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. In fact, according to LinkedIn’s 2018 Workforce Learning Report, a whopping 93 percent of employees would stay at a company longer if it invested in their careers.
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.
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.
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.
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.” The idea is simple.
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.
By Debbie Bolla
Unconscious bias in hiring practices has become a real challenge for organizations. In simple terms, unconscious bias happens when recruiters and hiring managers form opinions and conclusions about candidates based on first impressions. Francesca Gino, professor at Harvard Business School, explains that unconscious biases “cause us to make decisions in favor of one person or group to the detriment of others.” But there are ways for HR to help its teams become more conscious of their biases and take steps to eliminate them for fairer hiring outcomes.
In The Paradox of Culture Fit, Manager of Talent Acquisition for West Monroe Partners Lindsay Maanavi brings an interesting perspective to cultural fit evaluations, a practice that 60 percent of organizations integrate into their hiring practices, according to research from her firm. As she explains, cultural fit interviews can lead to hiring candidates that have similarities to others in the organization.
By Elliot H. Clark
As many CHROs know all too well, HR is never short on challenges. Managing culture, maintaining high retention, meeting talent acquisition goals, and ensuring regulatory compliance are all difficult, but many HR departments are handling these issues well and meeting their goals even in a robust global economy.
However, new challenges are arising. Technology, big data, and automation pose significant opportunities, but they also raise significant perils. According to an HRO Today research study sponsored by Alexander Mann Solutions, 62 percent of HR leaders reported that they plan to spend more on machine learning or the mislabeled artificial intelligence (AI) in 2018. The study also found that six out of seven companies are now using AI to help source candidates because it is getting harder to find great candidates and we all know it. Chatbots are being used for many HR functions way beyond recruitment sourcing. Some companies are even experimenting with chatbots to perform first-line employee relations. What used to be automated reception lines are now evolving technologically.
By D. Zachary Misko
What is the four-digit number in which the first digit is one-fifth of the last, and the second and third digits are the last digit multiplied by three? (Hint: The sum of all digits is 12.)
Tabitha likes cookies but not cake. She likes mutton but not lamb, and she likes okra, but not squash. Following the same rule, will she like cherries or pears?
© 2009 - 2019 Copyright SharedXpertise Media, LLC.
All SharedXpertise Media logos and marks as well as all other proprietary materials depicted herein are the property of SharedXpertise Media. All rights reserved.
SharedXpertise Media, LLC, 123 South Broad Street, Philadelphia, PA 19123