a pipeline of talent to allow staff in other departments the opportunity to upskill and move laterally within the company?</p> <p>Several attendees said that their companies are actively developing procedures to identify staff who traditionally worked in more traditional junior operational roles and giving them the opportunity to upskill into new roles. </p> <p><strong>How should companies manage the leaving process?</strong></p> <p>One HR Manager in attendance said that companies should develop a “positive leaving strategy”. This just means parting ways in the best way possible. The HR Manager that suggested this noted that her company runs “alumni drinks” twice per year. This is useful for a number of reasons:</p> <ul> <li>Staff may move to potential clients. Maintaining a positive relationship with an ex member of staff can be useful for strengthening client relationships and in some cases new client acquisition.</li> <li>A positive leaving strategy can leave the door open to staff coming back to the company in the future when they have acquired new skills. Admittedly, there were different points of view among attendees regarding whether this should be encouraged or not.</li> </ul> <p><em>The 'itch' is felt quicker than ever.</em></p> <p><img src="https://assets.econsultancy.com/images/0007/3194/itch.jpeg" alt="seven year itch" width="202" height="250"></p> <h3>Addressing digital literacy remains an issue</h3> <p>When it comes to digital maturity, addressing digital skills, from the most junior employee right up to senior management remains an issue.</p> <p>According to our recent research into organisational structures and digital leadership titled <a href="https://econsultancy.com/reports/effective-leadership-in-the-digital-age/" target="_blank">Effective Leadership in the Digital Age</a>, more than a third (40%) of businesses believe that recruiting staff with suitable skills is a significant barrier to digital progress, making it a bigger problem than 'legacy systems and processes' (35%). </p><p>This is where things got tricky. Having moderated a number of roundtables on different digital topics, I have come to observe that these sessions can often raise more questions than they answer. One such question was whether digital skills should be a requirement for every position or whether digital skills should be centralised? </p><p>While digital literacy is recognised as an issue that needs to be addressed, HR Managers are unclear of what digital literacy is, how to teach it and of course how to measure it. With that in mind, there was some discussion about measuring employee performance. </p><p>Attendees did agree that what we traditionally call “appraisals” should be reframed. The following insights represent a summary of the different ideas and approaches that were discussed with regard to appraisals:</p> <p><strong>People first</strong></p> <p>Attendees noted that while there is a plethora of technologies available for managing and administering reviews, it is important to put people and not technology first.</p> <p><strong>Process driven</strong></p> <p>Performance reviews should be considered as a process and not an event that takes place once or twice per year. One HR Manager pointed out that there should never be any surprises at an appraisal.</p> <p><strong>Two way</strong></p> <p>In fact, one company now calls appraisals “quality conversations”. Appraisals should be approached as a two way conversation rather than one way feedback from a manager to an employee.</p> <p><img src="https://assets.econsultancy.com/images/0006/9535/Screen_Shot_2015-11-27_at_13.36.42.png" alt="digital skills a challenge" width="615"></p> <h3>Legacy systems and functional silos</h3> <p>Finally, I wondered if we’d hear the words “legacy system” and “silo” and sure enough they popped up. There was discussion among the HR Managers present that the word “digital” too often seems to be considered part of “marketing”. </p><p>One attendee noted that for organisatons to get to grips with digital, they need to develop a “digital family” by joining up IT, Marketing and HR. </p><p>At Econsultancy, we are certainly of the view that a digitally mature organisation will have digital integrated throughout the company. This is represented in our five stage model of digital maturity in our <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/" target="_blank">Digital Marketing: Organisational Structures and Resourcing Best Practice Guide</a> which is outlines the following evolutionary path:</p> <p><strong>Dispersed structure</strong></p> <p>To begin with digital expertise is normally spread thinly across the organisation.</p> <p>This digital expertise develops organically as employees with digital skills start to make the case for digital. These employees may sit within different departments and so may only have influence within their own team or department.</p> <p><strong>Digital centre of excellence</strong></p> <p>As digital skills mature, many organisations centralise them into what we called a centre of excellence. This centre of excellence is responsible for driving the digital agenda throughout the company. </p> <p><strong>Hub and spoke</strong></p> <p>The next stage in this evolution is what we call “hub and spoke”. At this stage, there is still a central digital hub but digital starts to mature throughout the organisation.</p> <p>This is effectively a combination of centralised and decentralised capability / resourcing / expertise whereby some key functions or capability remain centralised but local functions (think HR) or divisions can develop their own capability that links to the centre.</p> <p><strong>Multiple hub and spoke</strong></p> <p>This moves to a multiple hub and spoke model as digital gets adopted across multiple divisions or business units. Organisations that pass through this stage may have a number of divisions with discrete audiences for example and so while there may still be a central digital hub, each division may also have their own hubs.</p> <p><strong>Fully integraged 'honeycomb' structure</strong></p> <p>The final stage in this model is where digital and digital skills become fully integrated within the fabric of the company. A company at this stage within the model could reasonably be expected to have both the analysts and technology to be able to surface usable insights both from customers and also staff.