Within your organization, there’s a running dialogue that goes on in hallways and conference rooms, between desks, via phone, email, and within chat. Those conversations tell a story, from your employees’ perspective, about how your organization is doing — what’s working, what’s not working, how culture affects performance, how valued employees feel, and why they may leave. It’s a critical narrative, but these are private conversations. So how can we uncover qualitative insights like those from these informal channels?
Not too long ago, the mega-merger of health care giants CVS Health and Aetna was proposed and the $69 billion deal could mean big change for consumers AND employees of the two companies alike.
Sure, it’s a big decision for any company that provides medical and pharmacy benefits to employees, especially when it staffs hundreds, if not thousands of workers, and serves millions of consumers.
The decision’s impact moves inside company walls, reaching each employee that works for both organizations involved in the merger.
Will jobs be affected by the merger, which is said to potentially reshape the American healthcare system as we know it … and as scary as it sounds, will jobs be lost?
The new year is often characterized by an onslaught of change, or at least a renewed commitment to seeking change. But for most HR professionals, change is the norm. In fact, 80% of HR and talent management professionals agree that their organizations are in a constant state of change.
In today’s data-driven business world, it’s no longer sufficient to make critical talent decisions based solely on intuition. In order to drive the business forward, effective talent strategy must be evidence-based and actionable.
Your organization’s competitive edge (or lack thereof) in the recruiting marketplace has major strategic implications for the company’s long-term performance overall. Making the right hire at the right time can be an absolute game changer for your team.
Hiring for the right fit creates considerable buzz in talent acquisition today. However, having discussions regarding the factors involved in achieving this goal don’t happen as often as they should. There are three easy ways to help facilitate hiring the best fit candidate.
What a year 2017 has been in talent acquisition! From the lowest unemployment rate in over a decade to the adoption of predictive analytics … or just the recognition of data capture and analytics as a whole, the industry has seen ample change and growth.
There has never been a better time to be a principled, inclusive, open-eared, clear-eyed leader who puts customer and team interests before self-interest. If you will truly commit to attaining that stature, you will find yourself standing out in a good way.
Look around your organization and the most engaged employees are easy to spot. They love their company and their job, and they are not afraid to say it. They are strongly committed to helping the company achieve its goals. And they are motivated to do their best work because the company creates the right environment to help them succeed.
It seems like Human Resources professionals can’t stop talking about the workforce of the future: the need to prepare, how to plan for the future and when we get to the future, how do we guarantee workforce success? Well, perhaps we’re already there.
How should you design and continuously hone your talent acquisition strategy to steadfastly compete for today’s most sought-after, technically proficient professionals?
Today’s workforce is being redefined by an ever-evolving technological landscape, novel organizational dynamics and the bridging of the socio-cultural gap within the global business ecosystem. What does that mean for tomorrow’s workforce? Change, of course.
If your organization wants its employees to be effective, each team has to put in work and follow through with performance expectations.
No player -- not even the MVP -- can win a baseball game, let alone a World Series championship, single handedly. A team has to cover the bases, the outfield, the plate and the mound, and do so in a strategic way that’s designed to optimize collaboration and output.
Maybe it’s too soon to praise technology as the be-all and end-all of human learning. What areas need more work? How can instructors and designers do better?
The nature of leadership roles has changed a lot in the past decade, and so HR needs to review its approach, too.
As you approach the finish line of building a coaching culture, the process of measuring a coaching practice might seem impossible. A good place to start is a 70/30 split, which means that 70 percent of the metrics will remain static and 30 percent will be tailored to the specific coaching engagement involved. It is especially helpful if the metrics can be compared across engagements.
Misalignment between your human capital strategy and the facts on the ground will cause confusion and disengagement among your people -- further impeding the successful execution of strategy.
The concept of diversity and inclusion as we see it in action has its flaws. Rather than ‘diverse and included,’ organizations often end up being ‘diverse and independent’ or worse, ‘diverse and assimilated.’ There must be a better way.
Organizations everywhere are gearing up for their yearly performance reviews. Managers are filling out paperwork and straining their memories back across an entire year to recall employees’ major successes and failures, and employees are bracing themselves for bad news or daring to hope for an above-average salary increase. Either way, the traditional performance review is past its “sell-by” date.
For years, employers focused on recruiting and retaining what used to be the largest generation in U.S. history: Baby Boomers. As that generation's people are now 54 to 71 years old, employers have been far less focused on recruiting and retaining, and instead, replacing these aging workers.