This document summarizes a survey of students and workers about impact jobs. Some key findings:
- Most people see having a job that makes a social impact as an important life goal, ranking just below financial security and marriage.
- Over half of students expect to make a positive social or environmental impact through their work. Many are willing to take a pay cut for an impactful job.
- The most important job attributes are work-life balance, positive culture, and interesting work. Having an impactful job and shared employer values are also differentiators.
The Boomer Effect - Understanding Baby Boomer workforceKelly Services
This document provides statistics and recommendations for attracting baby boomers to organizations. It notes that baby boomers value flexible work arrangements, ongoing skills training, and retirement planning support. While many baby boomers wish to continue working, the document suggests that fewer employers are offering benefits like training, flexible work options, and phased retirement that are important to retaining older workers.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
Agents of Change - Independent workers are reshaping the workforceKelly Services
Free agency is becoming a major part of the global workforce, with nearly 1 in 3 workers now identifying as free agents. Younger generations see free agency as a viable long-term career choice due to desires for flexibility and control over their own career paths. Free agents tend to be highly educated and skilled professionals working independently across a variety of industries like IT, finance, and engineering. They embrace free agency for reasons such as better work-life balance, the ability to pursue passions, and being entrepreneurs of their own employment.
The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
12 ways a job placement agency can benefit college students and recent grads Kelly Services
Only 40% of college graduates feel prepared for their careers. Job placement agencies can help recent graduates and college students find jobs and gain experience. There are 12 reasons to work with an agency, including accessing hidden job opportunities, growing your network, gaining experience through temporary positions, and getting career coaching to help achieve your goals. It's important for job seekers to treat working with a recruiter seriously and maintain communication to get the most value from the relationship.
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
The Boomer Effect - Understanding Baby Boomer workforceKelly Services
This document provides statistics and recommendations for attracting baby boomers to organizations. It notes that baby boomers value flexible work arrangements, ongoing skills training, and retirement planning support. While many baby boomers wish to continue working, the document suggests that fewer employers are offering benefits like training, flexible work options, and phased retirement that are important to retaining older workers.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
Agents of Change - Independent workers are reshaping the workforceKelly Services
Free agency is becoming a major part of the global workforce, with nearly 1 in 3 workers now identifying as free agents. Younger generations see free agency as a viable long-term career choice due to desires for flexibility and control over their own career paths. Free agents tend to be highly educated and skilled professionals working independently across a variety of industries like IT, finance, and engineering. They embrace free agency for reasons such as better work-life balance, the ability to pursue passions, and being entrepreneurs of their own employment.
The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
12 ways a job placement agency can benefit college students and recent grads Kelly Services
Only 40% of college graduates feel prepared for their careers. Job placement agencies can help recent graduates and college students find jobs and gain experience. There are 12 reasons to work with an agency, including accessing hidden job opportunities, growing your network, gaining experience through temporary positions, and getting career coaching to help achieve your goals. It's important for job seekers to treat working with a recruiter seriously and maintain communication to get the most value from the relationship.
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
In this trend briefing, Kinetic Seeds reveals research into we might we get more postsecondary institutions interested and active in improving the process of connecting college to career.
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
The document discusses how the role of recruiters is changing due to new technologies and the increased connectivity of professionals. It identifies three emerging roles for recruiters:
1) Super Recruiters who will focus on strategic talent planning and employer branding.
2) Talent Attractors who will build long-term relationships with potential candidates through social media and publishing career content.
3) Logistics recruiters who will manage day-to-day hiring processes like scheduling interviews. Most recruiters currently fall into this category.
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
Chief Diversity Officers Today: Paving the Way for Diversity & Inclusion SuccessWeber Shandwick
This workplace diversity and inclusion survey, conducted among D&I professionals at high revenue companies in the U.S., focuses on the best practices of D&I functions that are well-aligned with the overall business strategy of the company and the roles, responsibilities, and challenges facing today's Chief Diversity Officers (CDOs).
Myths exaggerations and uncomfortable truths executive reportSyl Cotter
The document summarizes research from a study comparing the preferences and behaviors of Millennials (aged 21-34), Gen X (aged 35-49), and Baby Boomers (aged 50-60) in the workplace. The research debunks five common myths about Millennials. Myth 1 is that Millennials' career goals are different, but the study found they want similar things. Myth 2 is that Millennials want constant praise, but they value fairness most in bosses. Myth 3 is that Millennials are addicted to sharing online, but they prefer face-to-face learning and respect boundaries. Myth 4 is that Millennials can't decide without crowdsourcing, but they and Gen X
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
United Minds’ Forward to Work: Fostering Workplace InclusionWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our fourth session, “Fostering Workplace Inclusion in Challenging Times,” Chief Inclusion & Diversity Officer at CMG Margenett Moore-Roberts, and SVP of Diversity & Inclusion at United Minds Tai Wingfield discussed:
- How recent events have impacted diverse populations
- How workplaces have become more and less inclusive
- Measures to meet the moment
- Redesigning for the long term
Please visit our website for more information: http://unitedmindsglobal.com.