</p> <p><img src="https://assets.econsultancy.com/images/0006/2174/DT_structures.png" alt="" width="500" height="250"></p> <p>We’ve already mentioned that only 37% of companies have the analysts to make sense of their data. Based on the same research, only 41% of companies report that they have good infrastructure to collect the data that they need.</p> <p>If digital is to be used for operational efficiency by HR, then clearly the term “digital” needs to be understood more broadly than as something led by marketing. For that reason, when we discuss digital transformation, we are thinking about something that encompasses the entire organisation, not simply the marketing department.</p> <h3>Leading the charge</h3> <p>Many organisations need to start somewhere and so perhaps it makes sense that until recently digital transformation has been led by either the <a href="https://econsultancy.com/blog/66906-was-i-wrong-about-chief-digital-officers/" target="_blank">CTO, CMO and in some cases the CDO</a>. Is there scope for HR professionals to lead the charge? Certainly they have a key contribution to make.</p> <p>Digital transformation after all needs to be successfully accompanied by cultural transformation.</p> <p>I suspect that we will conduct further research into digital from the perspective of HR professionals. In the meantime, readers might be interested in our report “Effective Leadership in the <a href="https://econsultancy.com/reports/effective-leadership-in-the-digital-age/" target="_blank">Digital Age, Skills and Capabilities of Successful Digital Transformation Leaders”</a>.Digital Transformation</p><p>Digital is changing faster and more profoundly than anyone could have predicted. Doing what you've always done is no longer an option.</p> <p>----</p> <p><em><strong>How can Econsultancy help?</strong></em></p><p>The specialist digital transformation practice within Econsultancy helps companies accelerate their journeys to digital excellence. We address the four vectors of change:</p> <ul> <li>Your strategy - where should you be going with digital?</li> <li>Your people - what teams, talent and skills do you need to get there?</li> <li>Your processes - how should you change the way you work?</li> <li>Your technologies - what platforms, software and data strategy will serve you best?</li> </ul> <p>Talk to us about an initial, no-cost consultation. We’ll discuss your toughest challenges, outline our methodology and come back with a proposal.</p> <p>Contact our Digital Transformation Team on transformation@econsultancy.com or call</p> <ul> <li>EMEA: +44 (0)20 7269 1450</li> <li>Americas: +1 212 971 0630</li> <li>APAC: +65 6653 1911</li> </ul> <p><iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="425" height="350"></iframe> </p> tag:www.econsultancy.com,2008:BlogPost/67497 2016-02-11T15:27:15+00:00 2016-02-11T15:27:15+00:00 Five factors that help create strong company values Jen Todd Gray <p>Seventeen years later, we still have that pioneering spirit, but with a team of 400 across the country and a dynamic rhythm to our work.</p> <p>With a recent rebrand under our belt and new senior leadership in place, it made sense for us to breathe new life into our principles and empower our team to continue doing great work.</p> <p>In a world where workplace stress leads to an almost <a href="https://hbr.org/2015/12/proof-that-positive-work-cultures-are-more-productive">50% increase in voluntary turnover</a>, companies need to work to produce a positive culture so employees feel a sense of purpose.</p> <p>Here are five key points that seasoned companies, as well as sprightly startups, should consider.</p> <h3>1. Understand the importance of values</h3> <p>Company values are a roadmap of how a team strives to conduct business. Every company has a personality and something it stands for, giving prospective consumers and employees insight as to their ideals.</p> <p>Our values are ingrained into our interview process, part of our annual reviews, and woven into everything we do.</p> <p>Zappos, a company that prides itself on being "powered by service," rotates its <a href="http://www.zappos.com/d/about-zappos-culture" target="_blank">ten core values</a> on its <a href="http://www.zappos.com/" target="_blank">homepage</a>; doing so lets consumers know where they stand as a business and adds a level of accountability.</p> <p><img src="https://assets.econsultancy.com/images/0007/1738/Screen_Shot_2016-02-11_at_15.22.35.png" alt="" width="800"></p><p>Values also help leaders market their company, guiding messaging and tactics with strategies that pertain directly to their mission.</p> <p>Last fall, <a href="https://econsultancy.com/blog/67109-rei-opts-out-of-black-friday-sort-of/" target="_blank">REI made headlines</a> for its decision to forgo Black Friday altogether, urging consumers to #OptOutside instead.</p> <p>While many brands benefit from hyped up sales, REI decided that participating in Black Friday was brand erosive, as the company motto is “<a href="http://www.rei.com/stewardship.html" target="_blank">life outdoors is a life well lived</a>.” </p> <p>By taking a bold stance against the hectic and crowded indoor shopping day, it enhanced REI’s positioning as an outdoor fitness brand.</p> <p>When people are looking to do business, it’s not just about the product or service value, but how business is conducted.</p> <p>Ultimately, business is about building great relationships and choosing the right partner based on shared values - the common adage rings true, "People do business with people they like and trust."</p> <h3>2. Know when to modernize</h3> <p>When it comes to a refresh, companies should consider the impact they hope to make and the proper time for pursuing it - don’t just change for the sake of changing and don't change values often - that will lead to confusion.</p> <p>Often, a values revamp makes sense when a company enters a new phase.</p> <p>We began discussing modernization during our rebranding process back in 2013 and, in the months since, watched as our principles evolved alongside the company.</p> <p>While your core values shouldn’t make large swings, you may need to reinvigorate them as your business evolves.</p> <h3>3. Know what you stand for</h3> <p>When issuing corporate values, think about not only who you are as a company, but what you aspire to be.</p> <p>While it’s fine to include these ambitions in company standards, values should be attainable, embracing behaviors that can be embodied every day.</p> <p>Southwest Airlines, for instance, is known for its <a href="https://www.southwest.com/html/about-southwest/careers/culture.html" target="_blank">fun-loving attitude</a> despite the chore that travel can often be.