HR-ON is on a roll!
In October, the software company received the Gazelle award for the second year in a row. This means there are now two gazelles sitting in HR-ON’s head office.
The Gazelle award goes to companies which show positive growth. They must double their growth and revenue within a four year period. Being presented with this award supports the fact that HR-ON is in a rapid development phase. This is also reflected in the number of new employees and also the expansion of the head office at Odense Banegård Center. As of October 2019, they have approximately 35 employees.
CEO and founder, Ali Cevik, is extremely proud:
“The world of HR is strongly driven by professionalism, networking and personal relationships. We owe our explosive growth to the good references from our customers who recommend us within their network. It is affecting our developers, who are confirmed to be making a difference through daily contact with our customers,” he says.
Focus on values
HR-ON will continue the good progress and will not take it’s foot off the gas. The software industry requires innovations in order to survive. This is why the employees of this Danish company are in constant development, so that they can maintain the high growth and chase gazelle number three. While the company is in a strong position and growth is well underway, it is essential to keep an emphasis on the company’s values and DNA. Ali Cevik adds:
“The challenge we face in achieving our goal of becoming a recognized global player in the field, is to maintain our values as a diverse, intimate and professional company. We believe these values are a prerequisite for responding to customer needs as well as maintaining close dialogue while expanding.”
HR-ON will officially receive the Gazelle award on 20th November. This will take place at Børsen’s Gazelle Award show in HR-ON’s hometown, Odense.
What is all the hype around diversity and inclusion? Is there an increase in focus on fewer opportunities for some, or equal opportunities for everyone?
What exactly is the meaning of diversity in the workplace?
Does it pay off from a business perspective to focus on diversity and integration?
These are some questions that might be on your mind when talking about diversity. Let’s break it down into smaller pieces.
The employees have their own set of skills which are attained through studies and experience, as well as through their personal and professional background, all of which will affect their work perspective in certain ways.
On a personal level we are talking amongst others about ethnicity, country of origin, gender, age, sexual orientation, religious beliefs or disabilities. The second level is the professional diversity that includes amongst others academic background, career path, industry background, personality type and thinking style.
All of these traits and experiences are accumulated over time and give candidates unique perspectives and skills that come in handy when the company wishes to increase creativity and develop innovative solutions. That being said, employers are not defined by their background, but rather enriched by it.
Integration can be designed as an ongoing process in which all the qualified bidders are taken in consideration and where the focus lies on giving everyone a fair, unbiased chance and not concentrating on excluding some or stop hiring and promoting the typical profile.
Inclusion is shifting attention towards bringing people in as a substitute for keeping people out.
A workplace that focuses on a culture that is accepting of diverse profiles and that includes everyone is on their way of designing the job environment for the future workforce.
This is done by designing a workplace where employers can all have lunch together, make company activities so people interact with each other beyond work tasks and be aware of the employers work-life balance.
Look beyond culture fit when hiring for new positions. By looking for someone who will compliment your work culture you end up having a fresh mindset that will improve and bring new insights to your team. Teams created by like minded employers with a similar cultural heritage and educational background tend to become homogeneous thus making growth and development a slow process.
It all starts with the leadership
Include training in cultural awareness, diversity and inclusion. Set guidelines that will ensure the implementation of processes that support and embrace diversity in the workplace.
Measure the progress of the inclusion efforts with the help of analytics. There are relatively easy options to help eliminate bias from inclusion and diversity processes. Analytics help identify and minimise unconscious prejudice throughout the HR departments.
The first step in combating bias is to be aware of it. Once recruiters become aware of this, they will be more likely to screen for a broader candidate base.
Optimize the hiring process so it is based solely on merit and not cultural heritage, race or simply a name that sounds foreign, and continue with the career advancement processes in promotions and leadership development. Focus on these issues and give a fair chance to all candidates and therefore enhance employee involvement and give them a memorable employee experience.
Business value in diversity
There is revenue to be gained by D&I. The benefits are numerous, starting with increased creativity and innovation. A recent BCG study shows that companies with a diverse leadership have 19% higher revenue. This is the result of a diverse team that will inspire each other and come up with more diverse solutions to the company’s problems.
Creativity is broken loose, more innovative solutions come on the table, you get a competitive advantage and the employees are engaged and motivated to do their job knowing that their actions are acknowledged and they have a fair chance of advancement. As a result you get a positive reputation which enhances your talent pool.
–for those curious minds a talent pool is a database where hr managers keep all their top job candidates.–
The only offset is that it takes time and engagement to change the way things have been working out so far, and naturally the beginning might be rocky, so keep at it if you want to see results.
We are facing a accelerating globalisation and advancement in technology and access to education. Therefore the future of the talent pool is expected to grow in the future, in fact, according to The Organisation for Economic Co-operation and Development (OECD)
“the number of young people aged 25-34 with a tertiary qualification increased by nearly 45% between 2005 and 2013 in OECD and G20 countries and is expected to keep increasing in the coming decade”.
Though migration may make a difference in where the future workforce will come from, the OECD predicts that the individuals with a higher education in the working age population from the EU countries is likely to increase from 26% in 2015 to 34% .”
By 2030 more than 60% of science, technology, engineering and mathematics(STEM) educated young people will come from non OECD countries mainly India and China.
Many people unconsciously recruit profiles like their own. But there ar many advantages in looking at the alternative profiles and promoting a diverse workplace.
In many companies, the workforce is very homogenous. It is, after all, easier to recruit people just like you. But is this always an advantage? Not according to manager in HR-ON, Ali E. Cevik. He has matched hundreds of candidates with the right company through the years.
“I have facilitated and held skill development courses since 2003. I found that the teams who were diverse in gender, culture, and age were remarkably better than the homogeneous teams.”
Ali thinks that diversity should be seen as a strength and points out that with diversity follows an enormous potential for innovation which is seldom fully utilized. His point is supported by a report by McKinsey & Company.
Core values are as important as qualifications
Ali has, in the span of his career, helped to place more than 400 candidates in different companies. His point is that companies should focus on the core values of the potential candidates instead of only focussing on their professional qualifications. He has a positive experience with implementing this idea in recruitment.
“I helped to place a young refugee in a big consultancy where he was first made responsible for sales and later hired by the purchasing department,” says Ali and continues: “He had no experience, limited language skills, and no usable knowledge in the field he had to work in. But he got the chance and created his own position through his personal qualifications, willingness, and curiosity. At the same time, he created innovation in the organization and jobs for others. Had he not gotten the chance, he would have never come so far and made the results he did.”
Diversity is not only about giving the inexperienced candidates a chance, but it is about having better results as a team.
Diversity for a better workplace environment
And it is not only the practical work that profits from diversity recruitment: ”It is also a very strong employer brand to be able to collaborate with diversity and core values instead of the classic economic incentives,” says Ali.
In terms of creating more job satisfaction among the employees, the research Good Workers’ Index 2015, also points out that meaningful and positive relationships with colleagues and management are by far the most important elements of a good work life.
A diverse workplace can help to promote learning, creativity, and innovation, and it is important to create close relationships in the workplace.