A fresh take on ideas and trends in Human Capital

The Internet of (HR) Things

One thing that I’ve always wanted to do was to have psychic powers. To be able to think of wha

(image source)


One thing that I’ve always wanted to do was to have psychic powers. To be able to think of what I need and it appears, for example I wake up first thing in the morning and I want the heating to be on and toast to be ready for breakfast. “Well, I want a golden toilet seat” I hear you non-verbally say to your computer but unless you’re lucky enough to have a butler that just won’t happen. But, as we’re starting to realise, it’s becoming a rapid reality with The Internet of Things.


The Internet of Things is a sci-fi fantasy come to life, connecting every bit of technology through a Cloud so that data can be shared as the internet shares data between computers. Take my example of breakfast, ten minutes before the alarm goes off my clock will inform the boiler to start, then when I turn the alarm off that’ll pop the bread down into the toaster. This fluid exercise requires minimal effort for me but through shared data my mornings become so much smoother.


Now, time to think bigger. Organisations have a mass of data on everything about their employees these days, their performance, their recruitment profile and on and on; but how much of this is shared? It could be possible that the data is put on one computer in the office in different files, but that’s no good because it’s still not interacting. What can be offered as an alternative is a HR Cloud system that is at the core of all this data.


A HR Core takes all this data and puts it together to see where it fits in the grand scheme of things, further by putting it on a cloud it can be done in real time anywhere on the globe. If you want to go for dinner somewhere new you’ll most likely google it, google will find out restaurants near you (using GPS), find out what they serve (from their online menu), how good the restaurant is (from online reviews) and how long it takes to get there (with traffic reports).


Now think of a project about to be undertaken by your company; Who do you need? What skills sets and experience do they need? Who is available? From day one an employee gives information to HR with their recruitment profile, their training needs are usually analysed and with time progress reports are documented. In some careers such things as medical records are documented and other non-traditional data. This allows for up to date tracking of what is going on in your organisation. Want a diversity report, here you go. Whether the sales team done better this year, they have by 22%. Once more in larger organisations this can be regionalised, if a new office is opening up somewhere a different strategy will be needed for there. Having an interactive network can allow for fine tuning with up to date responses informing how that fine tuning worked.


Having a network that is reacting in real time to the data being produced around the company and the world would revolutionise future strategies. Having this kind of information readily available does away with the hypotheticals and the “let me get back to you with that” in meetings; cutting down time leads to faster progress and development. Furthermore a HR cloud network gives complete access around the world 24/7. Data is becoming the most important factor in an organisation in so many regards and that doesn’t exclude its people. If you want to make the most of the talent in your organisation you want to be immersed with it and have it engaging with every other bit of information, so in other words get a HR Core Cloud fast!


Learn what makes engaged and appreciated employees

Engaged & Appreciated Employees

(image source) A third of employees plan to leave their job in 2016 – with the main reason bei

(image source)

A third of employees plan to leave their job in 2016 – with the main reason being a lack of appreciation.


It is a hard task to attract and retain talent, in such a way a large number of employees will all feel appreciated and know their work counts towards the company’s success. However in most cases, employees will feel like just a number.


Feeling underappreciated in a company is more complex between different employees. Mindmill can offer a deeper understanding of employee’s engagement with their company. As Mindmill can gain insight from employees, using psychometrics to produce more personal analytical reports based on each employees experience at the company. As keeping track of employee’s satisfaction in a job role is vital as these could shift the success of the company with a new hire taking an average of 27 working days, not taking into account the time for implementation and training. Also the best candidates are off the market within 10 days so retaining the existing talent within the company is key.


The value of good communication between employees and employers is key to maintain a positive working relationship. This also encourages them to feel more appreciated in the workplace as 66% of candidates believe that interactions with the employer is the best way to get insight into a company. Adding employee achievements can benefit and allow the company to celebrate an employee’s success within the company. It is also a great opportunity to keep all employees engaged in a working environment where they can all feel appreciated.


It’s important that the impression of the company from the start of the application process should be positive for the candidate as 15% of candidates who have a positive hiring experience put more effort into the job.


To learn more about Mindmill Psychometrics, Employee Engagement and Recruitment & Selection Solutions vist our website or contact:


Research by Love Energy Savings and Officevibe


All Aboard! The Importance of Onboarding

You’ve just ran an extremely intense recruiting campaign, great effort has gone into finding t

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You’ve just ran an extremely intense recruiting campaign, great effort has gone into finding the right people and the right roles for them, taking a lot of time and money. Once more it was your idea to push the campaign and you’ve delivered a great success of candidates. Well done, pat on the back, let’s celebrate with cake and age appropriate drinks because that’s all done and wrapped up. Well I won’t say no to some cake but it’s far from done.


