At the SHRM annual conference in San Diego, SmartBrief’s senior editor Mary Ellen Slayter sat down with Ryan Estis of Ryan Estis Associates to discuss the evolving workplace environment and how HR management fits into it. Ryan, a  business performance consultant, dubs it “HR 2.0.”

Among his key points:

• HR 2.0 represents a shift in human resources management, as companies begin to pull away from the economic recession. “We’re heading into a time where talent is going to be the long term sustainable, competitive advantage,” he said.

• A company’s biggest mistake to make during HR 2.0? Lacking focus and failing to cultivate culture. Ryan believes there’s a lot of employee potential that companies fail to invest in.

• The most successful companies are those who embrace technology. Technology represents a way to accelerate a company’s success and will transform the way employees connect in the workplace.

Watch the full video here, as well as other conversations with HR thought leaders from Smartbrief’s video series with Monster.com:

Click here to view the embedded video.

Want to talk to Ryan yourself? He’ll be taking your career questions in a FREE webinar, “Getting the Job You Want: Accelerate Your Career Search with a Sales and Marketing Strategy,” on Aug. 18 at Noon Eastern. He and Laurie Ruettimann will share how real-world strategies and business development practices can be used in your job search.

Related Posts:

• Robin Schooling on how to foster a corporate learning environment
• Dave Ulrich on getting more than a paycheck out of work
• Emily King, on how to hire a veteran

Some of Dave’s insights:

• When workers find meaning in their jobs, they’re more productive and contribute more to the organization as a whole.
• HR plays a key role in designing how an organization works, so they’re in prime position to help create meaningful work.
• Managers need to be leaders, assessing workers’ strengths and helping them into roles where they can find satisfaction.

Check out my full interview with Dave, as well as other conversations with HR thoughtleaders from Smartbrief’s video series with Monster.com.

Click here to view the embedded video.

Related Posts:

• Ryan Estis, on preparing for HR 2.0
• The changing face of SHRM, with Monster’s Eric Winegardner
• Emily King, on how to hire a veteran

One of the biggest changes Durekas says she is observing is the increase in women in the workplace — now roughly 52% of the U.S. workforce. This shift is changing how companies look at the sorts of benefits they are offering to attract and retain top talent, she explained. Moreover, companies are having to look at how they will treat their employees well, both now in the tough times and in the future when the  economy starts to pick up.

Watch my full interview with Durekas, as well as other conversations with HR thoughtleaders from Smartbrief’s video series with Monster.com.

Click here to view the embedded video.

Related Posts:

• How to focus on your career and be a mom
• Making the jobs fit mothers’ realities

I’m a civilian hiring manager or HR pro. Why should I consider hiring a veteran over someone with no military experience?

Unlike a new hire out of school or industry, the veteran brings a reliable skill set based on military experience — not just job experience. For example, veterans bring an expectation of excellence and integrity to the civilian workplace and can influence others in that direction. Also, the veteran has lived and worked in a 24/7 culture where mission comes first, regardless of what the clock says. Going above and beyond to get the job done well is standard operating procedure for most veterans.

What’s the best way to recruit current or former military folks?

The first and best thing an organization can do is to enable the success of the current and former military already on board. Word spreads fast among veterans. The military community is well networked and quickly identifies the best and worst places to work. When you put things in place to support the current or former service member, recruitment becomes simple, and the best and brightest find their way to you. The best recruiters of veterans set clear and accurate expectations during the interview process and establish an incentive for employees to refer their friends.

What is the most common mistake you see hiring managers and HR pros make when onboarding vets?

It’s something that many managers and HR pros overlook.  Too many HR pros assume that veterans’ needs will be the same as those of other new hires. Success begins with customized onboarding. Issues related to performance and retention that crop up later can usually be tracked back to the earliest days and months of the service member’s civilian employment. HR pros can make a measurable impact by anticipating and addressing the needs of recently hired veterans by helping them transition to the civilian workforce.

For more great advice gleaned from SHRM, sign up for SmartBrief on Workforce. We’ll be working with Monster, Charlie Judy, Jennifer McClure, Ben Eubanks and  other great HR bloggers to bring you daily coverage live from San Diego June 27 to 30.

Image credit, LifeJourneys, via iStock

Related Posts:

• Ryan Estis, on preparing for HR 2.0
• Dave Ulrich on getting more than a paycheck out of work
• SHRM’s Mike Aitken, on what the elections mean for HR

Our year-end reports publish on Dec. 8 and Dec. 15. If you’re not already a SmartBrief on Workforce subscriber, sign up today so you won’t miss it!

We’re getting mixed signals about the health of the economy right now. What effect will that have on how employers recruit and retain workers in 2010?

2009 was about job losses being announced by the tens of thousands. As we rebound, jobs will be created by the handful — much less likely to make the nightly news. There will be an increase in hiring in 2010, and there will be employed workers competing for those jobs — not just the 15.1 million unemployed workers. Employers who are in a position to grow their workforce recognize the competitive advantage of doing so and will take greater care in the talent they select. Each position is more valuable when your workforce is reduced, therefore the effort put into selection of employees will be greater.

Professional workers are increasingly focusing on their own personal brands. How should employers best respond to that?

The increasing focus on personal branding has been an exciting outcome of the social networking evolution. Leaders within companies who acknowledge that people are indeed their No. 1 asset will embrace the concept and even encourage growth of high performer’s personal brands. Having engaged, passionate workers who are mindful of their personal brands and the connection to their employer’s brand will be well positioned to lead in this social media age. It is widely accepted that people do business with people. The more great people I know at a company increases the likelihood that company will win my business. Translated: Grandstand your great people. Trust that the risk is worth the reward.

What will be the greatest challenge for HR professionals in the coming year? How do you suggest they overcome that?

The greatest challenge for HR professionals in this coming year will be leading the rebound within the confines of the new reality of their own smaller teams. I don’t know of many HR teams who have not been directly affected by reductions. We also acknowledge it will not be the first department where companies will choose to invest. Overcoming that challenge requires demanding efficiencies in which we invest our time. Retaining your talented resources during the rebound and recruiting the best new employees possible will be prioritized higher than in the past two years.

What will be the biggest opportunity?

The biggest opportunity I see for 2010 is retention of your solid talent. Many companies have been entrenched in survival mode this year. Employees understand that during tough times, they need to be patient. However, as we see signs of rebound, employees will demand more attention. Being mindful of the sacrifices we have all shared and making good on promises made will be critical to maintaining your tenured workforce. Be incredibly mindful of the personal branding phenomenon. People outside your organization can easily see and appreciate the talent you have on your payroll. Be sure you are equally aware and most importantly that your employees are aware of your appreciation of their contributions.

Related Posts:

• 10 ways social media can help “flip” your network
• This week’s most clicked
• Land on your feet after a layoff