What can you do to thrive in a high speed, volatile environment where the “new normal” has obliterated best practices and the trusted strategies that used to be effective? You start a Fight Club. I know… not your first guess, but bear with me here.
We manage HR virtually, lead virtually, train and develop virtually – It’s a cyber world that allows multitasking, longer virtual hours and the ability to connect and work from anywhere. So why not attend a conference virtually? This year’s HCI Workforce Planning and Analytics event is streaming every single session live from Atlanta right to attendee’s desktops instantly.
A recent report by McKinsey &Co. found that, across the globe, about 70% of educators believe students enter the workforce prepared to work while only about 50% of employers shared that view. This difference of opinion tells a larger story of the mismatch between the education young people are receiving and the education/skills employers need to fill entry-level positions.
It may surprise you that your job as a leader is to make people uncomfortable. Why? Because people learn, develop, and progress in a zone of discomfort, not comfort. It is in the pursuit of challenges that are hard, scary, and uncomfortable that people discover their worth, and convert potential into actual skills.
In just a few months, we’ll be in sunny Orlando for our annual HCI Human Capital Summit...Our focus and theme this year, which we believe to be the executive human capital challenge of the 21st century, is: Building Successful and Adaptive Talent Management in a VUCA Environment. The roster of keynotes and speakers for this conference continues to grow each week – from Dan Pink, to Liz Wiseman , and most recently, best-selling author and predictive statistician, Nate Silver. Named as one of The World's 100 Most Influential People by Time Magazine; 100 Agents of Change by Rolling Stone Magazine; and Crain’s NY 40 Under 40, Nate Silver has become today's leading predictive analyst through his dead-on forecasts on election outcomes and individual performance.
Don’t confuse social recruiting with the Higgs Boson, the sub-atomic particle that was all over the news last year. This tiny little particle with a huge mass is just one of an array of different kinds of bosons to be confirmed as existing. Up until last year, when scientists at the Large Hadron Collider were able to, with a lot of energy and force, “slam some bosons out of the Higgs field into a state humans can measure.” That’s right, measure, but not observe. These things are so tiny that so far no method exists to enable the human eye or robotics or computers to actually observe one.
Anyone had trouble making the right hire lately? Instead of complaining about the stagnant labor market, learn how to make the most of it.
We are in the midst of a massive, global labor shortage and it isn’t predicted to end any time soon. Based on current trends in population, education and labor demand, the McKinsey Global Institute projected that by the year 2020, the labor market will be able to supply only 13% of global demand for workers with college or post-graduate education and only 15% of the developing world’s demand for workers with secondary education. We are also in the middle of a slow, faltering, economic recovery intermingled with a host of international economic challenges in Europe and elsewhere.
The Government of the United Kingdom recently announced plans to save between £400 and £600 million in administrative costs in the budget. The Cameron administration will trim costs by employing a shared services program allowing government services to standardize procedures, eliminate errors, augment automation, leverage technology and use resources more effectively. Sir Bob Kerslake, Head of the Civil Service, states, “By bringing together more of the services that departments use we can not only save the taxpayer millions, an important goal in its own right, but we can deliver on our commitment to become a more unified body providing a first class service to the public.”
I took an interest in politics at a very young age. I proudly declared to my entire 6th grade class that I would in fact be the first woman President. (I also had an active imagination). Before that, in 5th grade, I can clearly remember the disappointment and sadness I felt when we learned about the Electoral College. It was like a bomb had just been dropped on my happy, childhood perspective on the US election system. “You mean, our votes really don’t mean anything?” I asked, absolutely horrified.
I’ve recently determined that working is kind of like hanging out in an ocean (bear with me here). It’s got its perks, no doubt – when the weather is nice, the sun is shining, and you want nothing more than to frolic around in saltwater sprays and waves, chilling with your coworkers, living the life. And then, on occasion, Mr. Sun hides himself behind clouds, the temperature drops, and the friendly waves become a lot faster and a lot more sinister. Suddenly, you’ve got to move.
Hiring the wrong candidate is a terrible waste of time and resources. In a recent article, Keith Halperin shares some of the most common mistakes that recruiters and hiring managers make.
Consider this: It can cost $4,000 to $40,000 to recruit and onboard one new employee. Therefore, companies that have implemented efficient hiring practices get the best return on this investment, especially when they focus on acquiring top performers.
How clever – and simple – the act of taking something and repurposing it can be. I learn this lesson repeatedly on Pinterest (rubber door mats for wall art – say what?!), but recently had the chance to witness it firsthand, too. I can’t help but think that the lessons gleaned from such experiences have more to do with the topic of successful employee development than what people may think.
Last year, HCI and research partner Taleo examined the the business impact of an important activity called ‘talent intelligence.’ “As business intelligence captures, extracts and analyzes key data on an organization’s traditional hard assets, talent intelligence centers on key workforce data on its people assets to generate insights that can drive improved decision-making and performance.’