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.
As the War for Talent intensifies, employers around the world are fighting tooth and nail to increase their access to top talent. This, along with other legal, political and social factors, is a major driver behind the increased focus on the Lesbian, Gay, Bisexual and Transgender (LGBT+) talent segments. In a recent HCI research report, 84% of organizations saw diversity and inclusion as a “strategic opportunity rather than a problem to be solved.” But what’s the most effective way to engage with this talent segment?
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.
There are many studies and articles that talk about ways to build a corporate culture, to increase employee engagement, and improve employee performance. But no one of these can be achieved in a silo. Culture, engagement, and performance are all part of a single unified experience.
Good business strategy is, by nature, focused on the future. Talent strategy flows from business strategy. Therefore, your talent strategy must be designed to transform the current workforce into something capable of supporting the future goals of the business. It seems simple enough, but in reality many aspects of human capital management don’t function this way.
Most — possibly even all — industries are likely to undergo some type of transformation within the next few years, whether because of new technologies, industry consolidation, or other competitive pressures. Theses changes will affect consumers, organizations, and even employees. In the midst of an industry-wide disruption, how can HR leaders of organizations retain employees and keep them motivated? Keep them engaged.
If you are like most employers, you squander the best opportunity you have to engage, shape and retain them as employees. Most employers are so driven to find talent and make a good first impression through the recruitment process that they neglect to think about what will happen once the employee shows up on their first day, ready for work.
Think about a leader in your life who people deeply commit their time, talent, and hearts to.
I’m talking about the kind of leader who values and recognizes the greatness in others – even when people do not believe in their own greatness. This kind of leader thrives on creating an environment where people are “all in.”
Much of the millennial generation says they can’t describe their jobs and professional roles to their parents and grandparents because their older family members just don’t get it.
Millennials have a higher degree of digital literacy than their parents and grandparents, which means they’ve been trained and have the ability to use digital devices at work to fill needs of quick communication, efficient collaboration and stellar performance.
It's a candidate's market, and high quality talent is much more challenging to find and acquire than it's been in recent memory. According to a recent research report, it now takes about double the amount of time as it did during the Great Recession to fill the average position. In such a competitive talent market, recruiting leaders need to measure and analyze the performance of their teams in a never-ending search to build competitive advantage.
Apprehension, perhaps with a side of excitement (in disguise) sets in as you take a hopeful hike into your boss’s office lair.
Your boss awaits your arrival, polished and well prepared with a report, notepad and pen handy.
Employees approach management multiple times per week to talk about their development, how they can get a promotion and when it might happen.