</p> <p>When a FOX reporter <a href="http://metro.co.uk/2015/12/29/fox-news-reporter-live-tweets-budding-romance-at-the-airport-5589316/" target="_blank">live-tweeted a budding airport romance</a> while waiting for her flight, Southwest was <a href="https://twitter.com/SouthwestAir/status/681347758196838400?ref_src=twsrc%5Etfw" target="_blank">quick to jump in on the fun</a>, offering the couple pizza and branded swag.</p> <p>Above all, employees need to feel empowered to mobilize around these principles and implement them in daily operations.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr"><a href="https://twitter.com/bfreeland">@bfreeland</a> <a href="https://twitter.com/MartinaFOX23">@MartinaFOX23</a> we'll get the pizza and some Southwest goodies! ^BE</p> — Southwest Airlines (@SouthwestAir) <a href="https://twitter.com/SouthwestAir/status/681347758196838400">December 28, 2015</a> </blockquote> <h3>4. Create a sense of ownership</h3> <p>To ensure values are carried out at all levels of a company, leaders must actively demonstrate these beliefs - you can’t recite them once and be done.</p> <p>Leadership teams should frequently evaluate how well employees are invested in these values and find ways to reinforce positive examples.</p> <p>Publicly celebrate individuals who are 'culture carriers' at company meetings, in internal newsletters, on your company blog – whatever channel fits your business.</p> <p>Quarterly peer-nominated awards are a great way to actively empower employees to recognize these values among their peers.</p> <p>Send thank you emails to team members and copy their leaders; order buttons, magnets or small trophies to gift workers when they do a good job. As a whole, visible recognition is an effective way to reinforce key behaviors.</p> <h3>5. Live values everywhere</h3> <p>Whether you have one office location or 1,000 retail outlets, genuine culture adoption comes from full leadership buy-in and an intimate knowledge of the principles and how to live them.</p> <p>However, even when you give leaders the tools to succeed, understand that adoption won’t be instantaneous.</p> <p>For the best results, keep things simple and find opportunities to lead by example. Keep values in mind when hiring.</p> <p>Recruiters should seek individuals that personally embrace the same values to ensure a cultural fit.</p> <h3>Starting from square one?</h3> <p>If you don't have a core set of values written down already, take a hard look at who you are – ask both employees and clients what makes your company special, and begin there.</p> <p>What gets your team members excited? Why do they like working there?</p><p>Finally, keep in mind that cultural values aren’t the same as perks. Shy away from calling out your colorful walls, hip break room and foosball table, and instead focus on the qualities that help you stand out in your field.</p> <p>Values aren't tangible things, but a culture can certainly be felt the moment you walk in to a place. The more authentic your values are, the easier they’ll be to instill and the stronger your company will be. </p> <p><em>For more on this topic, read:</em></p> <ul> <li><a href="https://econsultancy.com/blog/67107-five-digital-organisations-with-a-transparent-company-culture/"><em>Five digital organisations with a transparent company culture</em></a></li> <li><a href="https://econsultancy.com/blog/67059-changing-company-culture-six-things-to-try/"><em>Changing company culture: six things to try</em></a></li> </ul> tag:www.econsultancy.com,2008:BlogPost/67484 2016-02-04T14:21:27+00:00 2016-02-04T14:21:27+00:00 Five key marketing trends from Digital Shift Q1 2016 Jack Simpson <p>Check out the video below for a quick taster from Econsultancy president and founder Ashley Friedlein and the author of the report, Neil Perkin.  </p> <p><iframe src="https://www.youtube.com/embed/CBpVLMYT4EU?wmode=transparent" width="640" height="360"></iframe></p> <p>I’ve also written up five of my favourite trends from the report. The full version is only available to <a href="https://econsultancy.com/subscribe/">Econsultancy's Enterprise Subscribers</a>.</p> <h3>The ‘particle’ approach to content</h3> <p>The content that works best on the web is that which can be broken down into individual elements, then brought back together in a form that suits the end user. </p> <p>Take music, for example. Traditionally we had albums, and we still do. But digital has taken this format apart and enabled us to buy or stream single tracks and then put all of those together into our own playlist. </p> <p>In short: both the publisher and the end user have greater control over the content.</p> <p>The Innovation Lab at New York Times (NYT) believes this principle can just as easily be applied to news, shifting well beyond the confines of traditional print media. </p> <p>News will begin to move away from ‘articles’ and toward a more accumulative approach consisting of various parts stitched together in different ways (like the music playlist mentioned above). </p> <h3>Mark Zuckerberg makes an AI declaration</h3> <p>In a recent Facebook post, Mark Zuckerberg said his New Year’s resolution was to build his own AI-powered butler to help him out at home and work. </p> <p><img src="https://assets.econsultancy.com/images/0007/1405/Screen_Shot_2016-02-04_at_11.14.43.png" alt="mark zuckerberg facebook post about AI butler" width="372" height="264"></p> <p>He also said he would use the butler for data visualisation to help him build better services and lead his company more effectively. </p> <p>The post follows our coverage of Facebook M – the social network’s new virtual assistant inside Messenger – in the previous Digital Shift report. </p> <p>Facebook M combines machine learning and human intelligence and is likely to have a significant impact on how we search and discover content, opening up new channels for customer service and marketing but also becoming the default interface for consumers wanting to access a variety of different services. </p> <h3>Could tattoos be the future of wearables?</h3> <p>Much of the focus on <a href="https://econsultancy.com/reports/a-marketer-s-guide-to-wearable-technology">wearables</a> so far has been around smartwatches, Google Glass and fitness trackers. But what about the less obvious forms of wearable technology?