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Skills shortages across Europe have been making headlines for the past few years, but since the result of the Brexit referendum, the issue has really been thrust into the spotlight.
As illustrated by the quote below, the case for data in business is not a new one, nor one that needs to be much discussed. The purpose is, and always was, to collect sufficient data (and not too much, ‘infobesity’ and ‘analysis paralysis’ are well-known pitfalls in that area) to make the right choices, with the maximum number of possibilities, whilst acknowledging that decisions are a sort of bet on the future and its uncertainties.
A few years ago someone told me about a frustrating experience they’d had attending a Lean Six Sigma workshop.
This piqued my interest. They were a senior leader in the business and new to the world of Lean Six Sigma. I asked what had happened to make them feel this way.
This is what they told me…
#AI #Recruitment #TalentAcquisition #TalentManagement
Artificial Intelligence has been a topic of conversation for decades. You do not have to go too far back to see cinema that hinted at it in the 1940’s to films that pushed us out of our comfort zone for AI, like “Star Wars” and “Blade Runner”. As we think about AI from a sci-fi point of view, it is fun, innovative and entertaining. The same should be said for bringing AI to the masses in a more meaningful way, like around engagement and interaction with talent and within teams.
It’s common to hear that organizations value talent. In fact, it is common sense to relate talent to success. Hence, organisations seem to be interested in recruiting and hiring talent for growth purposes and tend to promote talent management as part of their business strategy. So far so good, right?
Well, what if I told you that talent is not always that easy to manage and even more shocking is that not every organisation is really interested in talent as such, like they might think. I know, this sounds strange and out of place, but talking about talent is not that simple.
The BTN, in partnership with Cielo, brings you our latest VIP event on workforce planning.
Strategic Workforce Planning is a topic that is high on the agenda in most Talent Acquisition functions - with organisations looking to prepare themselves for a continually changing world where job roles are adapting and skill shortages are visible. So how easy is it to plan for the workforce of the future and what are the firsts steps that any organisation should be taking to prepare themselves for this big endeavour?
If you’ve been in the world of change and transformation for very long, you’ve probably, at some point, been on a course about ‘dealing with difficult people’ or ‘managing resistance to change’ (since people who are displaying the symptoms we categorise as resistance, also often get lumped into the ‘difficult’ basket).
We all have people in our life, whether in a work context or at home, with whom we sometimes feel frustrated or less connected; less able to have a productive and harmonious relationship.
There is an important issue in the world of Procurement. While the future of the function is at stake, too many CPOs and Procurement organisations are looking at the future of Procurement solely through a technological prism and consider technology as the end (when it is the means to an end).
It is no surprise then that the questions that are at the top of their agenda are centered around what technology (RPA, blockchain, big data, AI,…) they should focus on and implement. It is as if this or that piece of technology would magically fix all of their problems.
The BTN is delighted to bring you the latest event in partnership with Bob, the people HR platform.
In this digital age of constant distractions, it's gotten more difficult to stay focused and productive. Seriously, how can we expect to get anything done while being relentlessly bombarded by push notifications? On top of this, many growing companies now encourage employees to work longer hours and multitask. However, recent studies have found that overwork and multitasking ultimately wear us out physically and deplete us emotionally.