At ESPN, a need for a more dynamic talent mobility strategy prompted significant changes. Under the leadership of Dayana Falcon, Talent Mobility Manager, several innovative programs were launched to foster a "culture of career." These initiatives aimed to ensure equitable access to career advancement for all employees and have since been adopted across The Walt Disney Company, ESPN’s parent organization. Steps Taken ✅ Established Career Centers. Falcon introduced these hubs in various ESPN locations, such as Los Angeles and Charlotte, to provide networking, team events, and personal development opportunities through self-service resources, including books, tablets, and VR headsets. ✅ Launched the Career Coaching Program. Starting in early 2023, this program leverages internal leaders as career coaches to help employees navigate their career paths. The program matches employees with coaches based on five distinct career personas, ensuring personalized guidance. ✅ Created the All-Star Showcase. To recognize and celebrate innovation within the company, Falcon initiated the All-Star Showcase, a global tournament-style competition. Teams present their best work, with peers voting on projects that align with company priorities like audience expansion and innovation. ✅ Organized the EXP Braintrust. A cross-functional team was created to design the EXP Braintrust, an initiative to generate new business ideas and promote multicultural fan engagement. This program has led to over 50 new business ideas and high participant satisfaction. Conclusion Falcon's visionary leadership has significantly impacted ESPN, fostering a culture of career development and innovation. These programs have not only enhanced employee engagement but also driven business success, demonstrating the power of strategic talent mobility and equitable career advancement opportunities. Source: HRExecutive

The team at Mineral, a division of Mitratech, aimed to use ChatGPT 3.5 for providing quick and accurate HR answers to complex client inquiries. However, the results were disappointing. The responses lacked necessary nuance, especially in questions involving state and federal law. The team struggled with crafting effective prompts, and the experiment, planned for six weeks, was abandoned after four due to poor performance 😱 Undeterred by the initial failure, the company tried again with ChatGPT 4.0, focusing on "human in the loop" collaboration, where human oversight is integrated into the AI process to ensure better accuracy and relevance. They opted for the upgraded version to improve response quality and reliability. The team was trained on proper question input and the importance of human involvement in reviewing and refining AI-generated answers. Over three weeks, the quality of AI responses improved significantly, and the team began to appreciate the tool’s potential 💪 🏆 From this experience, the company drew several important lessons and shared these recommendations for those integrating AI tools: 1. Establish a Solid Foundation: It's crucial to have a clear plan and understand the organization's risk tolerance. A defined policy on AI use is essential. 2. Build Knowledge and Skills: Overcoming the learning curve is vital. Training the team to effectively use and challenge the tool transformed frustration into excitement. 3. Foster a Culture of Experimentation: Encouraging safe experimentation without fear of failure is key. Clear guidelines and secure tool use help integrate AI into company culture. Source: HR Dive Let’s Discuss! How has your organization approached AI experimentation? What strategies have you found effective in integrating AI tools while maintaining human oversight? Share your experiences.

Siemens, a tech innovator, faced challenges in attracting top tech talent, competing with giants like Google and Amazon. The company needed a strong employer brand. Steps Taken: 1. Crafting the EVP. Siemens developed a compelling Employee Value Proposition (EVP): "Create a better tomorrow with us", supported by four pillars: Customer Impact, Technology with Purpose, Empowered People, and Growth Mindset. 2. Building a Dream Team. A cross-functional team was formed, involving HR, global communications, and engineers. Their insights ensured the message resonated with tech professionals, not just HR experts. 3. Global Adaptation. The EVP was tailored to different regions, emphasizing relevant pillars to meet local priorities. For instance, German talent values stability and career progression, while Chinese candidates prioritize innovation and social responsibility. 4. Collaboration and Real Insights. Siemens didn't rely solely on HR experts. They tapped into their internal tech talent, ensuring the message resonated authentically with the tech crowd. 5. Strategic Messaging. The EB strategy focused on aligning all content with the EVP, ensuring a cohesive message across global markets. Conclusion. Siemens' strategic employer branding, focusing on collaboration and a strong EVP, has successfully attracted top tech talent, transforming the company into a global talent magnet The initiative led to increased candidate engagement and a stronger employer brand, positioning Siemens competitively in the tech industry. Source: The Undercover Recruiter. P.S. On the topic of EVP, we also recommend reading the 25th episode of The One Minute HR Newsletter. Implemented a successful HR strategy that attracts top talents? Share your experience.