When done correctly, employee development can be one of the biggest drivers of success in an organization. Numerous research studies demonstrate that career advancement (or lack thereof) plays a big role in employees’ decisions to either join or leave an organization. Talent development can consist of formal training courses, mentoring or coaching, and cross training between departments. Investing in your employees' development can pay off long term with turnover...
What good has ever come from labeling others? Does is seem to right to label a student “stupid” or “lazy” or “average”? If we label them that, aren’t they likely to only perform at that level? Do we unconsciously not encourage them to do better once we’ve labeled them? It’s the same with employees. Labeling your employees as “A”, “B”, and “C” players can be very detrimental...
2017 is right around the corner, and the HR industry is ever changing. The war for talent continues to evolve, performance reviews as we know them are disappearing, and just when we figured out the Millennials, Generation Z is entering the work force. Let’s look at some trends being predicted for 2017.
A recent survey from Xerox HR Services suggests that employers have shifted their attention from controlling costs to rewarding top performers. In fact, data from their 2017 Compensation Planning Survey shows that 53% of participants reported that their highest priority in the coming year is to retain top talent.
An October 3rd Wall Street Journal article may provoke some controversy within organizations. As you might guess from the title, "Why the Best Leaders Want Their Superstar Employees to Leave," this article runs counter to conventional wisdom. The author, Sydney Finkelstein, may prompt us to consider whether targeting retention may be the wrong focus for organizations. Instead, we might be better served becoming talent magnets and talent developers.
Is your learning and development (L&D) function tactical or strategic? In a September 2016 Chief Learning Office article, titled "The Cultural Revolution," Dan Pontefract makes a compelling case for moving the L&D function from order takers to culture leaders.
Empathy is hard to learn and nearly impossible to teach. It’s a skill that is part of the national workforce’s soft skills gap that is continuing to widen. But some companies, like Ford, are developing new creative ways to bridge this skills gap.
The Talent Symposium on August 11th was a resounding success. There were about 200 attendees in total, including exhibitors, presenters and ASE colleagues. The registrants represented HR leadership, HR business partners, generalists, and talent specialists. Attendees collectively rated the experience a 4.5 on a scale of 5. Most importantly, there was high energy and great sharing of ideas in the sessions and on the ASE app. We’ve compiled a summary of each session with some key...
After weeks or months of sometimes agonizing recruitment efforts, your new hire is finally starting! You are excited to welcome them on their first day, and the team can’t wait to meet them. But now they need to get up to speed in order to be a productive member of the team. This is not only important for the business, but also in the retention efforts which should already be commencing. Successful onboarding is key to successful retention.
This past June the HR Certification Institute (HRCI) celebrated its 40th anniversary. More than 500,000 HR professionals have earned certifications from HRCI, including certification holders in more than 100 countries. Over the past several months, HRCI has announced a number of new enhancements for HR professionals that are considering certification. These new changes along with your ASE member benefits, provide great certification and continuing education opportunities...
In this age of continuous distractions and increasing pulls from your central focus, Emotional Intelligence (EI) is more important than ever. In fact, EI may arguably be one of the most essential capabilities for managers and leaders.
Organizations struggle to increase innovation at the necessary pace of change to remain competitive, and they need employees to continuously learn and grow in order to do so. A static mindset that does not learn from failure or feedback, avoids risk, and does not value effort hinders these desired outcomes.
ADP, a provider of payroll, tax, and benefits administration, was hacked. With over 640,000 client companies, this had potential to be a catastrophic security breach of employee ID information. And the scary part…it can happen to you. HR systems are a prime target for hackers.
As employers it’s important to consider how we can contribute to economic growth and workforce optimization within our respective organizations. Many of us, in our people-related roles, have opportunities to influence growth through employee acquisition, organizational engagement, and workforce strategy.
Michael Leimbach, VP of Global Research and Development for Wilson Learning Worldwide, wrote an essay for the May edition of Chief Learning Officer magazine. In it he contends,
Saying employees are assets is well intentioned but it’s no longer accurate, nor is it a viable talent development strategy if the goal is organizational growth.