People are the focal point for all successful organisations and skills are looking to be the new currency as we navigate into the new world of work. How do we understand skills at the same basic level that we would understand our emails? How can you understand the current state of your talent infrastructure and comprehend where we need to get to?
The term “culture” is thrown around often these days in relation to the workplace. Sometimes it feels like just a buzzword or like a company is checking a box, but when done well, a strong workplace culture can make the difference in helping your company stand out amongst the competition.
Created in collaboration with TALiNT Partners, our “Data-driven diversity” whitepaper is the result of an insightful roundtable attended by a select group of U.S. talent leaders. The discussion centred around the innovative ways in which leading companies in North America are creating meaningful change, as well as the powerful relationship between data and diversity.
Problem people are exhausting. These employees spend most of their time either complaining about their responsibilities or explaining why they can’t possibly accomplish what needs to get done. When someone notices they’re not doing their job, the problem employee is often furious for being reprimanded and complains that they’re being harassed.
Digital transformation is the new buzzword in business, and for good reason. It’s a process that can help you gain a competitive edge by leveraging technology that transforms the way your company operates and delivers value to customers.
News broke this week of one of the world’s most recognisable brands changing a long-held hiring rule.
This shift in employee expectation both opens up new markets of candidate opportunity and asks its customers to challenge long-held biases and beliefs of what that brand should “look” like.
It was, of course, the news that Virgin Airways are letting people with visible tattoos become cabin crew.
Whether you like it or not, every organisation has a culture, and organisational culture affects every aspect of an employees’ work experience. This includes their attachment to a company and its success, and the employees’ willingness to collaborate with their colleagues. All these factors shape the overall work environment, which employees will either thrive or struggle under, and of course – the bottom line.
The success of productivity in working from home and the infrastructure put in place to support it have opened up new possibilities to diversify the workforce and be much more inclusive in hiring. One study suggests that in the UK alone, there are 3.8 million people previously unable to work full time in an office who could be brought into the workplace under different scenarios.
Technological advances have increased the pace at which products are brought to market and shortened their life cycles. As a result, companies are now more than ever forced to remain flexible and competitive and are thus more inclined to form work teams, rather than assigning tasks to individuals (LePine, 2003). How to compose an effective team therefore becomes a primary concern for companies while they’re hiring new employees. There is a common myth among hiring managers – the thought that they need to (only & solely) hire the best candidates.