Explore Podcasts, Webcasts and Executive interviews from the Human Capital Institute (HCI) to learn best practices and new ideas from thought leaders on onboarding new employees. Click on the titles in the infographic to view contentRead more
The Human Capital Institute 2014 Employee Engagement Conference kicked off on Wednesday in Seattle with an engaging series of workshop sessions that emphasized the link between learning and development and employee engagement. This would prove to be a recurring theme of the conference as several keynote speakers alluded to the fact that the single most important factor in moving the needle of engagement is providing development opportunities for individual employees.Read more
Have you ever wondered why some leaders thrive and others struggle? I have interviewed dozens of very smart leaders who never reach their desired or predicted impact. For the better part of a decade, I have been researching, reading and dialoging with successful leaders about the “other” type of intelligence they use in their leadership responsibilities. In the past decade we have now realized and coined another form of intelligence that seems to be even more important to success than conventional cognitive intelligence: Emotional Intelligence (EI).Read more
Critical thinking isn’t just a buzz phrase in higher education these days. Critical thinking is consistently rated by employers as being a skill of increasing importance, and yet a recent study showed 49% of employers rate their employees’ critical thinking skills as only average or below average.
Employers claim that the critical thinking skills gap is a significant problem with new hires, specifically in recent graduates. In fact, only 28% of employers rated 4-year graduates as having “Excellent” critical thinking skills. So, the burden and expense of training/developing those skills rests on the employers.
Ask any CEO about the importance of critical thinking, and you will hear nothing but support and admiration for this essential skill. Most (69%) will even tell you about how they assess critical thinking skills in the selection process.Read more
I can remember the first time I received a call for a reference on a former employee. I was early in my career working as an assistant manager at a shop in the mall and happened to be next to my general manager as I took the call. Once my GM heard the nature of the call, he snatched away the phone to handle it himself. “Yes, the employee worked here from April until September. Yes, I’d hire them again. No, I can’t give you any further details about that employee.”
That’s what I overheard from outside that conversation. Once he hung up the phone, my manager then gave me a quick development talk, explaining the potential legal issues and the exact process my company had for reference checks.
You’ve probably heard many pay-for-performance strategies over the years, and maybe even implemented a few. Maybe you had a modicum of success, or not, but like everyone else you’ll be looking for the holy grail of strategies.
While that doesn’t literally exist, here are three key pay-for-performance strategies that are based on the successful plans of the thousands of organizations we work with:
Have you ever done an Internet search on “how to write an amazing resume” or seen a post on how to “get your resume noticed”? Pretty much every job site, job board, or job blog has at least one (usually multiple) post on ways to make a resume stand out in the crowd. Which makes sense, a good resume is key to getting the interview. What about the other side of the coin; what are employers doing to stand out in the crowd?Read more
Charlotte Hughes is a Senior Consultant,Talent Management and Development with Kimberly-Clark where she is responsible for helping human resources and business leaders with performance improvement and learning solutions that drive business results. Her expertise includes; training, coaching, mentoring, social learning, organizational development and leadership development. She is also an expert in sales effectiveness and sales transformation. Charlotte has held key talent development roles with other Fortune 500 companies including; Morgan Stanley, Cox Enterprises, and SunTrust. She has a Bachelor’s degree from Cornell University, College of Human Ecology and a Master’s degree from New York Institute of Technology in Human Resources Management. She is also certified by the Human Capital Institute as a Human Capital Strategist.Read more
Last week I heard that Harrison Ford had recently been treated in hospital after being injured on the set of the latest Star Wars film. The story I had from a colleague was that the door of the Millennium Falcon had shut on his foot, crushing it to pieces. In reality it turns out that a garage door came down on his ankle a bit too hard. Whichever way it happened, it’s fair to say it was not a good week for the Star Wars actor. But what really caught my attention was the news that Mr Ford is now 71 years old. How did that happen? One minute he’s outrunning imperial storm troopers and the next he’s into his eighth decade.