</p> <p>Tattoos, for example. </p> <p>Wired recently featured a firm called Chaotic Moon, acquired last year by Accenture, a company that manufactures ‘Tech Tats’ – biotech tattoos that stick to the skin like a temporary tattoo. </p> <p><img src="https://assets.econsultancy.com/images/0007/1406/Screen_Shot_2016-02-04_at_11.30.20.png" alt="Tattoos wearable tech" width="550"></p> <p>Tech Tats combine the aesthetics of traditional tattoos with the functionality of wearables, tracking your vital statistics via electro-conductive paint but in an arguably less obtrusive way. </p> <p>The product is still in beta at the moment, but Chaotic Moon says its tattoos could be used for anything from making payments to tracking the condition of soldiers in the field.</p> <p>Watch this space!</p> <h3>Better integration of marketing capabilities  </h3> <p>Our new research into digital marketing structures and resourcing has discovered an increasing focus on creating joined-up activity right across the customer journey due to the growing spotlight on customer experience (CX).</p> <p>There’s a notable trend towards ecommerce capability being positioned closer to marketing functions, for example. </p> <p>Only 35% of those surveyed for our new research said that ecommerce sits separately. In our 2013 survey, this proportion was 51%.</p> <p>We can see a similar trend when it comes to social media being more aligned with the overall marketing strategy. </p> <p>More than half (52%) of companies surveyed now have social media specialists within the marketing team.</p> <h3>The rise of CCOs and CDOs</h3> <p>Organisations are increasingly creating the role of Chief Customer Officer (CCO) and/or Chief Digital Officer (CDO).</p> <p>The CCO council defines the role as:</p> <blockquote> <p>…an executive that provides the comprehensive and authoritative view of the customer and creates corporate and customer strategy at the highest levels of the company to maximise customer acquisition, retention and profitability.</p> </blockquote> <p>Evidence suggests an increasing number of companies are appointing CCOs to oversee customer-facing functions. </p> <p>A 2014 study by the CCO Council concluded that ‘the chief customer officer is becoming a staple of modern business’, and that 22% of Fortune 100 companies and 10% of Fortune 500 companies already had a CCO in place.</p> <p>As for CDOs, their increasing presence seems to be a product of the growing appetite for digital transformation across all industries. </p> <p>Consulting company Russell Reynolds Associates’ assessment of the role seems to support that view, describing a CDO as:</p> <blockquote> <p>…an individual who helps a company drive growth by converting traditional ‘analogue’ businesses to digital ones, and by overseeing operations in rapidly-changing digital sectors.</p> </blockquote> <p>Check out Ashley Friedlein’s posts about <a href="https://econsultancy.com/blog/66906-was-i-wrong-about-chief-digital-officers">CDOs</a> and <a href="https://econsultancy.com/blog/67031-chief-customer-officers-ccos-a-fad-or-the-future">CCOs</a> for more info.  </p> <p><em>The latest <a href="https://econsultancy.com/reports/digital-shift/">Digital Shift Trends Report</a> is only available to Econsultancy Enterprise subscribers. </em></p> <p><em>For lots more insight and other key marketing trends, and keep an eye out for the Q2 instalment in April.</em></p> tag:www.econsultancy.com,2008:Report/3957 2015-11-26T10:00:00+00:00 2015-11-26T10:00:00+00:00 Effective Leadership in the Digital Age <p>With the increasing impact of disruptive technologies, rapidly changing competitive environments, and a growing maturity and integration of digital into 'business as usual', <strong>organisational leadership</strong> itself needs to adapt to a brave new business world.</p> <p>Are we seeing the emergence of <strong>a new type of leader</strong> that brings together a powerful combination of skills to adeptly navigate the rapidly evolving and shifting technological landscape?</p> <p>The <strong>Effective Leadership in the Digital Age</strong> research set out to answer one key question: what does it mean to be a 'digital leader' in the context of digital transformation? Written by experienced blogger, writer and consultant <strong>Neil Perkin</strong>, the report aims to distill some of the key shifts in leadership qualities, attributes and techniques, providing a multidimensional framework for effective digital leadership.</p> <h2>Key findings</h2> <ul> <li>While the large majority of survey respondents believed that it was 'very important' for leaders to be <strong>technology literate</strong> in the modern business environment, far fewer believed that the level of literacy among their own leadership was strong.</li> <li>Leaders now need to draw from a <strong>wider set of leadership styles</strong>, and open up to increasingly take on the role of collaborator or co-creator.</li> <li>The <strong>'full stack' digital leaders</strong> are emerging, who can effectively draw value from large amounts of data, yet combine this with creative thinking and inspiring visions.</li> <li>As more businesses mature in digital capability, the <strong>ownership of digital</strong> at board level and in the organisation is shifting. Not only are a wider set of board members more actively involved and engaged than ever in digital, but new roles are actively re-shaping organisations at the highest level.</li> <li>Several key characteristics, focused on operational orientation, leadership qualities and ways of working, are critical for <strong>effective digital leaders</strong>. These include being ruthlessly customer-centric, visionary, adaptive and agile, commercial, data-driven, open, curious and innovative.</li> </ul> <h2>Methodology</h2> <p>Our methodology involved three main phases:</p> <ul> <li> <em>Phase 1:</em> A series of in-depth interviews (15 interviews in total) with a range of C-suite and senior management, including senior digital and non-digital marketers and ecommerce leads across different sectors and markets. This provided insight into key themes, challenges and opportunities in modern leadership.</li> <li> <em>Phase 2:</em> Desk research to identify relevant issues, examples and models.</li> <li> <em>Phase 3:</em> An online survey (439 respondents) of relevant senior staff across a range of organisations and sectors designed to better quantify feedback.</li> </ul> <h2>Digital Transformation</h2> <p>This research is part of a series of reports Econsultancy is producing on the topic of <strong><a href="http://econsultancy.com/training/digital-transformation">digital transformation</a></strong>. </p> <p>Digital is changing faster and more profoundly than anyone could have predicted. <strong>Doing what you've always done is no longer an option.