The hiring teams have one of the toughest jobs in the organization. They have a herculean task of closing requisitions at the wild pace at which businesses open them. Added to that, they also face immense pressure to get the right people into the organization. Given the circumstances, it is only fair that to bring analytics into the picture to make the lives of talent acquisition professionals a little easier.
You know there is a communication problem with your team. Knowledge is siloed and experts end up devoting a large a part of their day answering questions. You know you need to keep your team connected and foster a positive, open culture. But how do you solve that problem? There are two distinct paths many organizations go down as they try to address this common problem.
A sure-fire way to improve your recruiting success is to reduce the number of candidates you lose in the process. It’s not the only way, but it’s possibly the most effective. So, while we help companies do a better job of connecting with new candidates — applying the latest in sourcing strategy, social media, employer brand strategy, recruitment marketing and advanced technologies — we’re also in the business of keeping those candidates connected.
An evolution is taking place in corporate training and learning today. Corporate universities and talent development models must adapt to the challenges faced by companies and employees in an environment of constant transformation.
We don’t have to wait for the future to see AI in action across the enterprise. Technology is already available that utilizes artificial intelligence to help us make faster decisions, automate tedious manual processes, and sift through large amounts of data in an instant.
As both consultants and managers, we know first-hand that the rise and fall of organizations over the next decade will be determined largely by the performance of the Millennial generation. If we are going to drive business forward over the next 10 years, then the business landscape must evolve into a Millennial Landscape—one that maximizes motivation, engagement, and retention. To do this, we must uncover the natural tendencies and personalities of Millennials, as a group and as individuals. As the business landscape changed to accommodate Generation X, so too must it change for the Millennials.
What can a police interrogator, an executive coach, and a world famous hypnotherapist teach us about how to engage difficult people in difficult conversations…and get amazing results?
In the last decade, new organizational models with greater geographical distribution, more matrixed structures, and increased diversity, as well as accelerated technology innovation, have made the way we work more interconnected than ever. “Sixty-seven percent of employees report an increase in work requiring active collaboration,”4 according to CEB. In the same study, general managers and senior executives reported needing a 20 percent improvement in employee performance.
Are data and analytics important to your organization? Are they important for your HR function? Anymore, business leaders are hard pressed to find anyone that would say analytics aren’t important. It’s similar to how our dentists have been telling us flossing is important for decades and, while we might hesitate to admit it, many of us still haven’t faithfully incorporated that task into our daily routines. When you finally get a cavity, it becomes very clear how much time, money and discomfort that daily habit could have saved you.
For the past 10 years, the world of work has struggled to make sense of the Millennial generation. Recruiting, retaining and managing Millennials continues to be a challenge for most Baby Boomer and Generation X managers. But what happens when Millennials are the managers, responsible for hiring and supervising older generations?
As the recruiting landscape evolves, talent acquisition and internal talent mobility are increasingly becoming top priorities as drivers of company growth. But we all understand that for talent acquisition to be truly impactful, all stakeholders need to be working in sync. Does that currently happen? Most likely the answer is no…The reality is that the key players are often simply coexisting and the end result of this disconnect is the loss of top talent, bigger spending to acquire talent, and a disjointed perception among candidates.
It’s a classic story; as the latest buzzword rises in popularity it becomes perceived as trendy and somewhere along the way we lose sight of the actual value behind the concept. This is exactly what has happened to employee engagement. It rose to popularity throughout the 2000’s and by 2013 there was a tweet every minute about engagement (Halogen, 2013). As a result, engagement has come to be associated with attention on top-tier employers and large investments in ‘cool’ workspaces while its valuable impact on business drivers is left out, causing underlying cynicism that threatens engagement’s credibility altogether.
90% of employees decide whether they want to stay at a company within the first six months of employment and as much as 20% of employee turnover happens within the first 45 days of employment, according to the Aberdeen Group. Onboarding of new hires is an essential aspect of employee engagement and retention, yet these programs are often lacking a clear strategy for implementation and measurement.
Employee engagement is talked about often but rarely clearly defined. Learn about the meaning of employee engagement, what the data shows and steps to take to help improve it, as well as how companies are approaching the employee engagement challenge.
Barring one semester in third grade when I was moved to the Advanced Math class due to my weird love of long division, numbers have long felt like a necessary evil in my life. Objectively, I understood their value, but when faced with spreadsheets encapsulating hundreds – if not thousands - of data points, I suffered the common ailment of “analysis paralysis.”
Peter Drucker is credited with coining the phrase “culture eats strategy for breakfast”, referring to the importance of organizational culture for the success of a company. And since culture is derived from the leadership and employees, the assumption is that getting the best talent can ensure you create the best working culture for your business.
Now, what is that phrase regarding assumptions?
If you interview job candidates, you need a Non-Negotiable List to help identify “warning signs” that candidates aren’t a good fit.
I’m honored to be a presenter at HCI’s Human Capital Summit in New Orleans this month. The theme is “Agile Talent Strategies for Managing Change and Shifting Priorities,” so of course that topic is top-of-mind for me. I’ll be speaking on how HR leaders can build their Change Intelligence® to promote agile talent processes, which in turn fosters business agility for their organizations, enabling rapid response to evolve products and services to meet ever-increasingly challenging customer demands in our VUCA world.
If you’re like many HCI members, your company is just coming out of yet another annual performance management cycle. And if you are a manager like most managers from, well, anywhere, you’re probably thinking, “Wow, that took a lot of time and trouble.” And if you are an employee like a lot of employees you’re frustrated with the whole process because you were given stale feedback and assessed against unclear measures. And if you are a leader like most leaders, you’re left wondering, “So…what did we get out of all of that?”
The little girl was horrified when she realized the implications of what just happened.
She had just lost her tooth by the pool on vacation. She had NOT lost her tooth at home, and therefore, how would the tooth fairy know this had happened and leave her whatever swag the tooth fairy leaves in her family.
She expressed her dismay to her parents as they lounged by the pool at the Ritz Carlton property, where they were vacationing. They assured her that everything would be OK.
They had no idea how OK things would be.