next gen


The 21st century is a brave new world indeed. Who could have predicted the skills needed to thrive in today’s economy – an economy of startups, cloud-based computing, wearable tech and social media entrepreneurs?

The familiarity with rapidly transforming technology and tools; the rise of hardcore quantitative skills in banking, advertising, and healthcare; the rapidly blurring lines between hard and soft skills. These developments were unpredictable.

The next generation needs ‘Talent Heroes’ – leaders who understand the looming skills crisis and are doing something about it.

Many are calling this the 4th Industrial Revolution. And it is a revolution that is charging full speed ahead. For the most part, today’s skills will continue to be crucial. however, the next generation of job skills has the potential to be even more of a wildcard, and leaders of today’s top organisations should take notice and look to better understand how to find, hire, and cultivate the right talent. The next generation needs ‘Talent Heroes’ – leaders who understand the looming skills crisis and are doing something about it.

The next generation of job skills has the potential to be even more of a wildcard, and leaders of today’s top organisations should take notice and look to better understand how to find, hire, and cultivate the right talent.

Rise of the Talent Hero

This 4th Industrial Revolution reduces the barriers between physical and digital systems, where everything from artificial intelligence, 5G, 3D printing, and the Internet of Things will play a role in transforming industries across the board. Workforces will go from managing specific verticals to working in an interlocking system driven by automation and algorithms. Without a doubt, the transformative impacts will great.

With executives saying that employees’ lack of technological fluency is a challenge in preparing workforces for the short-term ways in which work is changing.

According to a recent survey, more than half of C-suite executives think there’s too great a mismatch between current skill sets and those necessary in the future. They also think they lack the knowledge of what skills will be needed in the future. Much of that skill gap-related anxiety is focused on the role of emerging technologies in the coming years: With executives saying that employees’ lack of technological fluency is a challenge in preparing workforces for the short-term ways in which work is changing.

Many executives, however, don’t believe the onus falls on business to help develop employees’ necessary skills. Instead, 80 percent of business leaders think it’s up to the government, the education system, and individuals to develop the skills workers will need to succeed in the future.

To that point, Accendo’s TalentPulse – the first intelligent talent experience platform – is a boon for both employers and employees as it enables personalised career-pathing and skills development journeys that, at its core, puts the onus and prerogative of career development in the hands of the employees. This allows for an extremely customised career journey within an organisation and the business now acts purely as a facilitator; no longer the driver for development.

Instead, 80 percent of business leaders think it’s up to the government, the education system, and individuals to develop the skills workers will need to succeed in the future.

This will augment and aid the ‘Talent Heroes’ – a subgroup of executives who take a more proactive route in preparing their workforces and who feel more responsible for training their employees in emerging skill sets than their peers do. These people are highly tech-savvy: Talent Heroes are more likely to invest in disruptive technology and are committed to using those technologies in an ethical manner.

Harnessing tomorrow’s workforce

Building the best workforce of tomorrow means that business leaders will need to be more strategic when it comes to building a path towards the future of work. Make it a priority to ensure your workforce keeps up with emerging technologies and techniques, particularly those that will be deployed within your business or industry. Understand the priorities and expectations of this generation as well as the next one. Think about what skills your workforce will need to have not just tomorrow, but in the years and decades to come. It can mean the difference between a company that thrives in the workplace of the future, and one that dies.

Bridging the skills gap

Many organisations are taking steps to address the skills gap and maintain a high-quality workforce, but are they taking the right steps? Not every remedy to the skills shortage is effective, and even those that are highly effective for some positions aren’t right for all difficult-to-fill positions. So how can you attempt to best bridge the skills gap while your talent is developing?

• Providing onsite training to employees (e.g., seminars, training programs)
• Starting/expanding training programs to help improve the skills of new hires
• Hiring external workforce (e.g., temps, independent contractors)
• Increasing compensation
• Improving retention efforts for current employees

What is clear is that there exists a clear and present need to address the skills gap in the workforce, but the good thing is there are fundamentally sound ways in which to start to do it. It isn’t an easy process but with the right help, your organisation can be on the way to thriving in this 4th Industrial Revolution. Find out how we can help you do this through a combination of data-driven, behavioural science-based, and intelligent solutions by reaching out to Accendo.



There is no doubt that A.I is changing the way we work.

According to some reports, four in five business leaders in Asia Pacific believe the burgeoning technology will transform the way their firms operate within the next three years. But still, there exists a glaring disconnect among the workforce as a whole.