</strong></p> <p>The specialist digital transformation practice within Econsultancy  helps companies accelerate their journeys to digital excellence. We address the four vectors of change:</p> <ul> <li>Your<strong> strategy</strong> - where should you be going with digital?</li> <li>Your<strong> people</strong> - what teams, talent and skills do you need to get there?</li> <li>Your<strong> processes</strong> - how should you change the way you work?</li> <li>Your<strong> technologies</strong> - what platforms, software and data strategy will serve you best?</li> </ul> <p><strong>Talk to us about an initial, no-cost consultation. </strong>We’ll discuss your toughest challenges, outline our methodology and come back with a proposal.</p> <p>Contact our Digital Transformation Team on <a href="mailto:transformation@econsultancy.com">transformation@econsultancy.com</a> or call</p> <ul> <li> <strong>EMEA: </strong>+44 (0)20 7269 1450</li> <li> <strong>Americas: </strong>+1 212 971 0630</li> <li> <strong>APAC: </strong>+65 6653 1911</li> </ul> <p><iframe src="https://www.youtube.com/embed/TotoIZdle3c?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:BlogPost/67252 2015-11-25T15:07:30+00:00 2015-11-25T15:07:30+00:00 Fluid resourcing: Is this the new normal in digital marketing structures? Neil Perkin <p>Over this time, digital has become more seamlessly integrated into wider business and marketing strategies, C-Suite involvement, planning and budgeting, and a heightened level of digital knowledge in the wider organisation.</p> <p>Alongside this trend toward integration, we are seeing increasing sophistication in how organisations choose to structure their digital capability.</p> <p>This is evident in a key dynamic that Econsultancy has focused on through out three iterations of our research into organizational structures and resourcing – the balance between centralization and decentralization. </p> <p>In our 2013 research, while the digital ‘centre of excellence’ played an important role in how companies structured their resourcing, we noted a shift toward the decentralization of some capabilities into local teams.</p> <p>Most notably this shift featured capabilities that were more focused on execution.</p> <p>This ‘hub as strategy, spoke as execution’ concept allowed companies to reap the benefits of centralization, including improved governance, consistency, focus, scalability and leverage, whilst accommodating discrete or localized needs, and better dissemination of knowledge across the business. </p> <p><em>A multiple hub and spoke structure</em></p> <p><img src="https://assets.econsultancy.com/images/0006/9454/multiple_hub_and_spoke.png" alt="" width="372" height="346"></p> <p>Our new research has now shown that many organisations have continued to devolve executional and even some strategic aspects from the centre, illustrating that this is a long-term trend.</p> <p>Yet our findings also show how some companies are now bringing a heightened level of fluidity to this ‘capability flow’.</p> <p>This increasing sophistication in some cases means capability that was once localized coming back into the centre to support a step change in competence, consistency or innovation.</p> <p>The nuances of this are reflected in a number of areas. There are some longer-term trends, for example, in resourcing for specific verticals like content, social and ecommerce, where we are seeing capability more closely aligned within the marketing team.</p> <p>There are also some notable long-term trends whereby some key competencies including email and analytics are being brought more in-house over time.</p> <p>Yet many companies are also becoming more sophisticated in their approach to utilising outsourcing for specific roles, while capability is built in-house.</p> <p>Meanwhile, in an effort to drive greater agility and innovation, a number of organisations that we spoke to are making use of interesting new models based around customer-focused structures, concurrent working, and small, nimble, multi-disciplinary teams.</p> <p>As businesses respond to an accelerating rate of change they are seeking new ways to improve agility through resourcing.</p> <p>A not insignificant trend result of this is heightened flexibility in resourcing. The future, it seems, is fluid.</p> <p>For a more detailed look at best practice in digital marketing resourcing, <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/">download the new report</a>.</p> tag:www.econsultancy.com,2008:Report/3958 2015-11-25T14:25:00+00:00 2015-11-25T14:25:00+00:00 Digital Marketing: Organisational Structures and Resourcing Best Practice Guide <p>The <strong>Digital Marketing: Organisational Structures and Resourcing Best Practice Guide</strong> is an update on the previous iterations of this research (2011 and 2013), and is based on interviews with senior employees at companies across a range of business sectors, as well as an online survey of senior digital professionals within Econsultancy's user base.</p> <p>Written by experienced blogger, writer and consultant <strong>Neil Perkin</strong>, the report makes best practice recommendations designed to help you respond to the challenges faced by managers and organisations when structuring digital marketing capability.</p> <p>The research was designed to provide an overview of the common issues, themes and challenges associated with <strong>digital resourcing and structures</strong>, but also to assess whether conclusions arrived at in the first two iterations of the research are still valid and how marketers' responses to these challenges have evolved.</p> <p>The report aims to pull together findings from our new research, and also provide some updated recommendations on approaches to and opportunities within digital resourcing and structures.</p> <p>The methodology involved three main phases:</p> <ul> <li> <em>Phase 1:</em> A series of in-depth interviews (15 interviews in total) with a range of senior digital and non-digital marketers and ecommerce leads across different sectors and markets. This was to provide insight into key themes, challenges and opportunities in structuring and resourcing digital marketing.</li> <li> <em>Phase 2:</em> Desk research to identify relevant issues, examples and models.</li> <li> <em>Phase 3:</em> An online survey (439 respondents) of relevant senior staff across a range of organisations and sectors, designed to better quantify feedback.