It all starts at the end: What are the business outcomes you want your leaders to drive? Then teach, reinforce, enable practice and coach them to reach those behaviors.
Traditionally, Human Resources primarily performs support activities (supporting departments through staff development, hiring, compliance, etc.), so organizations manage accountability for HR activities differently. Some organizations, about one in five, do not hold HR accountable in any way, according to Brandon Hall Group research.
Today’s learners require — and expect — much more from their learning environment. For learning to have an impact on their performance, it must be engaging and relevant and support them in their day-to-day work. A completely event-based, formal approach leaves learners susceptible to the effects of the Forgetting Curve, where they forget most of what was presented to them in a matter of days. Frontloading an employee with as much information as they can take will not support or improve their performance years, months or even weeks down the road.
Recruitment marketing has traditionally been the first step in eliciting interest in potential candidates for companies seeking to hire new employees. However, in the last year or so there has been an increased interest in using recruitment marketing to increase interest in possible employment and as a way to strengthen the employer brand through the tools and techniques used to reach out to candidates.
How HR is currently structured is not very different from the way it was 20 years ago. But how the job is executed is so different, it is almost unrecognizable. Everything from the amount of strategy involved (as opposed to the day-to-day report filing of begone days) to the digitalization and automation of processes has fundamentally changed the way the modern HR practitioner goes about their job. However, that does not mean that all HR practitioners are aware of what resources they have available and which ones they should use to take advantage of modern systems.
One of the top reasons leadership-development programs are not more successful, according to our research, is that leaders believe they don’t have enough time to learn. The real reason is that the culture in many organizations — which top leadership is responsible for — does not give leaders time to learn.
Less than 40% of employers actively support career development and internal talent mobility as part of their business strategy, Brandon Hall Group research shows, and fewer than 20% offer easy-to-navigate apps or portals with detailed descriptions of roles across all lines of business. In other words, most organizations do not effectively invest in retaining their talent.
Lacking the ability to connect your TA systems has consequences far beyond not having a unified system of record. The overall effect a disjointed system has on the entire candidate experience cannot be overstated. Potential candidates who are constantly required to re-enter information or restart processes may drop out and could harm your ability to find other candidates because of negative effects on the brand. Having systems that are not integrated creates an overall poorer user experience, as demonstrated by this Brandon Hall Group research studying the most important aspects of talent-acquisition technology.
Increasing Diversity, Equity & Inclusion (DE&I) is the top human capital management priority for
organizations in 2021, according to Brandon Hall Group’s HCM Outlook 2021 Study.
Psychological safety is when people feel comfortable being themselves and expressing themselves in the workplace. They feel safe taking risks and stretching themselves; being authentic and transparent.