58 Marketing Trends found for Human resources

...  General Data Protection Regulation [GDPR] which will take effect in May 2018.

It’s fair to say that legislation has failed to keep pace with the speed at which technology and big data has advanced – particularly the ability of a company to gather, store and analyse data.

GDPR is specifically intended to enhance data protection and the right of EU citizens to privacy, giving them greater control over their personal data and its use by marketers.

The new Act represents a complete overhaul of the legal requirements that must be met by any company handling EU citizens’ personal data – and that also includes employees’ personal data.

The implications of GDPR are not to be sneezed at. Companies who fall foul of the regulation and are found to be misusing personal information face stiff fines of up to €20m or 4% of annual worldwide turnover, whichever is the greater of the two.

Read the original unabridged Forbes.com article.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

... MaaS, will handle it all.

According to UK-incorporated multinational professional services firm Deloitte, MaaS's goal is the creation of an integrated system of mobility so convenient “that consumers opt to relinquish their personal vehicles for city commuting because the MaaS alternative is more appealing.”

Moreover, Deloitte believes that a natural next step would be to capitalise on the popularity of these programs and, combining with trip-planning apps, integrate them into a single platform for customers to plan and pay for travel services.

To work effectively, MaaS would require the following conditions: Widespread penetration of smartphones on 3G/4G/5G networks; high levels of connectivity; secure, dynamic, up-to-date information on travel options, schedules, and updates; and cashless payment systems.”

Collaboration would be paramount between the transportation providers, local governing authorities, and payment processors, among others, who would all enable this to happen.

Read the original unbridged FoxBusiness.com article.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

... speeding ahead while UK agencies drag their heels.

According to Mark Bell, chief experience officer at Oliver Group UK, few British agencies have made behavioural science a key element in their offering.  

Says Bell: "Walk into any agency on Madison Avenue and you’ll see they operate differently. American agencies do a fabulous job of weaving behavioural economics into their upfront strategy."

"It’s evident in the clear distinction they make between behavioural planners and traditional comms planners. And it’s a smart approach too: the research comes first, so strategists can identify the behavioural theory that can inform the creative.

Bell argues that agencies in the UK are well equipped to be putting out the same level of work – "but we’re held back by our tendency to remain rooted in traditional agency structures".

He adds: "Aside from the behavioural wing of Ogilvy & Mather UK and Ogilvy Change, plus our own efforts at Oliver, there’s a sense that British agencies are too set in their ways to capitalise on how behavioural science could enhance their output".

Read the original unabridged TheDrum.com article.

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... needed to house one.

Cloud computing, or in simpler shorthand  "The cloud", also focuses on maximising the effectiveness of the shared resources. Cloud resources are usually not only shared by multiple users but are also dynamically reallocated per demand.

“All the tools we’re using really pay dividends,” says DigitalOcean Ceo Ben Uretsky. “I think that gives us a leg up.”

DigitalOcean rents out its computers for $10 per month or a penny and a half an hour, a price comparable to or below those at Amazon, Google, and Microsoft, according to researcher Scalyr, a specialist in fast search and analysis of operational data.

DigitalOcean is managing more than 100 million gigabytes of data, about the size of Facebook’s video and photo library when it went public in 2012.

Read the original unabriged Bloomberg.com article.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

... its milions of shoppers.

According to UK ad trade journal The Drum, whether it’s data from sales or from marketing, there’s a dense web Mars needs to unravel before it can understand why people are more likely to purchase, say, a Snickers bar on one day than they are on another.

Dan Burdett, global brand director for Snickers told The Drum: “We need to understand why managing and keeping your own data is important”.

“In the past, we, along with other companies, have fallen into the trap of allowing the data and information to be held by third parties, and I think you only get value out of the information when you’re able to interpret and interrogate it in a way that bypasses having to rely on third parties to give you the bits of information that they’re keen for you to see, but are keeping the bits that they think are better for themselves.”

Mars Inc's reluctance to share its first party data – in particular the insights generated by it - is also shared by peers like Mondelez, which earlier this year told The Drum that coming up to a solution was akin to “treading carefully in a land of giants”.

Read the original unabridged The Drum article.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

... attitudes toward vendor-hosted cloud software.

In an article earlier this week the WSJ reported that cost is also also a major factor for deserting outsourcers, citing as an example UK-based pharmaceutical giant AstraZeneca which expects over the next two years to halve its previous annual outsourcing spend of $750m, as the company shifts toward cloud software.

