Career Champions

Four HR leaders share how their approaches to mentoring programs are solving talent challenges.

By Marta Chmielowicz

Today’s employees are happier, more productive, and more engaged when their jobs bring intrinsic rewards, or the feeling of doing meaningful work that propels their personal and professional growth. In this environment, career development is no longer a perk reserved for certain high-ranking positions—it is an expectation.

2019 Baker’s Dozen Customer Satisfaction Ratings: Pre-Employment Screening

View the results of this year’s Baker’s Dozen ranking for employee screening.

By The Editors

Pre-employment screening is a crucial element of the hiring process, but one that is potentially stressful and confusing for both employers and job seekers. Outsourcing background screening is a solid solution. Here is a look at the top background screening providers in the enterprise and mid-size markets as ranked via the results of customer satisfaction surveys.

Mind on Mobility

Short-term relocation assignments are emerging as a strategy to keep younger workers engaged and loyal to the organization.

By Marta Chmielowicz

Globalization is raising the bar on mobility. As technology strengthens economic and intellectual connections across the world, leading multinational companies are looking to develop a new generation of leaders with a global mindset and multicultural experience.

The Paradox of Cultural Fit

A structured, values-based interview process can deliver quality candidates while reducing unconscious bias.

By The Editors

Making great hires is about recognizing great fit. Most companies aren’t just looking for candidates with the right skills; they want someone who aligns with their culture. In fact, according to a report by West Monroe Partners, 60 percent of organizations integrate a cultural fit evaluation or behavioral interview into their hiring process. But while this approach sounds great on paper, it could create an environment that stifles rather than encourages innovation.

Winning the Long Game

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. To support growth, contain costs, and preserve quality, service, and safety, companies need to retool talent management for today’s conditions.

The Digital Divide

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.

Educated Evaluations

A new tech tool uncovers ways organizations can eliminate bias during the hiring process.

By Judd B. Kessler and Corinne Low

A growing body of evidence suggests that hiring managers and recruiters display bias against underrepresented minorities. These findings have come from a research method called a “resume audit.” But now, we have developed a new approach to measure firm preferences and detect bias in hiring practices: incentivized resume rating (IRR). Rather than putting the interests of firms and researchers in conflict, IRR combines those interests.

Shiny Happy Employees

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.