As many as 15 percent of employees believe AI will have no impact on their jobs. Meanwhile, more than three-quarters (77 percent) expect their employer to help them develop skills to adapt to the changing environment.

There is a critical need for employees and employers to work together in order to attain the skills to survive let alone thrive in the A.I augmented future to come.

As many as 15 percent of employees believe AI will have no impact on their jobs. Meanwhile, more than three-quarters (77 percent) expect their employer to help them develop skills to adapt to the changing environment.

There is no doubt that intelligent technologies will change the tasks that make up work and as such new skills that will be required to perform them. Education and corporate training will need to commit to 3 main areas to develop these skills.

Speeding up Experiential Learning.

Thanks to advances in neuroscience and technology, the development of experiential learning techniques have progressed significantly in recent years. These techniques are about learning through hands-on application, rather than absorbing knowledge by listening or reading. Also of great benefit are simulation training tools for more technical functions, on-the-job training initiatives, learning plans, and the use of new technologies such as Virtual Reality (VR) or Artificial Intelligence (AI) to make learning more immersive, engaging and personalised.

Shifting the focus from institutions to individuals.

Possessing a broad variety of skills is of great value across the workforce. But there needs to be a greater emphasis on broadening the variety of skills within each worker. Education and training objectives should encourage each individual to develop a broader mix of skills, rather than producing only a certain number of graduates from specific courses. This mix should include a focus on complex reasoning, creativity and social-emotional intelligence.

Empowering vulnerable learners.

Education and corporate lifelong learning systems must be accessible to all in order to truly close the skills gap. Workers who are vulnerable to disruption from technological change must be identified for targeted interventions.

It is also important for employers and HR professionals to understand what a good future-ready employee is and how to recognise him or her among the workforce. To that end, it pays to augment HR departments with intelligent talent platforms that help evaluate and keep track of employee skills needs and progress.

Such platforms can help measure job role fit and potential flight risk, as well as provide managers with ideal development paths for their existing talent pool. They can also help HR departments connect with skills assessments from the best providers in the market to aid in recruitment all the way to talent development.

It is also important for employers and HR professionals to understand what a good future-ready employee is and how to recognise him or her among the workforce.

Smart platforms also help reveal the hidden talent in an organisation, thereby negating the need to hire externally. This is handy, especially when it compares internal and external talent from third-party, professionally trusted sources liked LinkedIn. More importantly, employing such a platform helps future-proof organisations, by accurately measuring the skills of employees in order to identify their talent credentials. This helps build an agile workforce, based on skills needed rather than tenure, as well as helping make sure that a company’s workforce has the up-to-date skills in order to adapt to the reconfiguration of positions, as tasks evolve and worker capabilities are augmented by machines.

So is your company and your workforce ready for the challenges and the opportunities that the future brings? What is clear is that whether work is automated or augmented, the need for urgent skill-building and new approaches to learning is desperately needed. And some groups of workers and sectors in particular, could be in need of pressing and targeted interventions.

That is where we come in. Find out how we can help your organisation bridge the A.I skills gap and accelerate the way you adapt and thrive in the 21st century through intelligent platforms, data, and our expertise by getting in touch via Accendo.


Web 1920 – 1


We all know that senior colleague who earned their position by virtue of being around a long time, and not because they are particularly great at the job in question.

The ones who hedge their survival on buying the boss a Teh Tarik or two every week.

If this sounds tired and outdated, it’s because it is.

For thousands of years, we made choices about one another on the basis of physical attributes. If you wanted to construct a temple, fight a war, or harvest a crop, you chose the fittest, healthiest, strongest people you could find. Those attributes were easy to assess, and, despite their growing irrelevance, we still unconsciously look for them: Fortune 500 CEOs are on average 2.5 inches taller than the average American, and the statistics on military leaders and country presidents are similar.

This morphed in the 20th century when IQ—verbal, analytical, mathematical, and logical cleverness—was justifiably seen as an important factor in hiring processes, especially for white-collar roles, with standardised tests and educational results used as measures. The trend then shifted towards competency testing in which candidates were evaluated on specific characteristics and skills that helped predict outstanding performance in the roles for which they were being hired. Research also showed that emotional intelligence was even more important than IQ when it came to leadership roles. This is still largely practised today, and as a direct result, advancement can all too often be procured by virtue of simply mastering the art of tea drinking, brown-nosing.

Today, the focus must shift on succession planning by gauging potential.

But now, we enter a new era. Today, the focus must shift on succession planning by gauging potential. Competitive environments shift, a company’s strategy might change, fortunes ebb, jobs might require leaders to collaborate with or manage a different group of colleagues. So the question is not whether your company’s employees and leaders have the right skills; it’s whether they have the potential to learn new ones.