Global workers value work-life design elements that allow flexibility and balance between work and personal life. Flexible work arrangements are preferred by 31% of global workers. Professional and technical workers especially value work-life design and expect flexibility. Regional cultures also influence work preferences, with Americans prioritizing work-life balance and flexible schedules. Preferences between men and women are becoming less differentiated, though women place slightly higher importance on flexibility and friendships at work.
Employers are recognizing the benefits of new workforce trends like contingent workers and the on-demand economy. Two-thirds of employers currently use independent contractors to reduce costs and quickly adjust workforce needs. While most employers prefer traditional employment, nearly half feel they will use more on-demand services in the future. As alternative work arrangements grow, employers increasingly doubt the continuing applicability of the traditional social contract between employers and employees.
The document discusses generational issues in the workforce and HR's role in managing them. It covers topics like aging baby boomers, hiring and retaining millennials, and facilitating information sharing between generations. Specific challenges with each generation are examined, such as labor shortages from boomers retiring and millennials preferring flexible work schedules. The document provides examples of programs companies have implemented to address generational differences, such as mentoring, flexible work arrangements, and leveraging technology to bridge digital divides between older and younger workers.
The document discusses trends that hiring managers expect to see in the 2020 workplace based on a survey of over 2,000 managers. Some of the key findings include:
- 52% of managers expect to see more diverse, multigenerational teams consisting of multiple nationalities by 2020. 55% also foresee more workplace flexibility with options like schedule flexibility and virtual/mobile teams.
- 42% anticipate an increase in women in leadership roles by 2020. Developing markets like India (68%) expect more change in this area than mature markets like the UK (33%).
- Managers in countries like Malaysia (64%) and India (61%) were more likely to expect a rise in multigenerational teams compared
United Minds’ Forward to Work: Leadership in Uncertain TimesWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our fourth session, “Leading in Uncertain Times,” former Chief Human Resources Officer of State Street Capital Alison Quirk and President of United Minds Kate Bullinger discussed:
- The leadership challenge before us
- Profile of a leader in these uncertain times
- What employees need from leadership now
- Preparing leaders for re-entry
- Seizing the long-term reinvention opportunity
Please visit our website for more information: http://unitedmindsglobal.com.
Many firms struggle to find top talent. This ins't a new problem, but solving it can be an enigma. The talent is out there, learn how to break the code and find more than your fair share.
New eBook on the business case for Recruitment Process Outsourcing.
Europe: The Rise of DIY Career Resilience Kelly Services
European workers are developing a do-it-yourself mindset when it comes to career development and seeking to learn skills that will enable them to thrive in any company. Over half of European workers surveyed say they are more concerned about their knowledge or skills becoming obsolete than possible layoffs. The vast majority of workers, across generations, skill sets, and regions, feel that continuously learning new skills and gaining knowledge is critical to long-term employment.
This document discusses recommendations for implementing hybrid working models in a post-COVID workplace. It finds that attitudes towards flexible working have changed significantly since the start of the pandemic. Many employers now expect over half their workforce to work remotely regularly in the future. The document recommends that employers start a dialogue with employees to identify mutually beneficial working arrangements. It also suggests reviewing policies to reflect lessons from the pandemic and ensure hybrid models do not disadvantage certain groups. Employers should provide training for managers on leading remote teams and consider legal and wellbeing issues when transitioning to hybrid working.
New Paradigm In Management Education V1.3Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Generation Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
The document discusses how organizations can better connect with and attract millennial employees. It notes that millennials have distinct preferences and priorities compared to previous generations. Key factors for millennials include having good work-life balance, opportunities for career growth, competitive pay and benefits, and wanting to work for organizations that have a clear social purpose and high ethical standards. The document provides recommendations for organizations, including developing a culture that is easy to understand, building flexibility and ensuring work is interesting, and managing a culture that supports and appreciates employees.
59 referrals why employee referral programs should be your #1 hiring sourc...Dr. John Sullivan
This document discusses why employee referral programs should be a company's top hiring source. It provides evidence that referrals result in higher quality hires who are more productive, have higher retention rates, and provide a high return on investment. Referrals also provide the highest volume of hires and applicants of the highest quality. The document outlines elements of top-performing referral programs, including prioritizing jobs, motivating employees through a team approach rather than monetary rewards, using proactive referral tools, and requiring specific information from referrers. It also discusses actions to increase referral volume, such as being responsive to referrals and focusing on attracting passive candidates.
