Posts Tagged Talent Management
Making a manager: The people behind the success stories
As a new manager, I often wondered about my own managers’ mentors and inspiration.
The Evolution of “Manager”
What it really means to “manage up,” and how to do it effectively
Advice on Managing Former Peers
Management advice for my younger self
In my early career, I was like many green, young managers—convinced I could do it all and determined to prove I could go it alone. Not surprisingly, I was mistaken. I recently asked some of the leaders I respect most about their own early career faux pas and what advice they wish someone had given them. The responses fell rather neatly into two categories.
The next generation of HR leaders are working in our organizations today. Are we giving them enough opportunities to be key players?
It finally happened Wednesday night. The lovable losers, The Chicago Cubs, raised the World Series trophy as champions. In doing so, they erased 108 years of frustration. As the world watched (and celebrated) with them, I couldn’t stop thinking how much of their story mirrors situations often faced by today’s talent leaders.
A new leader rarely walks into a good situation.
Employee engagement and retention continue to be top challenges for business. In dealing with these issues, organizations need to recognize that the two issues are related. Organizations can’t engage employees who don’t stay and employees won’t stay if they’re not engaged. As HR professionals, we have to look for tools and solutions that will help us accomplish both.
Technology is one of those things.
A conversation with Cecile Alper-Leroux, VP of Innovation, Ultimate Software, at the 2016 HR Technology Conference.
The world is your job market, thanks to the ability to work remotely, and a far more globalized landscape. There’s a wealth of interesting and purpose-filled opportunities to pursue.
For managers, that means it is also easier than ever to lose your best people. It’s a mistake to overlook the employee experience as a critical part of your digital transformation.
You‘re excited about a new employee you hired who came highly recommended. They start, you introduce them to co-workers, clients, upper management, board members.
Recruiters are always chasing the new shiny objects, and with good reason. Talent management—and specifically the talent acquisition ecosystem—is a constantly evolving model and, much like Charles Darwin’s survival of the fittest theory, those who adapt to its changing landscape (and its new shiny objects) will have the best chance for survival.
On-the-job training was popular a generation ago but has been steadily declining in the U.S. for decades. Companies expect candidates who are armed with a degree or certification and relevant work experience, which is discounting a large pool of the American workforce.
Source. Interview. Hire. Turnover. Rinse. Repeat.
It’s a never-ending cycle as organizations struggle to find and keep the talent needed to run and develop their organizations. The competition grows smarter and more relentless every day.
Anxious employers are beginning to pay closer attention to the recruiting trends that they may have scoffed at in the past. It’s finally sinking in that the only options are “get on board” or “go down in flames.”
The ‘candidate experience’ has become a buzzword these days. “It’s so crucial to have a positive candidate experience,” and, “What kind of candidate experience do we want our company to have?” These are the ideas swirling around in the already jam-packed brains of human resources professionals and hiring managers. So, how do we define this?
I was talking with some HR professionals last week, and the conversation of transparency came up. What happens if managers care so much about their employees that they help or prepare them to leave the company to pursue the next step in their careers? Is that a good thing, because you’ve successfully grown someone to the level that they are prepared for that?