Whether it’s hiring, contracting, or training employees, organizations need to design talent strategies with long-term goals in mind.
By Traci McCready
Recently, at a speaking engagement, I asked a room of C-suite executives: “What is your company’s most valuable asset?” Each and every volunteer had the same answer: their people.
In a time of skills scarcity, leading organizations are adopting a multi-dimensional approach to talent acquisition and development.
By Jeff Kavanaugh
Organizations are struggling to find talent with the right skills to meet digital business needs. This trend led the Infosys Knowledge Institute to conduct a worldwide study of more than 1,000 senior management executives globally. The research shows that today’s digital environment is calling for new skills, producing talent gaps that organizations have to fill. What else did it discover? Here are five key takeaways from the recent study.
Four strategies that help organizations harness happiness in their workforce.
By Debra Hreczuck
Some leaders may think that caring about employee happiness somehow means sacrificing performance. Actually, the opposite is true. In order for organizations to succeed and for employees to believe in the business strategy enough to work toward improving the bottom line, leaders need to make sure they are happy, researchers say. A miserable workforce is an unmotivated workforce, and that is a recipe for stagnation or outright resistance. The truth is employee happiness is tied to performance in many areas, including recruitment, retention, collaboration, and agility. Happiness is the web of energy in an organization that keeps employees focused and efficient.
How HR leaders manage during a time of uncertainty.
By Michael Switow
Petrol bombs, flight cancellations, road blockades, train suspensions, tear gas, and water cannons. Millions of Hong Kong residents have taken to the streets to protest peacefully, but violent images from the city’s “season of discontent” have unnerved the public and shaken business confidence.
Reskilling is a here and now solution to the talent shortage.
By Tierney McAfee
With the number of employees who are voluntarily quitting their jobs higher than ever, organizations are placing utmost importance on retaining current workers and reskilling them, or teaching new skills to help them transition into different roles within the same organization.
Cigna’s CHRO John Murabito leverages a data-rich people strategy to drive proactive business decisions.
By Debbie Bolla
“What we do in HR starts with the needs of the business.”
Today’s HR leaders are relying on analytics to drive forward HR strategy—but there are some hurdles to cross along the way.
By Marta Chmielowicz
Human resources has always been a people-focused function—but now it is a numbers-based profession as well. In fact, LinkedIn’s Global Recruiting Trends report indicates that 64 percent of today’s organizations use data at least occasionally and 79 percent are somewhat likely to take advantage of it in the next two years.
A partnership between HR and finance departments can spell out success for predictive talent strategies.
By Marta Chmielowicz
Modern HR departments are increasingly turning to data and analytics to guide their people strategies—but a recent study from Oracle, HR Moves Boldly into Advanced Analytics with Collaboration from Finance, shows that they are not doing it alone.
3M’s D&I program is driven by the connection between inclusion and employee well-being.
By Ann Anaya
Diversity and inclusion go together—one cannot exist without the other. And they are distinctly different sides of the same coin.
Understanding policy is only one part of an effective harassment training program.
By Andrew Rawson
Since the #MeToo and #TimesUp movements, one of the main challenges for HR leaders is how to implement an effective sexual harassment training program. Today’s programs need to be relevant to a diverse workforce, up to date with evolving laws, and part of the organization’s strategy to improve workplace culture.
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