What qualities can we identify to measure the potential of employees we are grooming for succession?

Curiosity: a penchant for seeking out new experiences, knowledge, and candid feedback and an openness to learning and change

Insight: the ability to gather and make sense of information that suggests new possibilities

Engagement: a knack for using emotion and logic to communicate a persuasive vision and connect with people

Determination: the wherewithal to fight for difficult goals despite challenges and to bounce back from adversity

This is all well and good. But most companies need to first kick-start their succession planning initiatives. And this can seem daunting at first. Just where do you start? And how do you begin to make potential work for you? Here are 7 first steps.

Be proactive
It can take time to find and prepare a promising candidate for a leadership role. Even if you don’t think you’ll need a replacement in the near future, prepping someone to assume an important role creates an invaluable safety net

Look for people who best display the skills necessary to thrive in higher positions, regardless of their current title.

Keep an open mind
The obvious successor may not always be the one who is second in command, don’t disregard other promising employees. Look for people who best display the skills necessary to thrive in higher positions, regardless of their current title.

Make the vision known
Include potential managers in strategy conversations to help them acquire planning and leadership skills, as well as a broad vision of the organisation and its objectives.

Offer regular feedback to protégés
When someone uses well-honed presentation skills or outperforms on a project, make note of it. Keep track of these achievements in a top-performer file so you have something to reference the next time a management position opens.

Provide training to peak performers
As you identify your top performers, offer mentoring relationships, job shadowing and training, which add true value and help them develop new skills and refine existing ones.

Do a trial run of your succession plan
A vacation is a great time to have a potential successor step in to assume some responsibilities. The employee will gain experience while you learn how prepared the person is to take on a bigger role.

Succession planning process can help you identify where to focus your recruiting efforts

Use your plan to develop a hiring strategy
Once you’ve identified internal employees as successors for key roles in your organisation, take note of any talent gaps. In this way, the succession planning process can help you identify where to focus your recruiting efforts.

Identifying the potential of your future leaders can be further aided with a data-centred approach, free from personal bias, and is a great first step to charting your company’s succession planning roadmap. To learn how we can help, visit Accendo.


Group 3237


How do you get your staff to be creatively involved, work long hours and be willing to go above and beyond their job descriptions?

It’s simple. You give them a mission and vision to believe in.

Get it right and your employees no longer work for you, they work with you. They will be devoted to the success of the company, and work becomes more than a job – it becomes a calling. In effect, this can make all the difference.
The truth is, for a vast majority of people, work is merely a means to an end. They spend a majority of their waking hours on the job, desperately trying to find the time for what they love – hobbies, family, holidays.

Get it right and your employees no longer work for you, they work with you.

It doesn’t have to be this way. People often feel enriched when they believe they are working towards something meaningful or if they have a sense of accomplishment. And although this is good for employees, finding meaning and a sense of purpose is also essential for your company. The right mission gives your company meaning and helps you stand out against the competition and differentiates you in the eyes of consumers.

It also helps create a sense of ownership for employees, which will give them the incentive to do a good job, not because it is asked of them, but it is something they feel compelled to do.

The best mission statements should be about more than striving for commercial success or shareholder value. Instead, it should give employees a sense of how their efforts can contribute and enrich the lives of their customers, or the communities around them.

Creating a mission statement is only half the battle. After crafting a powerful mission, top management has to strive to live up to it. That means walking the talk, day in – day out. In the best companies, employees are engaged because their bosses live by example. When this happens, performance goals are met and mutual respect creates a working environment that is inherently meaningful.

Now while many companies have a mission statement – for better or worse – is this sufficient to attract the best talent?

While a clearly defined mission statement works wonders to identify a company’s purpose, it is a vision statement that employees really connect with. It lays out the direction in which the company is going and how they’re going to get there. In short, a company’s vision statement should inspire and motivate employees and get them to find meaning in what they do each day.

So how can you begin to define a vision statement that attracts the best talent?

Direction. Direction. Direction.
Where do you see the company in five years? How will you get there? What problems do you hope to solve and what do you hope to achieve? A great vision is always looking to the future.

Create actionable items that employees can easily remember and align themselves with. Use concise language that is forward-looking and memorable without being overly long.

The vision statement should align with the companies values but also the goals of its employees. This means your vision statement needs to be crafted to be relevant to your desired workforce and broad enough to use for a variety of employees.

