The new year is often characterized by an onslaught of change, or at least a renewed commitment to seeking change. But for most HR professionals, change is the norm. In fact, 80% of HR and talent management professionals agree that their organizations are in a constant state of change.
In today’s data-driven business world, it’s no longer sufficient to make critical talent decisions based solely on intuition. In order to drive the business forward, effective talent strategy must be evidence-based and actionable.
What a year 2017 has been in talent acquisition! From the lowest unemployment rate in over a decade to the adoption of predictive analytics … or just the recognition of data capture and analytics as a whole, the industry has seen ample change and growth.
There has never been a better time to be a principled, inclusive, open-eared, clear-eyed leader who puts customer and team interests before self-interest. If you will truly commit to attaining that stature, you will find yourself standing out in a good way.
It seems like Human Resources professionals can’t stop talking about the workforce of the future: the need to prepare, how to plan for the future and when we get to the future, how do we guarantee workforce success? Well, perhaps we’re already there.
How should you design and continuously hone your talent acquisition strategy to steadfastly compete for today’s most sought-after, technically proficient professionals?
Today’s workforce is being redefined by an ever-evolving technological landscape, novel organizational dynamics and the bridging of the socio-cultural gap within the global business ecosystem. What does that mean for tomorrow’s workforce? Change, of course.
If your organization wants its employees to be effective, each team has to put in work and follow through with performance expectations.
No player -- not even the MVP -- can win a baseball game, let alone a World Series championship, single handedly. A team has to cover the bases, the outfield, the plate and the mound, and do so in a strategic way that’s designed to optimize collaboration and output.
Maybe it’s too soon to praise technology as the be-all and end-all of human learning. What areas need more work? How can instructors and designers do better?
The nature of leadership roles has changed a lot in the past decade, and so HR needs to review its approach, too.
As you approach the finish line of building a coaching culture, the process of measuring a coaching practice might seem impossible. A good place to start is a 70/30 split, which means that 70 percent of the metrics will remain static and 30 percent will be tailored to the specific coaching engagement involved. It is especially helpful if the metrics can be compared across engagements.
The concept of diversity and inclusion as we see it in action has its flaws. Rather than ‘diverse and included,’ organizations often end up being ‘diverse and independent’ or worse, ‘diverse and assimilated.’ There must be a better way.
Organizations everywhere are gearing up for their yearly performance reviews. Managers are filling out paperwork and straining their memories back across an entire year to recall employees’ major successes and failures, and employees are bracing themselves for bad news or daring to hope for an above-average salary increase. Either way, the traditional performance review is past its “sell-by” date.
Organizations continuously strive to increase the efficiency, consistency, and quality of support services like human resources, finance and information technology. The better these back-office functions work, the more time your people can spend on activities that grow the bottom line.
We don’t just learn a new skill, like developing self-awareness, every once in a while. You’ve got to keep working at it, practicing it, setting reminders to use it and looking for situations for applying new skills. From there, take time to reflect on what worked, what didn’t and how you can improve.
Good managers localize team goals to cascade up to strategies developed by senior leadership. They’re not solving the company’s problems. They’re balancing service to their team with service to the big picture…easier said than done.
Despite the importance of the talent acquisition function, recruiters still continue to rely on the embedded analytics in their Applicant Tracking Systems (ATS) for the data they need to make fact-based decisions on recruiting and hiring.
Resource crunch is a tragic reality in talent acquisition today. Top talent is hard to find and harder to keep. If there was ever a war for talent, we are pretty darn close to losing.
New technology is changing things. Trends like artificial intelligence (AI), virtual reality, cloud computing and automation are changing employee and consumer experiences alike.
There it is – the face of a potential job candidate. You can’t explain how you know this, but you feel it’s a trusting, dependable face. You instantly feel that he or she is more capable than others you viewed today. Careful! You may not know it, but you’ve just engaged in the pseudoscience of physiognomy, reading (or more appropriately misreading) peoples’ temperament and characters in their faces.