Your organisation has just put all that time and effort into that recruitment cohort now it’s time to make them feel welcome, engaged and challenged. Despite employers having confidence in their ability to recruit and retain graduates attrition rates for them can reach 86% after 3 years; the main factor for it being a lack of return on their investment. With the millennial generation there is expected a back and forth between them as the employee and the organisation, they’re looking for a mutually beneficial relationship and to be frank that’s what organisations should facilitate.


The process to lower attrition of new hires is called Onboarding and it starts the minute a potential candidate gets an impression of the organisation. By forming this opinion and view of the organisation they’re imagining how they can engage with it and be a part of it, if the organisation then figuratively is all open arms and wanting that individual to be involved then the onboarding process has started. If an organisation makes the candidate feel like they’re jumping through hoops constantly that they need to prove themselves, rather than reveal their potential, then that company is alienating that candidate and if they are hired don’t expect they to hang around for long. Candidates love being challenged but it’s all about the appropriate challenges. If you ask me to do work related assessments such as an assessment centre where I do a trial client meeting I will be engaged, if you ask me to do a repeat of my Maths GCSE I may be sceptical.


Practically speaking onboarding really starts in the first week of orientation. Traditionally this is where the new recruit gets to know the ropes and gets trained for the role, but now it’s becoming more and more common for onboarding methods to be incorporated into these orientations. Having a mentor assigned to the new guy or the boss taking them out for lunch are nice little ways to get a friendly feel to the organisation but what after that? Is there a training plan for progression in place for that individual? Are they being valued for the work they are doing? Are they recognised even after 4 months?


Onboarding is more than just the first week it’s about engaging with employees across their entire employee life cycle. Yes, there can be a drop in the intensity as they get into the roll and the amount of time to monitor onboarding will depend on the job role (consider the difference of a sales executive and a solicitor); it’s all about what is suitable for the individual and how they onboard. The trick to all of this is monitoring and measurement, having the right method in place to see if the individual is being onboarded to the organisation. This doesn’t mean hooking them up in a Clockwork Orange style to analyse them, it means having a record of the efforts the organisation has made towards them and vice versa. This will allow the employee know that a return on investment is being made for them which in turn will benefit the organisation with their efforts. This mutually beneficial relationship is a clear method to higher performance and success within a company.

Have you heard about Employee Implementation?

Employee Implementation

-Guy Kawasaki   (image source) It’s believed that most venture capital companies fire th

(image source)

It’s believed that most venture capital companies fire the CEO within a year. Everyone wants to be the exception, however that is the minority, but believe that the idea is more important than the people. If you see your employees as talent and an asset to the company they will produce that of ideas, the ideas will be great and so should the implementation.

During the implementation stage, think of the cycle when it comes to testing the success of the idea before over estimating. There are many reasons why creative ideas fail, this is mostly down to risk as implementing new ideas is perceived as risky and people within the company do not wish to undertake the risk involved. This is why some companies benefit from an outside perspective, they detach and with the right tools take that risk on behalf of the company. There is security within that for success.

The implementation of employees into your organisation should be a very well-considered factor as this is your driving force for success. First we need to find out their talents and if the person suits the organisation.

  • The person should be motivated for the role within the company
  • A skillset of a certain standard may be required for the role
  • Their biorhythms / energy levels should be in correlation with that of the companies working hours

Once the results are compared and contrasted between candidates, this allows for a more affective recruitment and selection process. Applying the right mindset, structures and principles can go a long way toward ensuring the success of any endeavour.

Mindmill can offer Talent Optimisation through People, Process and Technology during the Recruitment & Selection and Employee Engagement along with other Online Psychometrics – Visit to learn more or contact:

The Millennials are more likely to take on the risky ideas as they are full of innovators and critical thinkers - Who are the Millennials?


In 2011 I travelled to Trinidad and Tobago to visit family. There is a distinct difference in cultur

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In 2011 I travelled to Trinidad and Tobago to visit family. There is a distinct difference in culture that hit me from the moment I landed; for one security noticed I was wearing camouflage shorts (camouflage being banned there) and with no hint of irony I was told to “blend in” until I got a time to change. Besides by fashion faux pas however the major thing I found was the industrialist attitude throughout the island that would have gone hand in hand with Victorian England.

After settling in with the family topics come up around the dinner table as they do and I was shocked by the views that by (rather successful) relative had: When it came to work you want to pay someone and that person will do that job, no more questions. I couldn’t quite understand at the start, the simplistic idea that an individual solely worked for their paycheque was a long gone idea I thought with the sun rotating the earth and Doctors using leeches. So, I queried whether there was any other way to motivate and engage employees to get a better performance out of them and I got a blank look which is where I dropped it.