In order to be of use, your vision needs to be communicated and understood by your employees both current and future. This can be as simple as keeping everyone up to date with changes, via email or simply but clearly communicated via the company’s website or social media pages.

So now that you know what it takes to create an effective vision statement, what comes next?

At Accendo, we believe that people are the strength, heart and soul of any company. We’ve got the tools to connect you to the talent who are not only the best but who also connect with your company’s mission and vision. With our expertise, you and your employees can begin to work together and create a future of collaboration, effectiveness, meaning and success.




21st-century human resources is boldly going where no one has gone before.

At the beginning of every episode of Star Trek, Captain James T. Kirk or Captain Jean-Luc Picard
would proclaim a mission statement.

Space, the final frontier. These are the voyages of the starship Enterprise. Its continuing mission,
to explore strange new worlds. To seek out new life and new civilisations. To boldly go where no
one has gone before!

This, in essence, is what Human Resources is in the 21st-century. An HR professional is in effect, a
Starfleet Captain, boldly steering the ship past new threats and challenges, on a mission to
improve job satisfaction and company success, while breaking new ground and adapting to the
ever-changing needs of corporations. They might even encounter an alien being or two in their

This is because a 21st-century company has to be employee-centric in order to stay relevant and
push the boundaries of the industry. After all, it’s great people that make a great company.
Talent is now a white-hot commodity in the universal marketplace and individuals have more power to
knowingly influence the culture of a company than ever before. This has resulted in a much need
transformation of corporate human resources teams who are now forced to navigate new technologies,
manage employee expectations and ensure that the organisation has a productive and happy workforce
– and doing so without a skin-tight, brightly coloured leotard.

The human resources department of the 21st-century will favour specialisation over a generalised,
one-size-fits-all approach to workforce management.

The human resources department of the 21st-century will favour specialisation over a generalised,
one-size-fits-all approach to workforce management. The responsibilities that fall onto the plate
of a Chief Human Resources Officer and his or her small “jack-of-all-trades” team will now be
spread out across a functionally diverse stack of specialists.

So what roles will fill the Starship that is 21st-century HR department?

Manager of Employee Engagement
Organisations are realising that a two-way conversation between leadership and teams is far more
engaging than a one-way dialogue, and are beginning to move away from the dry print-out
review process that dictated how we measure and assess employee performance, happiness, and
engagement. Because of modern employee engagement software,
teams can have more ongoing
and dynamic discussions about their job performance and no longer have to rely on rigid 6 or 12
month review cycles.

Director of Learning
Dynamic companies constantly level up the workforce through training and skills development.
Technology will change, processes will change; and more importantly, customers will change.

A Director of Learning will be a crucial role in the ongoing education of the workforce. This role
will require someone who understands the adult learning process, and will be key for designing
voluntary or mandatory training programs. Directors of learning will be responsible for bridging
virtual and in-person training sessions and exercises; produce content that will be consumed by
program participants; champion the program across the organisation, and ensure that tangible
behavioural changes take place across the company.

Diversity Officer
Studies prove that a diverse workforce results in a prosperous company. Diversity Officers will be
responsible for ensuring that the workforce is made up of talented individuals from many walks of
life. The Diversity Officer will work closely work with the Director of Learning and Employee
Engagement Manager to craft inclusion training programs that will foster understanding between
many different types of people and teams.

Mindset Coach
An overworked workforce is an unhappy workforce. A proper wellness program will include work-
life balance processes, stress management and therapy programs, and facilitating an open
dialogue around mental health and illness to remove much of the stigma that plagues the
conversation and ailments.

Talent and Repertoire Manager
Sports franchises and the entertainment industry have long benefitted from internal scouts with an
eye for great people. Companies should enjoy the same. A Talent and Repertoire Manager can be
the eyes and ears on the ground for specific industries, with a great relationship with top
recruitment firms, and incubators, ecosystems or industry communities. They will also navigate
transformative trends in the talent marketplace–salary expectations, hot skillsets, and prospect
track records–that will be crucial to the competitive offers an organisation may submit to potential

With a fully stocked team of professionals to work with, 21st-century HR managers will indeed feel
like they are on the bridge of their starship, bravely pushing forward to overcome the challenges
and reap the rewards that lay ahead in time and space.

To learn how to get your HR departments ready for the future, visit us at Accendo.



Accendo Aims to Help with Deep People Analytics and Career Pathing, During EXPAND Philippines

Manila, Philippines – For the second year in a row, Launchgarage, the Philippines’ premiere tech accelerator, partnered with the Malaysian Digital Economy Corporation (MDEC) to host its second cohort for EXPAND Philippines, a structured 3-week market access program for Malaysian startups seeking to test and validate their products and services in the Philippines. 

