As employers bemoan the harsh reality of the lack of qualified workers, other organizations are taking steps to overcome the obstacle, including creating their own in-house education programs.
According to a new survey by Korn Ferry of nearly 5,000 professionals, being bored and lacking challenge is the number one reason employees will seek a new job in 2018.
A change is coming to talent pipeline development. Can’t find an engineer or computer analyst, for example? Why worry about college graduates when employers can develop their own through apprenticeship programs. Long associated with skilled trade workers, electricians, etc., the European model is coming to America.
Succession planning is a process for identifying and developing new leaders who can replace old leaders when they leave, retire or die. It increases the likelihood of having internal, experienced and capable employees that are prepared to assume these roles as they are vacated. Succession planning is crucial in order to avoid an organizational crisis when someone in a key role leaves.
Just to be sure you caught what the title states – millennials are quitting jobs they LIKE. A new study by Qualtrics and Accel found that 74% of millennials who like their jobs plan to leave within the next three years. Why would anyone quit a job they actually enjoy and are happy at?
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.
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.
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.
In order to win more in our respective marketplaces, and to engage employees so they contribute their best, it may be time to rethink structures. A recent article in The Economist makes a compelling case that there are significant opportunities to improve organizational results by working more as teams, instead of the traditional technical silos.
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