Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin by Deloitte defines talent mobility as “a dynamic internal process for moving talent from role to role
Recruiters and hiring managers know that in the race for talent, finding good employees can be a challenge. Scores of recruiters now scour social networking sites to broaden their applicant pools, find potential hires faster and save money.
Time-honored safety programs focus on methods that involve safety equipment training and standard protocol to deal with workplace hazards. Businesses spend $170 billion a year on workplace injuries and illnesses, but safety programs have been shown to reduce those costs by 20 to 40 percent.
Whether you want to drive alignment from the C-suite down to line employees or ensure that each employee has well-defined expectations, gets feedback throughout the year and receives a thoughtful performance review, you can design both processes and tools to support those goals. The key is to align behaviors, processes and technology to drive your desired business outcomes.
In today's economy, people are a company's most important and powerful asset. Those companies that most effectively recruit and develop their workforce ensure their position as the leaders of tomorrow.
When you align your HR and HCM charter to your business, your leadership can set the tone and direction for execution. Strong and effective leadership is critical for transformation, particularly when you are forging a new strategic road in support of organizational growth.
Employees often complain that annual appraisals are too subjective, and they are often surprised and disappointed by their ratings. As a result, they come to view the entire performance process as both cumbersome and unfair.
Dr. Linda Sharkey, Ph.D., former vice president of GE and HP and distinguished fellow at the Global Leadership Development Center (Marshall Goldsmith School of Business), will share her experiences with and insights on quantifying culture and leadership.
Most of us clearly recognize the benefits of more strategic thinking as a way to seize more profitable growth in our companies. The challenge is how difficult it can be to quickly build this skill among managers and leaders, who are often focused only on tactical execution.