“The cross border collaboration between Launchgarage Philippines and Malaysia Digital Economy Corporation (MDEC) has created market access opportunities for Malaysian startups to expand their network and services to the Philippines. This program would not have been possible without our partner, Launchgarage. MDEC is extremely honoured to have been part of these startups expansion into the Philippines” said Keasavan Hari Krishnan, MDEC Market Engagement Lead for Growth Ecosystem Development. 

In collaboration with UnionBank, the consortium hosted their second Demo Day which featured six Malaysian companies and their products and services last August 31 at Unionbank Plaza in Pasig City. 

“We want to identify startups that we can help be successful not just here in the Philippines, but globally,” said Jojo Flores, COO of Launchgarage. 

The event was graced by the presence of Alaminos City (Pangasinan) Mayor Arth Bryan Celeste, who at 22 years is the Philippines youngest mayor. During his speech, Celeste talked about the significance of startups and the importance of partnerships. The Mayor of the northern Philippine city also cited his eagerness to integrate various projects from the crop of companies into their ecosystem and avail of services that would benefit his constituents. 

“Startups have the power to change the world. The people behind these startups have that power but I believe that not one man can change the world, we need partners” said Celeste.

The 2019 cohort features a diverse set of elite-tier companies which include: CK Group, an Integrated Property Marketing Agency specializing in digital design solutions using the latest media and visualization technology, Sometime by Asian Designers, an e-commerce bag and accessories specialist company that co-designs with very select established Asian designers and icons to conceptualize and produce exclusive and iconic designer bags,NEXPlatform, a data-driven Proptech company that provides smart marketing solutions to help property developers digitalise their processes and improve customer experience, Accendo developed TalentPulse, a Talent Experience platform designed to help with deep people analytics and career pathing and SonicBoom, an all-in-one open payment terminal for parking, vending machines, and retail stores. 

The official media partner for the event was Ambidextr, a content marketing and events management company focused on telling the stories of tech companies in Asia Pacific.  

“We’re excited that more startups are looking to expand to the Philippines as a major part of their growth plans. With a large, young and digital-savvy population, the country is the second-fastest growing economy in ASEAN. Startups have a very unique opportunity to play a part in the country’s leap towards industrialization, thanks to initiatives such as EXPAND Philippines, said Ambidextr Managing Partner Junie Agcaoili.


Malaysia Digital Economy Corporation or MDEC is the lead agency in driving the digital economy in Malaysia under the Ministry of Communications and Multimedia Malaysia. Since its inception 23 years ago, MDEC’s mission is to develop the nation’s digital economy. MDEC’s implementation efforts are centred on driving investments, building local tech champions, catalysing digital innovation ecosystems and propagating digital inclusivity.


Launchgarage is the premiere technology accelerator for traction stage startups in the Philippines comprised of a large and diverse global network of industry experts, stakeholders, investors, and collaborators that aims to bring local companies to the global market through deal-flow facilitation, advisory and various programs. It was founded in 2016 by Jay Fajardo and Jojo Flores, two of the country’s most revered and well-known icons in the tech industry.


Union Bank of the Philippines (UnionBank) is a publicly listed universal bank.

They distinguish themselves through superior technology, unique branch sales & service culture, and centralized backroom operations. Their superior technology allows the delivery of online, real-time business solutions to meet their customers’ changing and diverse needs through innovative and customized cash management products and service offerings. 


Accendo developed TalentPulse, a Talent Experience platform that is designed to help with deep people analytics and career pathing. As organizations are grappling with the “future of work”, Accendo is providing some of the biggest companies in SEA a solution to identify people that can cope with this digital era of change and lead their organizations forward.

Smile When Your Best People Leave You

It goes against the grain to be happy when your best people leave you. It is rarer still to help them do it. The fact remains is that everybody leaves, and how you deal with it will separate you from others, and helps you stand apart.

As a recruiter, it should give you pride when the people you have hired, leave to assume better positions or roles of leadership somewhere else. You should have a strong belief in employee growth and fulfilment, even to the point of them leaving the company in order to spread their wings. Think of it as a strong statement of your company’s culture.

This outlook can conversely help in the hiring process. When hiring, make it clear to candidates that the company will do all it can to make sure they are constantly growing at a personal level, especially in areas like leadership, skills, competency and fulfilment – apart from merely a way to make a living.