</li> </ul> <p>The report contains everything you need to know about digital resourcing and structures, including sections on budgeting, skills and training, resourcing and opportunities for the future.</p> <h2>Digital Transformation</h2> <p style="font-weight: normal;">This research is part of a series of reports Econsultancy is producing on the topic of <strong><a href="http://econsultancy.com/training/digital-transformation">digital transformation</a></strong>. </p> <p style="font-weight: normal;">Digital is changing faster and more profoundly than anyone could have predicted. <strong>Doing what you've always done is no longer an option.</strong></p> <p style="font-weight: normal;">The specialist digital transformation practice within Econsultancy  helps companies accelerate their journeys to digital excellence. We address the four vectors of change:</p> <ul style="font-weight: normal;"> <li>Your<strong> strategy</strong> - where should you be going with digital?</li> <li>Your<strong> people</strong> - what teams, talent and skills do you need to get there?</li> <li>Your<strong> processes</strong> - how should you change the way you work?</li> <li>Your<strong> technologies</strong> - what platforms, software and data strategy will serve you best?</li> </ul> <p style="font-weight: normal;"><strong>Talk to us about an initial, no-cost consultation. </strong>We’ll discuss your toughest challenges, outline our methodology and come back with a proposal.</p> <p style="font-weight: normal;">Contact our Digital Transformation Team on <a href="mailto:transformation@econsultancy.com">transformation@econsultancy.com</a> or call</p> <ul style="font-weight: normal;"> <li> <strong>EMEA: </strong>+44 (0)20 7269 1450</li> <li> <strong>Americas: </strong>+1 212 971 0630</li> <li> <strong>APAC: </strong>+65 6653 1911</li> </ul> <p><iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:BlogPost/67203 2015-11-16T11:57:07+00:00 2015-11-16T11:57:07+00:00 Data analysts vs. data scientists: What’s the difference? Jack Simpson <p>Our new <a href="https://econsultancy.com/reports/multichannel-customer-intelligence/">Multichannel Customer Intelligence report</a> sheds light on some of the key differences between these two roles, which one you need, and when. </p> <p>In the report, Fitness First’s Group Marketing Director David Langridge says he is beginning to engage more with data scientists than analysts, and that this prompts an interesting question for many marketing leaders...</p> <h3>Who do I need and what do I need them for?</h3> <p>While both roles are extremely important in their own way, understanding the distinction between each one is important if you want to develop a strong data-led approach to multichannel marketing. </p> <p>As with multichannel and omnichannel, the terms 'data scientist' and 'data analyst' are often used interchangeably by marketers as if they are one and the same. </p> <p>One example cited in the report is a 2013 CNBC article titled, ‘The sexiest job of the 21st century: Data Analyst’, which then goes on to describe a role that is much more reflective of a data scientist. </p> <p>Let’s take a look at each of the roles in more depth, according to the report.</p> <h3>The data analyst</h3> <p>Arguably the most important role of a data analyst is collecting, sorting and studying different sets of information. </p> <p>This process looks different depending on the organisation, but usually the goal is to pin down a fixed value to some process or function so it can be assessed and compared over time. </p> <p>The data has to be regulated, normalised and calibrated so that it can be taken out of context and used as standalone information or paired with other data without losing its integrity. </p> <p>Analysts are generally tasked with drawing conclusions from the data and educating other in the business on how to use it.</p> <p>They are often the ones with the best sense of why the numbers are what they are. </p> <h3>The data scientist</h3> <p>Data scientists, on the other hand, represent a kind of evolution from the traditional data or business analyst role. </p> <p><img src="https://assets.econsultancy.com/images/0006/9051/dexters_laboratory_desktop_2868x4530_hd-wallpaper-220121.png" alt="Data scientists dexter's laboratory" width="152" height="240"></p> <p>While the formal training is similar, the thing that sets data scientists apart is strong business acumen coupled with the ability to communicate findings to senior leaders in a way that can influence how the organisation approaches a business challenge.  </p> <p>Talented data scientists don’t simply address business problems. They pick the specific problems that will have the most value to the organisation once solved.</p> <p>Anjul Bhambhri, VP of Big Data Products at IBM, describes the role of a data scientist as part analyst, part artist. </p> <blockquote> <p>A data scientist is somebody who is inquisitive, who can stare at data and spot trends. It's almost like a renaissance individual who really wants to learn and bring change to an organisation.</p> </blockquote> <p>A traditional data analyst might look at data from a single source such as a <a href="https://econsultancy.com/blog/66287-the-five-biggest-benefits-of-crm-systems">CRM system</a>. But a data scientist will most likely explore and examine data from multiple disconnected sources. </p> <p>The ultimate goal is to discover a previously hidden insight that can provide a competitive advantage or help solve a business problem.</p> <p>Ed Kamm, Chief Customer Officer at First Utility, says:</p> <blockquote> <p>We have analysts for the more day-to-day stuff, but then also the scientists who have the ‘what ifs’. </p> </blockquote> <p><em>For lots more insight about multichannel customer intelligence, <a href="https://econsultancy.com/reports/multichannel-customer-intelligence/">download the full report today</a>. </em></p> tag:www.econsultancy.com,2008:BlogPost/67104 2015-10-29T13:18:36+00:00 2015-10-29T13:18:36+00:00 How recruiters can practice what digital marketers preach Edwyn Raine <p>In the last few weeks I’ve been fairly active on job sites looking for my next career move. There is a particular type of role I gravitate towards, which means I already know what I want... This should make it a simple and easy process, but it it isn’t and I think I’ve uncovered one of the reasons why.