Well, I guess it happens to us all. Based on figures from the Office for National Statistics, the number of people aged over 60 is expected to increase by 13% over the next 6 years. With many of the ‘baby boomers’ already in their 60’s, most of the growth in the older population will come from the over 65’s. Within 20 years, nearly a quarter of the population will be aged 65 or over.Read more
The ability to learn on the job, much less be identified and developed for a future leadership position, can be difficult for employees, regardless of classification. Every company claims it plans for the future, but the reality is that the mindshare required – the domain and business expertise and the leadership that drives it – usually slips away with the best intentions of having the learning and development as well as the succession plan in place.Read more
Despite the abundance of studies, resources and trainings around change management initiatives, research shows 70% of all major change efforts in organizations fail. Why? While the processes for making an organizational change are relatively sound, companies often neglect the most critical factor in the change equation: people.Read more
Explore Podcasts, Webcasts and Executive interviews from the Human Capital Institute (HCI) to learn best practices and new ideas from thought leaders on sourcing candidates. Click on the titles in the infographic to view content.Read more
Who’s next in your lineup? Succession planning is an opportunity for HR leaders to exercise their role as a strategic partner in the business and it’s a constant process that demands continuous attention. Organizations continue to face an exodus of retiring leaders alongside a growing need to effectively fill those key positions with the right talent for the job. This environment has underscored the importance of a talent management structure that supports a proactive succession planning process to ensure an organization is well prepared for growth, organizational restructuring, employee promotions, and/or the loss of key employees.
During a recent HCI webcast about the topic, 66% of our members reported that they were either not satisfied with their current succession planning process, or did not have a process in place at all. Especially in the midst of today’s volatile and uncertain market, organizations without a functional and strategic succession planning process are essentially operating without a safety net, vulnerable to the multitude of inevitable changes to their workforce.
Metrics enable you to gauge the overall health of your talent acquisition process. Chief HR Officers have certain KPIs (key performance indicators) that they report on. The following are ones they watch as these metrics provide deeper insight into the performance and business impact of your talent management system. Some of these metrics are standard, some are not; taken as a whole, they create a broad report of where improvement can impact the bottom line and drive value for HR in the C-suite.Read more
The World Cup has been a revelation. Team USA’s heroic knock-out match against Belgium enthralled the nation and catapulted goalie Tim Howard to celebrity status as he notched up a record number of saves to keep us in the match, and keep our hopes alive, until the very end.
But as well as the thrills of that match, there was a great deal the human capital and talent professions can learn from the World Cup. I’ve chosen three lessons that stand out for me:
Defining your company’s corporate values can seem like a daunting task given its importance in setting your corporate culture. After all, your culture determines how your employees will achieve all those lofty goals you made. While it isn’t an exercise to be taken lightly, it doesn’t need to be weighed down in process. Follow these 3 steps to uncover your values while fully engaging your team.Read more
The recruiting industry has changed drastically in recent years. Many recruiters feel the biggest impact of this evolution is a talent shortage—but the issue isn’t really about finding people, it’s about finding people with skills. The truth is that most of the skills that are in demand are scarce and often short-lived, which makes it all the more necessary to understand which skills you need and which people have them. But unlike the process of recruiting for specific job openings, sourcing by skillset demands proper timing, preparation, and—most importantly—endurance. It’s about creating a talent pool that you cultivate and nurture before you even need to hire.
The question is: How do you get that pool full of talent—and then keep it that way?
“We are now solidly in an era of mergers, acquisitions and other financial activity in the boring, steady industry of book publishing.” Jeremy Greenfield states in a recent article for Forbes. “As the way people consume media changes, book publishers are realizing they are content creation and rights management companies and not just book publishers. Many of them are now playing in the app market, educational technology market and other areas they likely wouldn’t have dreamed of a decade ago.”Read more
Explore Podcasts, Webcasts and Executive interviews from the Human Capital Institute (HCI) to learn best practices and new ideas from thought leaders on workforce planning. Click on the titles below to view content.Read more
It’s been a few months, so let’s recap what we’re looking at here. We want to know if females in leadership roles have an obligation to be role models and mentors for younger women looking to follow in their footsteps. I am certain, despite my best efforts in Part 1, some of you are still thinking:
Why do we care?
We all know, and have come to despise, the statistics that point out just how unequal women are in the workforce. Even those of us who are blessed enough not to feel that stigma, we know there are masses of other women out there who do, on a daily basis. So, put plainly, we care because it matters. We need a way to enlist the masses of young women entering the marketplace, especially those with degrees seeking leadership positions. Without their buy in, nothing changes. We continue to lose. I don’t know about you, but I’m a sore loser. Graceful, sure, but I don’t like it.