Remember that when employees leave, they become ambassadors for your brand. All that they have learned, they take with them. They become examples of your company’s culture, and take a piece of you with them to their next role, giving your company a chance to directly influence another. They become your informal spokespeople, and their favourable words can be your most valued referral system.

As positive as this outlook may be, for some, it might not ease the hurt of dealing with someone leaving.

The first thing to remember is, it isn’t personal. Remember that the terms of their employment didn’t include being committed to your company’s culture for life. If they are a valued asset, it is a good chance that they have put in years of committed service, and are entitled to enjoy the fruits of their labour with bigger roles and more perks elsewhere, if you are unable to provide it. Also, remember that the best employees don’t just work hard on your business, they work hard on themselves.

They are constantly working to better themselves and their positions in life. This means that you may not always be in a position to provide that next rung up the ladder when they feel they need to move up in the world, and in their careers. They’ve worked hard and were great additions to your team. Maybe they will again someday.

So, while good employees leaving is inevitable, not all employee departures are unavoidable.

So, while good employees leaving is inevitable, not all employee departures are unavoidable. Remember that it is your job to make your people love their jobs. A fact that many people forget, in their quests to increase revenue or succeed in a business.

That doesn’t mean a pool table, big screen TVs and free catered lunches, but talking, asking and listening to what your employees have to say, then acting on it.

Take time to talk to your employees about their lives. Make it a point of emphasis to set and discuss professional goals and challenges they hope to overcome. Ask them what they want to accomplish in a certain timeframe. Listen to what they have to say, then act to help them achieve that. That could mean them leaving for something better, but if that is so, you’ll be able to count it as a win for your part in helping them achieve that.

If you are to be happy when your best employees leave, how do you even begin to replace them?

Remember that nobody should be indispensable. That might seem like a counter-intuitive mindset but no single employee should be un-replaceable should they leave. No task or role in your company should one that only a single employee knows how to do. Make sure to take redundancies into account when you plan out your hiring. And what about hiring? If you are to be happy when your best employees leave, how do you even begin to replace them?

Here at Accendo, we have more than 20 years of industry knowledge to help you do make sure you get the right, most talented and skilled hires. We believe in People, Performance and Work and have the technology and tools to not only attract the right kind of candidates but train, inspire and retain them too, helping your company attract a performance-oriented workforce who seek to better both themselves and your company, helping to drive you forward towards greater successes.

Nicole Karmun 100-01

Good Company Culture Is More Than Bean Bags And Ping Pong Tables

Ask any millennial today to describe their ideal workplace culture and more often than not, it will
include catered bottom-less pantries, meditation rooms, video games and comfy bean bags
scattered around to make me-time more convenient.

Ask them to name companies that they think have great company culture and expect to hear tech
companies and start-ups like Uber, Yahoo, and Amazon. While these companies may seem like the
pinnacle of millennial-friendly company culture, reality doesn’t always fit the image.

On paper, you might expect that companies excelling at connecting people would have strong,
positive organisational cultures that propelled them in the marketplace. Not so. Amazon workers
were encouraged to tear each other’s ideas apart in meetings, in an environment more akin to a
gladiatorial arena than a people-first Fortune-500 company.

Uber was dominated by its frat culture, which came into the light after allegations of sexual
misconduct forced an investigation by the US Attorney General, whose report listed out some
glaring company culture issues.

Uber considered “toe-stepping” a prized value
The company’s 14 “cultural values” need some serious revamping. Things like Always Be Hustlin’,
Meritocracy, Toe-Stepping, and Principled Confrontation– helped justify poor behaviour by

Its human resources department wasn’t properly serving its humans
Much of the blame on Uber’s HR department. Which was described as disorganised, under-
utilised and lacking support from senior management. The AG’s report tasks the department with
record-keeping, a very basic function of HR. It suggests using software to track complaints,
personnel records and employee data.

Some perks were reserved for people without families
Catered meals for employees were served at 8.15 pm which made it impractical for those with
families, as well as encouraging employees to work late. Uber confirms that catered meals will
now be at 7 pm instead.

Frat-boy drinking was encouraged
The company needs to grow up, with the AG’s report suggesting that managers should have an
allowance for spending on alcohol.

Inter-office relationships were largely unrestricted
In the infamous Miami Letter by CEO Travis Kalanick in 2013, was a loose directive to employees 1
to have fun but not to hook up with anyone in their chain of command at a company party.