</p> <h2>The problem in question</h2> <p>Say I was looking for a role with some focus on <a href="https://econsultancy.com/blog/66030-are-these-the-three-most-important-mobile-ppc-metrics">paid search</a>… Depending on my experience, my background, how I have been mentored and a host of other factors I may search different things. Here are just a few things that spring to mind:</p> <ul> <li>Search Engine Marketing</li> <li>SEM</li> <li>Paid search</li> <li>PPC</li> <li>AdWords</li> <li>Biddable media</li> <li>Performance marketing</li> </ul> <p>To a search marketer these are all variations of a topic which is fairly similar. You are unlikely to be a search engine marketer if you haven’t used AdWords, and PPC is definitely considered performance marketing. </p> <p>Look at the example below of comparable search terms, I get completely different results, and more importantly, many listings which will appear in one results page and not in another (lost search traffic).</p> <p><img src="https://assets.econsultancy.com/images/resized/0006/8340/search-results-blog-flyer.jpg" alt="Job Search Results" width="470" height="513"></p> <h2>How recruiters can increase the number of (quality) leads</h2> <p>As mentioned in the title, this is about doing what digital marketers preach to clients day-in day-out. A job board or application in its simplest terms is a search engine, a search engine for employment. Therefore, it should be utilised with the same methodologies and strategies as search marketing to drive the best possible results.</p> <p>Here are two techniques that search marketers have been implementing for years which may improve the effectiveness of your listings: </p> <h3>Understanding the searcher</h3> <p>People search for different things, but they are often looking for the same thing. As a recruiter (or job poster) you have to understand this and increase your chances of finding the person who is looking for what you offer. </p> <p>This doesn’t mean cover every search term under the sun (please don’t do this!!), but it means thinking about related and associated terminology to ensure that you are findable for people who don’t necessarily use the same technical language and phrases.</p> <h3>Persuasive copywriting</h3> <p>Once you understand what people might be looking for, it is a case of packaging it up in some great, <a href="https://econsultancy.com/blog/66411-three-classical-rhetorical-devices-to-optimise-your-digital-copy">effective copy</a> written.</p> <p>Hundreds of people will be looking at your job listings, but only a small percentage will go on to enquire – this is your lead conversion rate. Think about how you can not only incorporate the new terminology into your listing, but how that listing can be more persuasive. </p> <p>You don’t have to lie about the job to do this, but there are certain things that people look for in a profession, understand what makes that type of professional tick and talk about it.</p> <h2>Final thoughts</h2> <p>It is fair to say that perhaps clients (particularly marketing agencies) should be driving this process of understanding the job seeker, after all, it is their future employee. However, would they been engaging a recruiter in the first place if they had spare time to be doing the <a href="https://econsultancy.com/blog/66187-17-fantastically-useful-tools-for-content-writers-and-bloggers">background research and writing effective copy</a>?</p> <p>If this still doesn’t fully make sense to you as a recruiter, I wouldn’t fret, but I do think search marketing is worth understanding. I would recommend you do some further research on the topic or even look for some consultancy from your clients to fully understand it and its potential.</p> tag:www.econsultancy.com,2008:BlogPost/67091 2015-10-22T15:09:04+01:00 2015-10-22T15:09:04+01:00 How L'Oréal uses social media to increase employee engagement Jack Simpson <p>It makes sense, then, that higher employee engagement levels are going to result in workers being more motivated and productive, and also more likely to speak positively about your brand in the outside world. </p> <p>Ultimately it leads to a better company culture, although <a href="https://econsultancy.com/blog/67059-changing-company-culture-six-things-to-try">improving company culture</a> in the first place can lead to higher levels of employee engagement. </p> <p>In this post I’m going focus on how L'Oréal used social media to create a sense of community within the business, not only increasing engagement internally but also creating an attractive employer brand externally. </p> <p><em>If you want to learn loads more about how businesses can use social media to enhance their brand, get your ticket for our <a href="http://bit.ly/1M8uMOA">Festival of Marketing</a> in November and come check out the Social stage.</em> </p> <h3>Employees are your best brand spokespeople</h3> <p>L'Oréal traditionally used employee testimonials in a bid to attract new talent, but it found this approach wasn’t working well enough. </p> <p><a href="http://www.nielsen.com/uk/en/press-room/2015/consumer-trust-in-traditional-advertising-declines-in-uk-while-a-recommendation-from-friends-remains-most-credible.html">A Nielsen study</a> found that while consumer trust in brands is falling, in friends and family it is stronger than ever.</p> <p>This was the basis for L'Oréal’s strategy: The idea that people would trust their peers on social media when it came to L'Oréal being a great place to work. </p> <p>“People are already talking about you everyday,” says Onish. “If you go through social media you’ll see people tweeting about a successful meeting or posting on Instagram while they’re still at the office.</p> <p>“We wanted to encourage that and get people to spread the message about their careers with the outside world.”</p> <h3>Using hashtags to create a community</h3> <p>L'Oréal created two hashtags to get people talking about their working lives on Instagram. </p> <p><strong>#LifeatLoreal</strong> was initially designed as a way for corporate comms to find out what was going on in the various offices across the US: What the fun events were, what the culture was like, and so on. </p> <p>What L'Oréal didn’t realise was how much exposure this would have outside of the business.</p> <p>“Suddenly we saw an opportunity,” says Onish.