I put this down to an isolated event and didn’t waste too much thought until we saw on the news the summer riots that were going on that year in the UK. In response my relative rather bluntly stated he’d just round them up. This is where it occurred to me; he didn’t think from both sides of the negotiation table or even attempt to see another perspective, he had his views set in place and that was that. The issue with this is that it doesn’t allow procession or potential.

This is where millennials come into play, the term for this generation will commonly provoke a reaction of some sort. I can only imagine what negative reaction I’d get from my relative if I’d raised the ideals and ambitions of millennials, or worse, it could have just been ignored as idealistic. The millennial generation is full of innovators and critical thinkers due to a variety of factors but this doesn’t always sit well with the old ways.

One major differentiator is the fact that millennials typically want something out of the organisation hiring them in return for their skills and capabilities. I have a rough 50-55 years until I retire and typically speaking I’ll have 8-12 different jobs in that time, I want to know whether each stage of that is helping me when I put the effort into it. Gone are the days of paying a worker and expecting them to do their best, now is a culture where careers are a part of your identity that you invest in. The one way traffic of top down employment is now turning into a cycle of employee delivering their capabilities and organisations engaging them and supporting them appropriately.

International Insights with Mindmill

Mindmill engages with diverse international companies all over the world. Besides people in the UK w

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Mindmill engages with diverse international companies all over the world. Besides people in the UK we like to work with the Africans, Arab Nations and European. Working with people from different cultures makes the daily work-life more challenging, exciting and refreshing. Getting to know how people with a different culture think, behave and interact gives new perspectives on your own life but also on the life of others. Some fun cultural facts! Did you know that South Africans use the handshake as their most common greeting and that they have a variety of handshakes between ethnic groups? Or that in a meeting in Saudi Arabia the person who asks the most questions is likely to be the least important? The decision maker is likely a silent observer.

While working with clients all over the world the world Culture pops up. Working internationally ends up in not only crossing borders, but you also cross different cultures. We can ask ourselves the following question: Is it possible that culture has influence on our negotiation? If the answer is possibly the next question will be, how?

First of all, there can be a lot of differences in communication styles between cultures. For example in the way people communicate; do they communicate direct and simple, or indirect and complex? In cultures such as Japan, reactions to your proposals may be gained by interpreting seemingly vague comments, gestures and other signs. In a first meeting you will not receive a defined commitment or rejection. In contrast, in cultures such as the USA or the Israel, you can expect to receive a clear and defined response to proposals and questions.
Some cultures think the goal of a business negotiation is a signed contract between the parties. Other cultures think the goal of a negotiation is rather building up a relationship between the two sides. If relation negotiator sit on the other side of the table, convincing them of your ability to deliver a low-cost contract will not help you to get the deal. It may be helpful to convince them that you can build up a rewarding relationship for both parties. Furthermore, cultures can act different regarding risk taking: do they like to take a lot of risks or do they prefer not to? The negotiations’ culture can affect the way people try new approaches, tolerate uncertainties and take action. The Japanese, with their intricate group decision-making process, tend to be risk averse. In comparison with them, Americans are risk takers.

The next few steps describe a few steps you can consider when you are trying to make a deal:

1.      Don’t rush the negotiating process. A negotiation that is moving too fast for one of the parties only heightens that person’s perception of the risks in the proposed deal.

2.      Devote attention to proposing rules and mechanisms that will reduce the apparent risks in the deal for the other side.

3.      Make sure that your counterpart has sufficient information about you, your company, and the proposed deal.

4.      Focus your efforts on building a relationship and fostering trust between the parties.

5.      Consider restructuring the deal so that the deal proceeds step by step in a series of increments, rather than all at once.

As we can see there are some cultural differences that we can be aware of during international negotiations. When you start a partnership with somebody from a different culture it can be handy to know from what culture they come from. Do you want to know what your organisation culture looks like? For example getting to know which culture in your organisation can affect other cultures? Maybe a 360 questionnaire is something for you, with this you gain insights from your employees about their vision regarding cultural diversity in your company.

Check Mindmill’s website and read more about the international companies we work with.

Human Capital is the new Human Resources

“Hey, Brenda in HR wants to see you”. This statement is commonly met with looks of deris

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“Hey, Brenda in HR wants to see you”. This statement is commonly met with looks of derision, unpleasant groans and maybe a swear word thrown in for good measure. But who can blame them? After all HR is just there to tick the legal boxes and make sure the company isn’t going to get sued, anything ‘Brenda’ has to say to me can be put in an e-mail (that probably won’t be read).

Sounding familiar? It’s something I keep hearing time and time again regardless of age, career or country and it worries me. It’s gotten to the stage where I’ll say to my friends; “I work with HR” or “We supply to HR” always distancing myself and never saying “I’m in HR”. The reason I’m so sheepish to admit this is because all my friends have a HR horror story, right down to my housemate playing with playdough for 2 hours as a “think outside the box” activity.