Uber execs had unchecked power
the AG’s report recommends the board add an independent chairperson to serve as a check
on Uber’s management and make sure the board is taking the recommendations seriously. The
chairperson will be key to holding new execs accountable, as Uber looks to fill position including
CFO, general counsel and COO. It also asks that an “oversight committee” be created to hold
the company accountable for things like ethical business practices, diversity and inclusion.

Employees were treated unequally
The report also calls on Uber to update its discrimination and harassment policies, create
transparent promotion requirements and take stock of its pay practices.

So, as attractive as flashy companies like Uber are, they are hardly the beacon for positive
company culture. So how does a company create a culture to succeed today?

Establish clear ethos and values for the organisation
It is important to have a set of clear organisational core values that are communicated effectively
and discussed with the employees so that they feel part of it. It is crucial that demonstrable
actions are taken regularly so that the employees feel an individual and personal responsibility
towards these values.

Foster collaboration and communication
Use a leadership and management style that encourages teamwork, open and honest
communication is vital to creating a positive feeling in the workplace. These can include coffee
mornings, team getaways and family weekends. This gives an opportunity for team members to
nurture and foster connections outside of work.

Create an inclusive work environment
A positive workplace is one where all the employees are valued, supported and nurtured
irrespective of gender, sexual orientation or colour. All employees should have equal
opportunities to progress and equal access to all the perks and rewards on offer.

Create clear goals and rewards for the employees
The survey by Deloitte showed that 83% of executives and 84% of employees rank having
engaged and motivated employees as the top factor that substantially contributes to a company’s
success. Motivated and engaged employees can be created if they are treated equally and have
clear goals that they can work towards. Having a transparent policy for progression and promotion
offers the staff an opportunity to measure their performance.

Positive culture in the workplace does wonders for creating a sense of pride and ownership
amongst employees, and ultimately leads to company success. It also goes deeper than shiny toys
or flashy office perks – a ping pong table doesn’t lead to job satisfaction after all.

Learn how to change the culture of your company to one that is positive for both employees and
your bottom line, by visiting us at Accendo

Sources 1

human resource is dead

Human Resources Is Dead

The term ‘Human Resource’ was first coined in 1893 by John R. Commons in
his book The Distribution of Wealth and subsequently used in the 1920’s as
workers were increasingly seen as a kind of capital asset. Think about that.
In a world where a better, more powerful smartphone comes out every year,
most companies still believe in attracting talent – the most essential
component of their business – on an idea that is more than a century old.

And it’s starting to show. Today, young people no longer aim to work in
massive cubicle filled floors, lit by rows of harsh fluorescent lights and drab
carpeting. Instead, they are taking their talents to fresh, exciting start-ups that
seek to change the game every day while offering opportunities and
amenities that match the personalities of their staff.

So will a simple office makeover make you the place to be for waves of new
millennial talent? Not if you don’t change the culture of your company along
with it. How do you know what good company culture is or if you have it?
Let’s take Google as an example. Apart from being at the forefront of
technological innovation, Google is renowned for having truly enviable levels
of workplace culture.

People are waiting in line to join them.
Apart from the high pay, everyone has heard about Google’s in-house cafe
and catering services which provide their employees free food and beverages
round the clock. It’s the little things like these that play a huge part in getting
people to do anything to be part of the team.

Turnover is low.
It isn’t very often that you hear of someone leaving Google once they’ve
made it in, even at entry or mid-level jobs. This is often the sign of positive
workplace culture.

Top leaders are not insecure about the success of others.
Google founders Larry Page and Sergei Brin famously made way for Sundar
Pichai to become CEO of Google in 2015.

It’s not just a job.
Google is more than just an employer, being part of the team is validation
and confirmation that you have made it in your field and that the future is
brighter than ever.

Fear is missing.
Google staff are given time and encouragement to pursue projects that are
outside their scope of work. In fact some of Googles best products, like
Gmail, arose out of an employee side project.

So how can you start to change your company culture so you too can start to
attract talent the way Google does?

Perhaps you can share the wealth with employees?
Money is a great motivator, it’s no secret. But what’s even more important is
the feeling of ownership in the success and failures of the company.
Employees who feel like owners can have a real incentive to stay and succeed
with the company.

Maybe create a better, high-energy environment?
People spend a huge proportion of their day at the office, so it should be a
fun and stimulating place in which to work. Casual, open office spaces tend to
work best when there are enough places for staff to work in private should
they choose to.

Or even give employees space to dream on the job?
Visions for the company’s future don’t just come from the top. Every
employee can feel like their ideas, or opinions have value and the best way to
do that is to give them some time during work hours to work on their own
projects or simply just to daydream. This leads to happier employees and
possibly great ideas.

