Learn the latest figures on retail recruiting with social media from this Work4Infographic. Get ahead of your retail staffing needs with social recruiting.Read more
Do you believe there is something more to discover in your personal or professional life? Are you feeling stuck and uncertain where to turn? Take this quick quiz from ICF to discover the right solution to your specific development question.Read more
In order to understand the reality of this situation, we thought it only appropriate to ask women from all phases of life and career levels what it’s really like for them out there. Let’s see what the data had to say.Read more
Big Data continues to create new ways of gathering and analyzing information. In the latest research by Harvard Business Review Analytics Services, a real-world lens of big data is provided for HR and Finance.
See the infographic below and read The Big Data Opportunity for HR and Finance research report to discover why big data matters to you and your organization.
People decline job offers for numerous reasons. Many are beyond an organization’s control, but your hiring process isn’t one of them. If you’ve been rejected by candidates who could have made a positive impact on your organization, it’s time to look inward and examine your hiring process. You may need to make changes to this all-important talent acquisition workflow. We conducted an independent survey of 200 individuals who turned down a job offer in the last six months. About one-third agreed or strongly agreed that the reason they declined the job offer was primarily due to their experience during the hiring process. So even if you have focused on creating a superior hiring experience, it’s always a good idea to re-evaluate periodically with these types of questions:Read more
So what is stopping your firm from a building a better succession plan currently? What tools are available to identify and assess the firm’s top talent? Best-in-class firms are future-proofing their organizations by building better succession plans for their talent and not just for their leadership pipeline. Firms need to start by identifying the strategic direction of the company in the near future along with an evaluation of the current key roles and strategic functions. Basically think along the lines of “if our Director of Operations left the company tomorrow, we’d be in big trouble….”
It takes a courageous leader to truly develop others – to look outward and want to share something bigger. True leadership involves drawing out the greatness in others - even when people do not believe in their own greatness. This is why it's crucial to share victories with everyone. So what conversations can you have that will effectively share organizational wins?Read more
Wondering what to get for the employee that does everything? Would you like to know how to provide meaningful year-end rewards resulting in employee motivation and renewed discretionary effort? When customized to appeal to each and every employee, non-cash rewards can the best recognition strategy to achieve maximum impact.Read more
We are just wrapping up a great first day at HCI’s 2014 Learning and Leadership Development Conference in Boston, Massachusetts at the scenic Seaport Boston Hotel and Seaport World Trade Center. We focused this year’s content seeking to answer the question, “How do we build an environment that produces the kind of learning and development we need for future growth?” With the exiting Boomer workforce and rising tide of Millennials assuming leadership positions in the workforce, the nature of leadership competencies are shifting, focusing on skills like critical thinking, collaboration, big data and predictive analytics and a nuanced understanding of the importance of social media and mobile technologies roles in engagement.Read more
The last thing you want to do is alienate prospective talent. You’re trying to bring quality candidates on board, so you should be doing everything in your power to court them effectively.
But are you?
Successful companies recognize that they need leaders at all levels of the organization, not just the top. Whether grooming high performers for new roles and future leadership positions or simply adding and refining skills, employee development is essential to meeting growth goals. By implementing a talent development process built on predictive data and analytics, an organization will be better positioned to identify, engage, and retain the talent needed to achieve its goals – today and tomorrow.
Explore Podcasts, Webcasts and Executive interviews from the Human Capital Institute (HCI) to learn best practices and new ideas from thought leaders on career development.Read more
Mentoring is a strategic tool that when done right, can attract and retain high-potential talent and accelerate leadership development and readiness. Mentoring is also an effective tool for shaping organizational culture and closing engagement and generational gaps. Employers are increasingly recognizing the benefits of mentoring in leadership development. According to a Corporate Executive Board survey, 25 percent of U.S. companies now host peer-mentoring programs, a significant increase from before the 2007 recession, when only 4 to 5 percent of U.S. companies reported sponsoring mentorship programs. Unfortunately, as many business leaders can attest, it can be quite challenging to develop and maintain successful mentoring programs.Read more
Leadership comes in all kinds of styles, in all kinds of settings. Despite the endless variations and examples of leaders in the world, there is a simple truth about the leadership choices that resonate and make a difference in driving results. It’s about consistency. Word, Deed, and Direction.Read more
The world of talent management is sharply-evolving, with the non-traditional workforce taking shape as a viable means of supporting corporate programs and driving organizational objectives. Ardent Partners predicts that the utilization of contingent labor will grow by 30% over the next three years, a figure that reflects the criticality of freelance workers, independent contractors and SOW-based projects and services.Read more
Only a few years ago, Gartner stated that enterprise data would grow 650% over the ensuing five years, while IDC stated in 2011 we created 1.8 zettabytes (or 1.8 trillion GBs) of data, in 2012 it reached 2.8 zettabytes and now they forecast that we will generate 40 zettabytes (ZB) by 2020.
Wow. That’s a big ol’ Milky Way of data anyway you look at it, created by us and distributed by us – some clean, vetted and valid, and much of it not so much. Organizations have a unique challenge today when it comes to managing this expanding-universe of people data, as well as galaxies of other business-related data.
Recently, I was asked to counsel a group of angry 40-something managers on career advancement. These Generation Xers felt they were caught in between “greedy” Baby Boomers, who won't move over to give their generation a shot, and “entitled” Millennials, who won’t put in a decent day’s work.
Generational influences play a significant role in shaping our values, motivations and behaviors. Nowhere are those influences more apparent and the behavior more divergent than in the workplace. Take the Baby Boomers. Their large numbers drove them to be competitive in all parts of life, including work. In their push to get ahead Boomers added a full month’s worth of work per year to their schedule. Now that they are ready to recalibrate work and life, things have gotten complicated. Past spending habits and drops in retirement portfolios have made the prospects of even gradual retirement obsolete for many.
The phrase “Fake it til you make it” may have its uses, but let’s be real: perpetually pretending to be something or someone you’re not is exhausting. In fact, authenticity is increasingly cited as a critical element of success for business today. Consider a recent Harvard Business Review article, Creating the Best Workplace on Earth, which cites research from the London Business School indicating that employees that feel encouraged to express their authentic selves at work maintain a higher degree of commitment to the organization, greater individual performance and a stronger desire to collaborate.Read more
Why don’t we start by acknowledging the big elephant in the room? It’s reference-checking. A lot of companies don’t bother with reference-checks on their candidates, or they think they’re doing them well already. The feeling persists that the reference-check only confirms information the hiring manager or recruiter can see on the resume, and that there’s also a fear of legal risk.
That’s a shame, because when reference-checks are executed well, they are absolutely vital for your hiring decisions.