catalyst because the Metaverse has the potential to create more realistic, immersive and personalized digital experiences for the workforce, including more compelling learning, hiring and collaboration experiences.
The Metaverse is the future of HCM technology and should be embraced. HR leaders should use the time they have before the Metaverse is fully developed to create a strategic plan, build an ecosystem and make incremental progress. The potential benefits for all areas of HCM are too important to let barriers stand in the way.
mTotal, a learning and talent management software provider for approximately $200 million in a cash transaction.
Two years after Ultimate Software and Kronos merged into UKG, the company prepares to march forward under a new leader and emerging culture while remaining fiercely focused on embedding its core values of diversity, inclusion, equity and belonging into its HR technology offerings.
June 14 to understand how employers are prioritizing their talent management technology needs and the reasons behind those priorities.
At a time when companies seek to remove as much friction as possible from the ways people engage with learning, onboarding is a key place where friction abounds. Disjointed processes, functions, and systems keep new hires bouncing around until they are assimilated and set on their paths. The paths should be clearer from the beginning.
There are many stories about The Great Resignation, but very few about its causes and what can be done to prevent it. Brandon Hall Group recently asked businesses if their employees feel their work stress is manageable and only 3% of organizations strongly agreed.
Employers can’t address all concerns employees have, but they can analyze where the biggest problems are, address them, then design communication campaigns to inform the workforce. Even when you act, engage employees to be part of the solution and get their feedback so you can adjust as needed.
The Great Resignation — a mass exodus of workers leaving their organizations (and often going somewhere else) is often framed as people leaving for better pay. While compensation certainly plays a part, the most common reasons people leave are unmanageable stress, and also because managers were not prepared to work with them in this new workplace environment.
High-performing teams are critical to business success in the era of hybrid work. Unfortunately, they are exceedingly rare. Only 11% of organizations have teams whose members understand their roles and trust each other to operate within team norms and objectives, according to Brandon Hall Group research.
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