Or you can engage with a “People Specialist”.
At Accendo, we believe that people are not commodities. They are talented
creators, partners and assets just waiting for the right company to collaborate

We’ll help you develop your company culture to not only attract the best
talent, but train and maintain your existing talent, leading to increased job
satisfaction and performance in the long run.

To us it’s not about human resources. It’s about reengineering peopleperformance at work.



Artificial Intelligence Is Not The Terminator

We’ve seen the movies. Hulking Austrian bodybuilder in a leather jacket and shades, living tissue
over metal endoskeleton, kicking down doors to terminate all living humans. It figures why the very
concept of Artificial Intelligence makes some of us uneasy. Especially when it comes to our job

In fact, very few subjects in science and technology are causing as much excitement right now as
A.I. In a lot of cases this is good reason, as some of the world’s brightest minds have said that it’s
potential to revolutionise all aspects of our lives is unprecedented.

But let’s not jump into our doomsday bunkers just yet. As with anything, A.I. in the workplace has
earned itself more than a few myths that need clearing up.

A.I. will replace all jobs.

It’s true that the advent of A.I. and automation has the potential to seriously disrupt labour – and in
many situations, it is already doing just that. However, it’s not as easy as boiling it down to a
straightforward transfer of labour from humans to machines.

Previous industrial revolutions did their part in transforming much of the employment landscape,
such as the mass shift from agricultural work to factories during the nineteenth century. The
number of jobs has generally stayed consistent though.

Despite what sci-fi fans say, there’s very little actual evidence to suggest that mass unemployment
or widespread redundancy of human workforces is likely. And no, humans are not at risk of
becoming a slave race to our machine overlords.

In fact, it is just as possible that a more productive economy brought about by the increased
efficiency and reduction of waste that automation promises will give us more options for spending
our time on productive, income-generating pursuits.

In the short-term, employers are generally looking at AI technology as a method of augmenting
human workforces, and enabling them to work in newer and smarter ways, and more importantly,
perform jobs that bring them more enjoyment.

Only low-skilled workers are affected by A.I.

In fact, A.I. equipped robots and machinery are carrying out work generally reserved for the most
highly trained and professional members of society. In medicine for example, machine learning
algorithms assess images such as scans and x-rays, looking for early warning signs of disease,
which they are proving highly competent at spotting. However, this as well as many other
professions, involve a combination of routine, though technically complex, procedures – which are
perfect for machines – as well as procedures that require a human touch. With A.I. assistance,
human workers will have more time to focus on these areas and procedures that no machine can
yet master.

A.I. will become better at everything we can do.

Specialised A.I. are the ones focused on performing one job, or working in one field, and becoming
increasingly good at it – are a fact of life today. Take voice recognition and language translation for
instance. Generalised A.I. however – those which are capable of applying themselves to a number
of different tasks, just as human or natural intelligence are – are further off. There are just
somethings that humans can do, that A.I. can’t. No matter what the movies may tell you.

A.I. will outpace human intelligence.

This is a misconception brought about by picturing intelligence as a linear scale. One in which
animals score at the lower end, humans at the higher end, and A.I. at the top.
In reality, intelligence is measured in many different dimensions. In the speed of calculations or
capacity for recall, computers already far outpace us, while in others, such as creative ability,
emotional intelligence, and strategic thinking, they are still nowhere near and aren’t likely to be any
time soon. Life, as they say, finds a way.

So now that we have dispelled these myths. How can business owners bridge the disconnect
between their perceptions, and their employees’ actual willingness to work with A.I. to augment
their jobs? A recent survey of more than 14,000 workers globally discovered that 62%
believe that A.I. will have a positive impact on their work. 67% of workers believe it will be
important to learn new skills to work with A.I. in the next three to five years. These data points have
been distilled into 3 main recommendations:

Understand: Companies need to develop a better understanding of individual workers’
expectations and aspirations in order to create training modules and awareness programs that
better address differences in motivation and skill levels.
Measure: Take a holistic approach to ensure that training is relevant by assessing which training
methods work then measuring employee interest and engagement as well as the effectiveness of
various training methods.
Be Human: In an increasingly digital workplace, uniquely human attributes such as empathy,
creativity, listening and inclusion are needed now more than ever. Leaders should be visible
examples of these human attributes and should be developed at all levels where the actual work
occurs, empowering employees to exercise autonomy and make decisions.

To have a better understanding of how to better prepare your workforce to work with A.I. in the
near future, reach out to us at ACCENDO.


Sources: 1 workforce