Workforce planning is often mentioned – but rarely explained. What is workforce planning, and how do you do it? When used well, strategic workforce planning enables HR to plan for the capabilities they need in the future. In this article, we will dive into what workforce planning is, the process, give a number of examples, and end with a toolkit on how to get started when you want to start planning your workforce. What is Workforce Planning? MORE

As an HR professional, you know that a conversation about performance provides an equal opportunity for managers and employees to talk about what’s going well, what needs to improve, and how things are going in general. More importantly, a manager has more opportunities to coach and provide employees meaningful feedback to employees if they know more about how a particular project or assignment is going. Communication 360-degree feedback employees learning managers MORE

Building the successful organization of the future will require agility and the ability to adapt to rapid changes unfolding now. Talent models are expanding…faster than talent management styles. Seven realities emerged for organizational success in the FOW. MORE

Accenture found that the average cost of cybercrime for the industry has grown by 40 percent over the past three years, from $13 million per firm in 2014 to $18 million in 2017—that includes regulatory fines, legal expenses, restoration of customer losses and other costs. MORE

Building the successful organization of the future will require agility and the ability to adapt to rapid changes unfolding now. Talent models are expanding…faster than talent management styles. Seven realities emerged for organizational success in the FOW. MORE

Priscilla has been Vice President, Global Talent and Chief Diversity Officer, Kellogg Company, since August 2019. She is an accomplished human resources leader with more than 20 years of talent management and diversity and inclusion experience at large multinational organizations. Koranteng was Global Head of Talent Enablement and Chief Diversity Officer at DXC Technology (formerly Computer Sciences Corporation?—?CSC Rowe Price, a global asset management firm. MORE

This same study found that managers in these programs spent, on average, 17 hours per employee preparing for their performance reviews. The Society for Human Resources Management ( SHRM ) has reported that 95% of employees are dissatisfied with their company’s performance appraisal process, and, according to SHRM, 90% of these employees do not believe their performance review process yields accurate information. [ii] It’s too valuable a data source and management tool. MORE

May 23, 2017. Despite the benefits of recruiting passive talent, it’s shocking that a 2015 LinkedIn global report found that under two thirds of companies are making strides towards recruiting these candidates. You have to be willing to change your recruitment strategy if you’re going to be successful in attracting passive candidates. In 2014, online shoe and clothing company Zappos stopped posting job ads once and for all. Learning Management. (5). MORE

All too often, managers are hired based on previous success, experience, and technical skills over harder-to-quantify leadership potential. However, Gallup reports that only about 10% of employees naturally possess leadership skills, and another 20% of employees can develop as leaders if their organization invested in the appropriate coaching and development plans for them. Provide Early Manager Development. MORE

While over half of businesses believe they have a talent pipeline in place, many overlook one thing …. When things are going well and the business is functioning successfully on a day to day basis, it’s easy to assume that things will continue as they have been. Succession planning, talent management and moving employees along a talent pipeline can seem like a daunting and complicated task and, when things are running smoothly, the motivation to do so is often lacking. MORE

Then, there's a review of HR-driven projects and initiatives, and reminders for action around performance reviews, the upcoming succession planning cycle and launch of corporate wide learning. Every department communicated their achievements, failures, and plans of action based on predictive analytics and created forward-thinking strategies — but HR simply gave a historical recap of what has already happened with little insights into what could occur. Picture this. MORE