One outcome of the pandemic has been the complete transformation of the workforce. A huge shift to remote work followed by an inconsistent and uncertain return has fundamentally changed the look and dynamics of the workforce. Companies must now mange a flexible, variable, hybrid workforce at a time when upskilling and reskilling these employees has become critical.
Brandon Hall Group, the leading independent HCM research and analyst firm, recently launched its annual research study to examine how high-performing organizations adjust their development strategies for women across demographic groups and geographies.
Only 30% of employers rate coaching and mentoring in their organizations as good or excellent, according to Brandon Hall Group’s study, How Can We Develop Great Coaches and Mentors. Less than half (46%) believe developing workplace coaches and mentors is important or critical to their business and talent strategies.
Despite all the focus on the learner experience over the last few years, most companies failed to answer the most basic question from their learners: “What’s in it for me?”
It’s a new world. To compete and keep your talent, you must empower them to see all the possibilities. Done well, you make it much easier for employees to stay with the organization they know rather than rolling the dice with another company. Creating such a consumer-grade experience is important in a hypercompetitive talent marketplace.
Most employers (76%) are receptive to improving the level of inclusion and inclusive leadership in their organizations, but less than half have success in effectively training leaders to demonstrate inclusive leadership, according to Brandon Hall Group’s study, How to Develop Inclusive Leaders: An Inside Look.
For most organizations, compliance training is seen as a transactional process, focused only on grinding out completions and checking boxes. Even though most employees must go through some form of compliance training, and it can account for a good chunk of an employee’s annual learning, companies do not expect much in the way of outcomes. Only about one-third see compliance training as an opportunity to further employee development.
Internal mobility can refer to movement within an organization, of which most, but not all, is supported by talent acquisition (TA). Many organizations currently are fully in favor of increased…
Talent Acquisition (TA) has different specializations, much like Learning or Compliance. Talent Acquisition professionals have similarities that other HR practitioners might not share, such as sourcing or marketing. One thing that is true across all areas of TA is that the ability to find candidates in unique or rare spots is always in demand.
The key tenants of any employee wellness and well-being program fall into three main categories: physical health and wellness, mental health and social needs. Many organizations are now realizing the importance of this last category and how difficult it is to provide employees with what they need in remote environments.