Now, I want to know why this is the perception, I refuse to believe that Human Resources was put in place just to facilitate misery and time wasting; its purpose should be to offer the resources a human needs within an organisation. The perception of some is that Human Resources has become a quagmire of faceless-bureaucracy that avoids interaction with the workforce at all costs. 

What I want to see is the return to capitalising on employee’s potential which is why I say Human Capital is the new Human Resources. It may be just a name shift, but there are many important things in a name. By changing the name it detaches from what is associated with HR and allows companies to get excited once again about capitalising a workforce’s talent and capability. Organisations want the most out of their people for several reasons, one being that they want a return on the investment they are making into employees but I also like to optimistically think that organisations want a sense of community and pride within the people that work there.

Human Capital is going back to the drawing board and starting fresh with the goals clear in mind. We want to optimise talent in organisations, this means seeing how engaged they are, how productive they are, is there room for their talents to be improved on or utilised somewhere else in the organisation? These are the questions we want to be asking, getting answers to and then doing something about!

Do you know what drives your employees?

Explore what drives your employees

What is more important? Earning the greatest salary possible or doing what you really enjoy? Doing w

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What is more important? Earning the greatest salary possible or doing what you really enjoy? Doing work that satisfies your ambitions or just completing tasks that you are being asked to do? The main question here is: What drives an employee the most?

A hot topic going on in the HR sector is Emotional Intelligence. Basically, this is where a person has the capacity to be aware of and to be able to identify their own and other’s emotions.  People in business believe in keeping emotions and feelings private and objective would probably not agree with the importance of Emotional Intelligence. But why could this factor be useful? 

Studies showed that more than two thirds of all competencies relate to Emotional Intelligence, these competencies being essential for high performances. Daniel Goleman, the writer of the book “Emotional Intelligence: Why it can Matter More than IQ” provides two statements regarding Emotional Intelligence. Firstly, he writes that Emotional Intelligence may be more important for personal success than IQ. Secondly, Emotional Intelligence, unlike IQ, can be accurately measured and improved on. Knowing this, employers and employees could improve their Emotional Intelligence by training and information sessions. A higher Emotional Intelligence could lead to more success and understanding between employees. Employees that are comfortable with each other and are able to communicate well are likely to inspire each other in other to make successful working progresses.

Furthermore it is interesting to focus on the motivations of employees.  From experience I can say that doing something that motivates you keeps you more focussed, interested, productive and happy. Simply the feeling of working on a project you like will give you a great motivation to wake up in the morning and start on a new working day. As a company it is useful to find out your employees’ motivations. It will save you costs: Employees that are motivated not only work faster, but will also use their creativity to recommend process improvements that can lead to large amounts of saving for your organisation.

We at Mindmill always try to keep ourselves challenged. Finding new areas of interests, motivations and ideas helps us to keep enjoying the work we do!


Do you know how important keeping it simple with social media is?

Keeping it Simple with Social Media

With the constant growth of new technologies and new ways to communicate ideas, people globally are

With the constant growth of new technologies and new ways to communicate ideas, people globally are becoming more eager for new information. Instant messaging and the use of social media has allowed ideas and information to become viral, so much so it is a necessity.

This is why it is vital for businesses to converse online, many different platforms can be used to spread the right branding message for your business. Start a conversation now and follow the simple rules below:

The less words you can capture your audience’s attention with, the better. Mindmill follow this format in order to be more reliable and effective. Irvine-Dann-Murphy Law of computer delivered test construction states:

First Law

The greater the area of the screen covered by the test instructions, the less effective they would be.

Second Law

The more keys and buttons on the response apparatus, the less the reliability of test items requiring a quick response, as in a timed test.

This means when your content is KISS and straight to the point this is proven to be more effective and reliable when it comes to generating results and engagement.

Use emotive imagery to express the message and test different formats throughout your social media platforms to decide which one works best for you. Once you have this then the structure has been made.

Consistence is key. So stay active online as this will express your own motivation and passion for your business, positive vibes and ideas with a steady stream of engaging content can go a long way for a business. Always choose quality over quantity when creating posts, it’s all about your customers so keep the tone positive and use reliable sources.

The content you create can say a lot about your branding message also, try to change it up as often as possible, adding infographics, videos and images to convey the message. It’s easier to engage people when the message is appealing to interact with. Educational content, top tips and steps for success can also encourage and generate readership.

Take advantage of the advanced technology and use Google or Facebook analytics, this is an easy investment of time to spend that allows you to understand your readers/customers. These analytics will give you an insight to which content your business strives from by sharing.

For a new-to-social media business much like Mindmill, these tips can go a long way but they will take time and effort as this is not for the overnight success. Organic growth is all about engaging the people and creating the conversation.

Do you know what your organisational values are?