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?
Posts Tagged Talent Management
There is no doubt that the dependence of organizations on external expertise is growing. Deloitte estimates that 30 to 40 percent of full-time workers today are what we term “agile talent” (contractors, gigsters, consultants and other external advisors sought for their special expertise). Our data suggest that number may grow in the future: More than 50 percent of the global companies we surveyed plan to increase their use of agile talent.
More than 50 concurrent sessions at the Society for Human Resource Management’s 2016 Talent Management Conference & Exposition in Orlando covered timely issues on attracting and retaining employees. Here’s a sampling of thought leadership from speakers.
“Great vision without great people is irrelevant.” — Rona Borre, CEO of Instant Alliance, whose presentation was Aligning Recruiting Strategy with Business and HR
To most of us, the phrase Work that Matters infers job satisfaction. The outcome is lower stress, lower turnover, and higher productivity – in business, a ‘win-win’ for employees, customers and shareholders. The logic is infallible. So, I ask you, why is there such a gap between the theory and the practice? Why are so many organizations and so many workers struggling to find workplace nirvana?
We know the talent war is real, but now it has shifted internally. In the increasingly competitive employment landscape, it has become more challenging not only to attract but also to retain employees. That means for all your effort spent attracting outside talent, you should spend twice as much time engaging your current workforce.
As business leaders, we keep a constant eye on the economy. How it grows, shrinks, overperforms or underperforms impacts our organizations. As HR professionals, we must also be aware of how the changing supply and demand of workers affects our companies’ ability to meet goals. This is the impact of what I call the talent economy—and it’s a volatile element.
The recruitment landscape has evolved rapidly in recent years. The process of attracting and hiring the talent that business needs has become ever more complex and multi-layered. Digital tools have enabled quicker and simpler applications – no longer dependant on time or location – and greatly increased the number of connections every job seeker has, putting them closer to recruiters and target companies. This raises applicant expectations for the recruitment process with new tools and technology speeding up the matching and selection.
I distinctly remember sitting at my desk in the cool downtown Chicago digs of the Richard Michael Group many years ago. As a recruiter, it was my daily home for several years as I worked to find the best candidates for my clients.
I loved learning about people, their experiences and career desires as well as discovering the business goals of clients and how any one of my candidates could potentially assist in achieving them.
Over the next few years, the aging population will lead to a 'retirement tsunami', with millions of baby boomers leaving the workforce within two decades. In Australia, the ratio of employed persons to retirees will be cut almost in half, falling from 5 to 2.5 workers for every retired individual, according to Treasury data. In the US, "baby boomers in a big lump are leaving the labor force," according to Andrew Chamberlain, chief economist at Glassdoor. In short, there won't be enough new talent entering the workforce to keep up with those leaving it.
It’s a new year and another chance to make personal and professional resolutions that will affect positive change in your life and in the lives of those around you.
A version of this post was published at this time last year. Since the year 2030 is now a year closer I thought I would republish this in order to get you thinking ahead. The next 15 years will go faster than you think and some of these predictions may come to be prior to 2030. This is an opportunity to be proactive.
You’ve probably just wrapped up your plans for 2016 and would like to focus on executing for a successful year. Instead of waiting until late next year to begin the planning process once again, I want to challenge HR leaders to plan now for the next several years.
As the demand for talent intensifies, 2016 will see new challenges as organizations race to innovate and refine their human capital management strategies to remain competitive in the new world of work.
Several factors are influencing the massive revolution that’s occurring in the global workforce and workplace, and HR professionals will require new competencies to strategically evolve their organizations to keep up with all this change.
Thirty years ago there were more skilled people than there were available jobs. Employee turnover was approximately 4%, most of which was involuntary or business economics driven.
Today the employment landscape is much different. Educated and skilled workers are in short supply and average turnover is more than 10%, with the best and brightest being the most mobile. Offshore outsourcing and contracting is now the business norm for all but the most proprietary and differentiated business processes.