</p> <p>A big campaign went out encouraging more employees to share their experiences, with prizes such as iPads and GoPros on offer and the chance to be featured on L'Oréal’s social channels. </p> <p><a href="https://instagram.com/p/7oY2FSKTNs/?tagged=lifeatloreal"><img src="https://assets.econsultancy.com/images/0006/8258/Screen_Shot_2015-10-22_at_12.05.29.png" alt="#lifeatloreal social media campaign" width="720"></a></p> <p><a href="https://instagram.com/p/4Xji9iEaYk/?tagged=lifeatloreal"><img src="https://assets.econsultancy.com/images/0006/8259/Screen_Shot_2015-10-22_at_12.07.55.png" alt="#lifeatloreal social media campaign for employee engagement" width="720"></a> </p> <p>The second hashtag, <strong>#LorealCommunity</strong>, was all about getting people to share how they interact socially with colleagues both inside and outside of work.</p> <p><a href="https://instagram.com/p/u1KApRv36W/?tagged=lorealcommunity"><img src="https://assets.econsultancy.com/images/0006/8260/Screen_Shot_2015-10-22_at_12.09.22.png" alt="#lorealcommunity social media campaign for employee engagement loreal" width="720"></a></p> <p><a href="https://instagram.com/p/pMIo5bv32c/?tagged=lorealcommunity%20"><img src="https://assets.econsultancy.com/images/0006/8261/Screen_Shot_2015-10-22_at_12.10.16.png" alt="#lorealcommunity social media campaign for employee engagement loreal" width="720"></a></p> <p>“It’s a way to get people to start showing they have groups of friends outside of work who are also colleagues,” Onish says. “People can see what our culture is like and they know what to expect from working here.</p> <p>“When people comment externally like that they are contributing to the success of the company as a whole.”</p> <p>The results of the hashtag campaigns? An increase of 200,000 unique impressions on Instagram. </p> <p>“We’re reaching people we haven’t been able to reach before,” says Onish. “This allows us to connect with people who need to be convinced in a softer way about having a career at L’Oreal. “</p> <h3>Why a proper social media policy is important</h3> <p>Onish believes the key to success in this area is to have a proper social media policy in place. </p> <p>The problem is that many brands think of a social media policy as a dry, unfriendly document that should sternly lay down the social media law.  But Onish says that is the wrong approach. </p> <p>“Social media policy is not about blocking Facebook at work,” he says. “It’s about telling people what is important on social media, and why, and putting the tools and tactics in place to help them use it in the right way.</p> <p>“Don’t just say what they can’t share. Instead, define the things you do want them to share and show them the official and safe way to do it.”</p> <p>The end result of all this, according to Onish, is the ability to make L'Oréal’s culture stand out and create a stronger brand message. </p> <p>“Happiness starts at home,” he says. “Before you start looking at external campaigns, see what you can do internally to amplify your brand voice.”</p> tag:www.econsultancy.com,2008:Report/3874 2015-09-29T13:45:00+01:00 2015-09-29T13:45:00+01:00 Digital Job Descriptions Best Practice Guide <h2><strong>Overview</strong></h2> <p>In an increasingly competitive market, job descriptions serve as vital tools to help organisations attract and retain digital talent. Also, without a clearly defined job description, it is difficult to effectively and objectively evaluate each person’s fit for the role. The Digital Job Descriptions Best Practice Guide provides you with a framework for planning and creating high quality, professional job descriptions to help organisations attract and evaluate candidates for digital roles.</p> <h2><strong>What you'll learn</strong></h2> <p>The <strong>Digital Job Descriptions Best Practice Guide</strong> provides you with:</p> <ul> <li>A framework for planning and creating high quality, professional job descriptions for digital roles.</li> <li>A discussion of the strategic importance of clearly defining job descriptions.</li> <li>An explanation of some of the new positions which have evolved as companies continue to mature and integrate digital into their operational activities.</li> <li>Job description templates for different types of role within a digital team that can be used and adapted to suit your recruitment needs.</li> <li>An overview of some the main roles that sit within a digital team.</li> <li>A responsibility assignment matrix (RACI) which can be used by managers and recruiters to help them understand the types of roles and responsibilities that sit within each role.</li> </ul> <h2>Who should read this report?</h2> <p>If you are managing or hiring a digital team, this report should act as a useful and actionable tool that can be applied again and again. There are sections discussing the strategic importance of job descriptions for hiring the right candidates as well as usable templates that can be populated to hire for the majority of roles within a digital marketing environment.</p> <p><img style="float: right; border: 0;" src="https://assets.econsultancy.com/images/resized/0006/7285/james_gurd_profile_pic-author.jpg" alt="James Gurd"></p> <p>"<em>I’ve seen a noticeable shift in recruitment emphasis towards expanding internal digital teams and reducing the reliance on contractors for topic expertise. This is true in many areas where, typically, client teams had limited resource. For example, SEO teams are becoming multi-dimensional, blending the more common search marketing skills with detailed technical skills that are required to navigate the complexities of SEO for large catalogue and international ecommerce sites. This has increased the demands on client-side recruitment teams, with greater rigour around defining roles and job specs and following a clear process for finding and evaluating candidates. The job spec is hugely important because it encourages people to define the role they’re recruiting for and the skills required to satisfy it. It also provides a reference point for evaluating candidates consistently</em>."<br>- <strong>James Gurd, Owner, Digital Juggler</strong> </p> <h2><strong>Contributors</strong></h2> <p>We would like to thank the following for their contributions to this report:</p> <ul> <li>Justin Taylor, Founder and Managing Director, Graphitas  </li> <li>Lucy Reeves, Content Manager, Lovehoney</li> <li>Paul Rogers, Independent Consultant</li> <li>Graham Everitt, Ecommerce Consultant</li> <li>Tim Watson, Founder, Zettasphere and Chair, DMA Email Best Practice Hub</li> <li>Sejal Parekh, Creative Brand and Communications Strategist</li> <li>Alasdair Wightman, CEO and Digital Analyst, So What Analytics</li> <li>Joseph Sells</li> </ul> <p><iframe src="https://www.youtube.com/embed/TotoIZdle3c?wmode=transparent" width="560" height="315"></iframe></p>