The 2018 Human Resources Trends To Keep On Your Radar

November 20th, 2017

In 2017, the human resources industry has done a lot of soul searching about the way culture and performance issues were handled within companies. In 2018, another big internal shift is coming, but this time the focus is on technology: how it can be used to find people, connect people, engage people, even replace people — and what to do when that happens. For years, technology has acted as a tool to help with day-to-day tasks, but the focus in 2018 will be technology as a way of life in the workplace. These are the five biggest trends I see coming to HR in the next year, and they all involve technology.

Click here to read the full article by Josh Millet.


Leadership in Times of Uncertainty

November 2nd, 2017

It is nearly impossible to escape from the unending stream of global unrest and financial upheaval. And yet, in extraordinary times people turn to their leaders for guidance and reassurance more than ever before.

While no one can predict with confidence what will happen next, it would seem likely that uncertainty will generate volatility for some time to come. It is important to note that CEOs and others in senior management positions have no immunity from feelings of helplessness and apprehension fostered by these events.

Click here read the full article from RHR International


Why the CHRO needs to think like a CIO

October 2nd, 2017

If you are the CHRO in a company where you have a strategic role, then you must understand what the CIO is facing in the digital world. When it comes to evolving the IT organization, it is likely the CIO either “gets it” or doesn’t. If they get it, you can be a valuable partner. If they don’t get it, you could play a role in potentially saving the company. So what is the evolution that is needed? Why does this matter to a CHRO?

Click here to read the full article by Alan Guarino, Melissa Swift, and Gabriella Kilby


Resilience on the Job: Why It Is Important

September 14th, 2017

Today’s volatile, complex, and ambiguous business environment places extraordinary stress on employees. A United Kingdom study by MetLife found that 48% of employees believe that work is becoming more stressful (with 42% saying that it is the same, and only 10% saying it’s less stressful).

Andrea Ovans wrote in her Harvard Business Review article, “What Resilience Means, and Why It Matters,” that the greatest source of workplace stress is dealing with colleagues and office politics. Clearly, resilience is important for high-performing leaders to advance and thrive.

Click here to read the full article by Daniel Russell.


3 Ways Johnson & Johnson Is Taking Talent Acquisition to the Next Level

September 5th, 2017

Jargon-y job descriptions. Pages-long applications. Waiting and waiting to hear back. Not knowing if a real person is even looking at your application.

Let’s face it: Applying for a job can sometimes feel like a thankless process.

“The fundamental building blocks of the job search haven’t changed since the 1970s,” says Sjoerd Gehring, Vice President of Talent Acquisition, Johnson & Johnson. “The resumes, the lack of transparency, the way your application goes into a black box—the whole world has moved on, but this process hasn’t.”

But Johnson & Johnson is working to change that.

Click here to read the full article by Ayn-Monique Klahre.


The CEO’s guide to competing through HR

August 14th, 2017

A leading US healthcare company was struggling recently to recruit more nurses and stem high staff turnover. Patients were suffering, and the crisis was beginning to hit revenues.
Instead of just continuing to “firefight,” however, the company’s human-resources department responded by launching an in-depth analysis of the tenures in the group’s nursing population, noting in its study some surprising correlations between length of service, compensation, and performance.

Click here to read the full article by Frank Bafaro, Diana Ellsworth, and Neel Gandhi.


What Chief Human Resources Officers From Visa, HPE, And OpenTable Think About The Future of Performance At Work

August 4th, 2017

The business landscape is changing at a rapid rate, and one area that continues to evolve is individual performance management. With companies doing away with traditional methods of measuring performance, there are new practices being adopted all the time, mainly addressing the need for individuals to know who they are and manage their own performance and careers.

Click here to read the full article by Laura Garnett.


Designing Employee Experience: How a unifying approach can enhance engagement and productivity

July 21st, 2017

Much as designing customer experience has dominated the thinking of companies competing in today’s digital environment, organizations are now reexamining the employee experience. Recognizing the impact experience has on employee engagement and productivity, companies are taking a more comprehensive view of how to influence it. Our research shows that employee experience is an important and complex issue, requiring companies to evaluate the close connection between employees’ physical, social and cultural environments, as well as the tools and relationships they need to accomplish work on a daily basis.

Click here to read the full article by Eric Lesser, Janet Mertens, Maria-Paz Barrientos and Meredith Singer.


The Future of Data Analytics in Human Resources

July 5th, 2017

In many organizations, human resources (HR) has been slow to integrate analytics despite its promise to transform how the function operates and the value it can contribute. Marketing provides a relevant parallel: before 2004, it was nearly impossible to track return on investment (ROI), and budgets were constricted as marketing departments became cost centers. Then something changed. Technology automation, the introduction of new skill sets (for instance, data scientists), and real-time analytics led to predictive funnel metrics and accurate ROI tracking. Budgets expanded, marketing became a profit center, and chief marketing officers started getting the top job.

Click here to read the full article by Rebecca Foreman Janjic and Brad Warga


When Leaders Are Hired for Talent but Fired for Not Fitting In

June 16th, 2017

Over and over again, organizations are unable to appoint the right leaders. According to academic estimates, the baseline for effective corporate leadership is merely 30%, while in politics, approval ratings oscillate between 25% and 40%. In America, 75% of employees report that their direct line manager is the worst part of their job, and 65% would happily take a pay cut if they could replace their boss with someone better. A recent McKinsey report suggests that fewer than 30% of organizations are able to find the right C-suite leaders, and that newly appointed executives take too long to adapt.

Click here to read the full article by Tomas Chamorro-Premuzic and Clarke Murphy


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