New research published by City & Guilds Group revealed that U.S. employees have a strong appetite for training, but there is a lack of accessible, engaging, and personalized learning and development (L&D) activity at work.
Last year SHRM CEO, Johnny C. Taylor Jr. launched a national conversation surrounding the need to close the skills gap – a critical issue that affects all employers and employees.
The April 2019 Bureau of Labor Statistics (BLS) reported an unemployment rate of 3.6% with 263,000 new jobs. These job gains occurred in professional and business services, construction, health care, and social assistance. However, the number of long-term unemployed (those jobless for 27 weeks or more) was little changed at 1.2 million in April and accounted for 21.1% of the unemployed. The all-important labor force participation rate declined by 0.2% age point to 62.8% in April. The...
One of the most nebulous measurements is the effectiveness of training. According to the Association for Talent Development (ATD) 2018 State of the Industry report on training, learning hours per employee was approximately 34.1 hours (slightly more than four eight-hour workdays) in 2017, which was the same as 2016. Between 2012 and 2016, this number increased steadily. The traditional instructor-led live classroom format accounted for more than half of all learning hours used at...
Up to 20% of employee turnover occurs within the first 45 days of employment, according to research by O.C. Tanner. In addition, according to McLean & Company’s 2018 HR Trends report, only 37% of HR professionals rate their onboarding efforts as effective.
Most employers have jobs that have certain requirements that must be met before the job can be filled. Many times, it is an educational requirement. If an employee wants to improve their opportunities within an organization, many employers provide tuition reimbursement up to the tax-exempt maximum of $5,250 a year. However, these payments are made only after an employee has paid for, successfully taken the course, and received a “C” or better.
Employer law suits have increased over the years. And whether legitimate or not, they cost employers time and money. Many of these lawsuits are not triggered by blatant abuse of employment laws, but rather simple managerial mistakes.
West Monroe Partners, a business and technology consultancy, released a study earlier this year entitled, “Closing the Technology Leadership Gap.” The report investigates the state of soft skills, defined as communication, collaboration, conflict resolution, and leadership in technology and IT hiring decisions. It pinpoints the lack of focus on soft skills in today’s workplaces as the cause of productivity, innovation, and growth issues.
The same qualities that describe a good listener, describe a good leader: respect, concern, an openness to new ideas, empathy, compassion, curiosity, trust, loyalty, and receptivity. However, one of the lowest rated behaviors in 360-feedback surveys for managers is listening.
Although cross functioning teams are the rage, and at times rightly so, it appears that too many bosses are like the adage too many cooks. According to a Gartner survey, more than two-thirds of employees around the world say they have to consult with more than one boss to get their jobs done. What does that mean? It means that these employees waste significant amounts of time waiting for guidance from senior leaders.
The White House Administration’s Council of Advisors on Science and Technology predicts that by 2020 the U.S. will be short 1 million tech professionals. How can employers do their part to help this growing shortage?
A majority of Americans (62%) agree that apprenticeships—or “earn while learning” vocational opportunities—make people more employable than going to college, according to the results of the latest American Staffing Association Workforce Monitor® survey of more than 2,000 U.S. adults conducted online by The Harris Poll.
A recent study by Korn Ferry revealed that if not addressed, the skilled talent shortages could have significant impact on global economics by 2030.
Employees today are more likely to job hop than ever before. Millennials in particular have earned, whether legitimate or not, a reputation for job hopping. But the latest research shows that if employees, even Millennials, are engaged and have learning opportunities in the workplace, they are less likely to leave.
A new Korn Ferry survey shows that if new hires aren’t happy, they’ll leave.