To this end, AstraZeneca CIO David Smoley has hired more software engineers to build custom software and implement cloud software in a bid to to enhance collaboration, service desk, human resources and other services.

However this trend is far from universal. IDC analyst David Tapper warns that companies quitting offshore outsourcing in favour of in-house or cloud IT facilities, are likely to see their costs “go way up.”

He also believes that although outsourcing from the US and Europe to offshore facilities in lower-cost countries such as India and Russia is much cheaper than in the US, Wall Street analysts are likely to savage companies whose earnings reflect sharply rising expenditures.

Read the original unabridged BlogsWSJ.com article.

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... younger bosses tend to share certain qualities.

As members of the first generation to use personal computers from childhood, the boomers are generally more tech savvy.

Moreover, they also spend more time wooing and retaining younger employees, whilst focussing on keeping products and services relevant to rising millennials - a group projected to constitute 75% of the workforce by 2025.

The WSJ article quotes Christopher H Franklin, 50 years old, who this month became ceo at Aqua America Inc, a water utility in Bryn Mawr, Pennsylvania.

Mr Franklin believes his generation of leaders is more focused on talent an technology than their predecessors were. He says he wants to delve deeper into hiring and retention than many chiefs typically do, in part by having Aqua’s VP of human resources report directly to him rather than to the general counsel.

“Talent acquisition and retention is a huge component of what we [new CEOs] need to think about,” Franklin said in an interview. “That is where you get to set the culture.”

Read the original unabridged WSJ.com article.

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Prominent among the jobs deemed to be creative are those of artists, architects, web designers and IT specialists. Top among such occupations are ...

1. Translators and interpreters (5.8%)
2. Performing artists (7%)
3. Radio broadcasters (7.7%)
4. Film and TV producers (8%)
5. R&D on natural sciences (10.9%)

While the following five job functions, according to the report, have a "very high" probability of computerisation:

1. Peat extractors (100%)
2. Motion picture projectionists (97%)
3. Copper producers (70.7%)
4. Mailing list publishers (69%)
5. Bartenders (67.5%)

The survey results also suggest a pervasive restructuring of labour markets over the decades to come. The report urges governments to assist workers made redundant through job automation by retraining them for the new creative professions.

Read the original unabridged WSJ.com article.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

... "enable machines to better understand what users are saying to them."

According to a report in cnet.com, Google DeepMind will be working with two of Oxford's cutting edge artificial intelligence research teams.

Cnet.com also revealed that Google has additionally hired the seven co-founders of two artificial intelligence groups, which had also launched startups.

It has also recruited, Oxford professors Nando de Freitas and Phil Blunsom, as well as Edward Grefenstette and Karl Moritz Hermann - all  co-founders in 2013 of Dark Blue Labs and experts in the "use of deep learning for natural language understanding."

Mr Hassabis, who is also an artificial intelligence researcher, neuroscientist and computer games designer is also the co-founder of DeepMind, a UK-based company acquired by Google in January this year.

All of which leads Google-watchers to conclude that the Mountain Springs mammoth intends to add AI to its billion dollar trophy room, replicating its dominance in the field of search.

Read the original unabridged IndiaTimes.com article.

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... steel plants and refineries.

All seemingly unrelated things, including suburbs, fast food and drive-time talk radio.

Likewise, argues Mr Hardy, "today’s dominant industrial ecosystem is relentlessly acquiring and processing digital information".

Hardy continues: "Our twenty-first century ecosystem demands newer and better ways of collecting, shipping, and processing data in much the same way as cars needed better road building. It’s a trend that is spinning out its own unseen background businesses."

Proof - if any is needed - of the spread of this new ecosystem came today with the announcement by General Electric that it has created a “data lake” method of analysing sensor information from industrial machinery in places like railroads, airlines, hospitals and utilities.

Working with a company called Pivotal, GE said that in the last three months it has looked at information from 3.4 million miles of flights by twenty-four airlines using GE jet engines. This, GE claims, has enabled it to identify things like possible defects 2,000 times faster than previously possible.

However, according to William Ruh, vice president of GE Software: “We’re only one-tenth of the way there. In ten years, 17 billion pieces of equipment will have sensors.” 

Meantime, billions of humans are already augmenting that number with their own packages of sensors, called smartphones, fitness bands and wearable computers. Almost all of that data will get uploaded someplace too.

Earlier this year, researchers at the University of California in San Diego announced a method of engineering fiber optic cable that could make digital networks run ten times faster.

This will enable more segments of the system to work near to the speed of light, without involving the “slow” processing of electronic semiconductors.

Read the original unabridged NYTimes.com article.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.