Strategic workforce planning matters today because organizations are reporting significant difficulty hiring key talent when they need it. Unemployment is shrinking in many sectors of the economy, and that means many organizations are finding it harder than ever to close talent gaps.
Attention is the new, dominant currency, and as attention goes, people can have very little to give. Competing interests are everywhere and time is always of the essence, but it takes more than raw attention to spur you to action. The attention economy also has a pecuniary effect in business, directly affecting the bottom line.
Recruiters often say they have too many tasks and not enough time, and that the business doesn't understand what takes them so long. Recruiters say the senior leadership team thinks there are too many recruiters for how few people the company is hiring, and they need technology to make things more efficient and help get end results. Recruiters say automation is the answer.
Even if you’re just beginning to be more proactive about workforce planning, you’re still ahead of the two thirds of US employers that don’t do it at all. Recent research from HCI has shown that workforce planning is still a struggle for many organizations, for many reasons.
In this hyper-competitive industry, it is critical to come to the table with the strongest offer possible. To ensure you have created the most attractive compensation package, you need to know that role, that industry, like the back of your hand. To possess that level of insight, you need data to back it up.
It is no surprise then that when successfully implemented, functional teams increase the collective knowledge in an organization and draw together individuals with diverse skill sets and perspectives to address complex tasks and problems. And yet not every team provides results. Some hinder productivity. As with any strategy, the right combination of resources, processes, and methods are necessary for teams to be effective.
The success of the g2g program at Google is due largely to the culture of learning fostered within the company. At Google, we believe that it’s the job of everyone within the organization to contribute to the growth and development of our people; it’s not only the responsibility of People Development (Google’s central Learning & Development team). This shared ownership has really created a deep sense of purpose and meaning when it comes to learning, and aligns beautifully with one of the g2g program’s core values, “Everyone has something to learn. Everyone has something to teach.”
The struggle to transfer new skills to the workplace is a constant frustration in Learning and Development (L&D). Traditional classroom training can be designed and delivered with excellence although oftentimes, it cannot get us over the new skills transfer finish line, particularly with a mission-critical skill set like leading change in the workplace.
We all know engaged employees are happier, but how exactly does happiness impact a company’s bottom line? We set out to answer this question in our current collaboration with Lighthouse Research and Advisory, a human capital research and advisory services firm focused on talent and learning technology, strategy and innovation.
The majority of today’s leaders are failing to handle a more complex and volatile business environment; HR teams must think about the context in which leaders work.
It goes without saying that successful HR functions are strategic: they play a vocal role in critical business decisions and directly manage or impact a majority of most companies’ expenses. Indeed, in today’s resource-competitive environment CEOs are increasingly looking for the CHRO to play a more critical role in influencing business outcomes.
After learning who to assess, and how to assess, the potential impact of a coaching model that supports the business, as discussed in Building Block 1, managers must take another step: uncover the best way to create the infrastructure to roll out the coaching program, including how to gather the right stakeholders and communicate the plan.
The talent myth has captivated the training and development world for years, and some have come to accept it as the new gospel. If only you search far and wide, and long and hard, you’ll be able to identify the best and the brightest people and then place them in all the existing leadership roles. Problem solved. No training required; just find the right person. Well, good luck with that.
If you’re not thinking about referral programs strategically, I’m here to change your mind (and offer tips!). Recently, I spoke on a webinar with Glassdoor for Employers’ Mallory Brown on 9 Steps to Building Happy Hires through a dynamic, strategic referral program. There were 50 QUESTIONS during this webinar – so while a majority of organizations have referrals programs and generally know that referrals are the number one source of hire, there is still a lot of uncertainty around how to make these programs effective and engaging.
During my travels as a veteran road warrior, I’ve recently encountered exceptionally great signs of short-staffing, and employees who were (or should have been) wearing “trainee” badges, or perhaps personal flotation devices.
Toxic employees wreak havoc on an organization. First and foremost, they increase stress, according to those surveyed, followed by decreasing overall job satisfaction. For the organization as a whole, respondents believe a toxic employee decreases morale, followed by decreasing productivity, and decreasing the quality of work product. For women, toxic employees have a more detrimental effect, as 10 percent more women reported toxic employees increase their likelihood to leave a job than their male counterparts.
Learning strategies are drastically changing as new technologies create a variety of exciting ways that an individual can learn. The transformation of learning content has increased exponentially in the last decade, in large part due to shifts in the way individuals prefer to learn and consume information.
Thanks to today’s towering demand, you’ve likely received the call to serve as a leader. Collaborative, innovative, risk-taking leaders are needed at every level, which matters more now than ever before.
HR leaders are stewards of immense amounts of people data, and we understand the biases present in human decision-making. People analytics should be used to measure, predict, and influence the most business-relevant human capital outcomes such as turnover, engagement, and selection.
John worked long hours, was passionate about his work and was devoted to the organization he worked for. He would often work weekends rather than rest and recuperate. His goal was to someday head up the organization. Until he decided to leave.