A teaming environment fosters trust and collaboration among the workforce.
By Bellaria Jimenez and John F. Bucsek
Employers are facing more challenges today than ever before. Competition is now global, customer attention is in high demand, and technology can be a friend or a foe. In order to compete, employers need to find a new way to stay ahead of the pack. Organizations have an opportunity to outperform their competition by having a purposeful focus on diversity and attracting talented women to their rosters. This is not an HR exercise to check a box, but a true differentiating strategy to bring diversity of thought into the organization. By focusing on the human capital, a business can promote new ideas, service models, and creative approaches to sprint ahead of the competition.
Organisations in Asia need to adopt a five-pronged talent strategy to contend with rising skills shortages.
By Michael Switow
A severe talent crunch is leaving key positions unfilled across Asia-Pacific.
Microsoft’s micro-internship program delivers learning with a practical touch.
By Marta Chmielowicz
The transition from college student to working professional can be challenging for recent graduates. According to McGraw-Hill’s 2018 Future Workforce Survey report, only 41 percent of college students feel well-prepared for their future careers, and 51 percent desire more opportunities for internships and professional experiences.
Employees are demanding more immersive and frequent training, forcing organizations to transform their L&D programs.
By Doug Stephen
As the labor market tightens and the skills gap for highly technical roles widens, companies need to find new ways to secure the capabilities they are lacking—without having to completely re-staff. Data shows that the solution is to ensure learning and development (L&D) plays a much more central role in the employee journey.
Organizations need to provide a meaningful, human experience while fulfilling their purpose to succeed today.
By David Mallon
The “why” of work is shifting. People want meaning, and organizations may need to temper technology by focusing on the human element of work. Responding to a range of economic, social, and political pressures, organizations have been working to bring their inspirational corporate mission, vision, and values to life by operating as social enterprises as well as profit-making business enterprises. That means they are emphasizing corporate social responsibility, listening and responding to a wide range of stakeholders, stepping in to fill gaps where public programs and policies fall short, and generally playing an active role in society and operating with a higher purpose. But while serving this need is certainly part of what it means to be a social enterprise, it’s not enough on its own. To truly lead as a social enterprise, organizations must focus on the people within their four walls, as well as externally in society.
Empower the workforce of the future by proactively building a diverse leadership pipeline.
By Marta Chmielowicz
In today’s competitive and fast-moving business world, innovation is key—and there’s no shortage of advice about how companies can innovate. From adopting AI-enabled technologies to embracing an agile mindset, HR leaders are working hard to stay ahead. But there’s another proven driver of progress and change that organizations can add to their list of strategies: building a diverse leadership team.
An organization shares its strategic approaches to attracting recent college graduates.
By Julie Palmer and Claire Romaine
With the unemployment rate below 4 percent, competition for top talent is tougher than ever. However, waves of new talent are about to enter the workforce as the collegiate class of 2019 graduates across the country. Organizations must capitalize on the momentary influx and adjust both their recruitment strategies and benefits programs to appeal to the graduating demographic. When it comes to attracting and retaining young talent, there are a few key factors for HR professionals to consider.
New research reveals the drivers and deterrents of employee productivity—and how employee benefits can help both.
By Susan Podlogar
Employee performance has been a main focus of organizations as the key ingredient for success. However, this is no longer enough. MetLife’s 17th annual U.S. Employee Benefit Trends Study (EBTS) found that employees across all generations are looking for support from employers both in and out of the workplace. As a result, if an organization wants to hit its potential, its employees must also be set up to hit their potential—at work and at home.
At Mission Hills China, the path to success may not lie straight ahead.
By Michael Switow
At Mission Hills China, a multi-billion dollar company that is home to the world’s two largest golf resorts as well as a range of other businesses, one top executive started his career in property sales. Later he moved to the PR and marketing department, and now he heads a major tourist attraction and film studio called Movie Town, which welcomes more than two million visitors a year.
Empower millennials with development programs that are suited to their strengths.
By Cheryl Allen
There is great value in using generational research to effectively inform people practices. The current workforce makeup of baby boomers, Generation X, millennials, and Generation Z is likely one of the most diversified in history. Each generation is equipped with skills and knowledge based upon the environment they grew up in, and organizations are searching for them in the current competitive business environment.
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