With a serious talent shortage on the horizon, the insurance industry needs to become an employer of choice for the next generation. Here's how to do it.
Mar 01, 2015 | By Melissa Hillebrand
Accenture Getting To Equal 2020 Research Presentation accenture
Accenture's new gender equality report explains differing perceptions on inclusive workplace culture & how leaders can drive a culture of equality. Read more.
Cycling through the 21st Century Career: Putting Learning in its Rightful PlaceCognizant
Based on our primary research, we've developed a brand-new career model that values continuous learning to usher in a new era of work fit for the 21st century.
In this trend briefing, Kinetic Seeds reveals research into we might we get more postsecondary institutions interested and active in improving the process of connecting college to career.
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
The document discusses how the role of recruiters is changing due to new technologies and the increased connectivity of professionals. It identifies three emerging roles for recruiters:
1) Super Recruiters who will focus on strategic talent planning and employer branding.
2) Talent Attractors who will build long-term relationships with potential candidates through social media and publishing career content.
3) Logistics recruiters who will manage day-to-day hiring processes like scheduling interviews. Most recruiters currently fall into this category.
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
Chief Diversity Officers Today: Paving the Way for Diversity & Inclusion SuccessWeber Shandwick
This workplace diversity and inclusion survey, conducted among D&I professionals at high revenue companies in the U.S., focuses on the best practices of D&I functions that are well-aligned with the overall business strategy of the company and the roles, responsibilities, and challenges facing today's Chief Diversity Officers (CDOs).
Myths exaggerations and uncomfortable truths executive reportSyl Cotter
The document summarizes research from a study comparing the preferences and behaviors of Millennials (aged 21-34), Gen X (aged 35-49), and Baby Boomers (aged 50-60) in the workplace. The research debunks five common myths about Millennials. Myth 1 is that Millennials' career goals are different, but the study found they want similar things. Myth 2 is that Millennials want constant praise, but they value fairness most in bosses. Myth 3 is that Millennials are addicted to sharing online, but they prefer face-to-face learning and respect boundaries. Myth 4 is that Millennials can't decide without crowdsourcing, but they and Gen X
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
United Minds’ Forward to Work: Fostering Workplace InclusionWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our fourth session, “Fostering Workplace Inclusion in Challenging Times,” Chief Inclusion & Diversity Officer at CMG Margenett Moore-Roberts, and SVP of Diversity & Inclusion at United Minds Tai Wingfield discussed:
- How recent events have impacted diverse populations
- How workplaces have become more and less inclusive
- Measures to meet the moment
- Redesigning for the long term
Please visit our website for more information: http://unitedmindsglobal.com.
Global workers value work-life design elements that allow flexibility and balance between work and personal life. Flexible work arrangements are preferred by 31% of global workers. Professional and technical workers especially value work-life design and expect flexibility. Regional cultures also influence work preferences, with Americans prioritizing work-life balance and flexible schedules. Preferences between men and women are becoming less differentiated, though women place slightly higher importance on flexibility and friendships at work.
Employers are recognizing the benefits of new workforce trends like contingent workers and the on-demand economy. Two-thirds of employers currently use independent contractors to reduce costs and quickly adjust workforce needs. While most employers prefer traditional employment, nearly half feel they will use more on-demand services in the future. As alternative work arrangements grow, employers increasingly doubt the continuing applicability of the traditional social contract between employers and employees.
The document discusses generational issues in the workforce and HR's role in managing them. It covers topics like aging baby boomers, hiring and retaining millennials, and facilitating information sharing between generations. Specific challenges with each generation are examined, such as labor shortages from boomers retiring and millennials preferring flexible work schedules. The document provides examples of programs companies have implemented to address generational differences, such as mentoring, flexible work arrangements, and leveraging technology to bridge digital divides between older and younger workers.
The document discusses trends that hiring managers expect to see in the 2020 workplace based on a survey of over 2,000 managers. Some of the key findings include:
- 52% of managers expect to see more diverse, multigenerational teams consisting of multiple nationalities by 2020. 55% also foresee more workplace flexibility with options like schedule flexibility and virtual/mobile teams.
- 42% anticipate an increase in women in leadership roles by 2020. Developing markets like India (68%) expect more change in this area than mature markets like the UK (33%).
- Managers in countries like Malaysia (64%) and India (61%) were more likely to expect a rise in multigenerational teams compared
United Minds’ Forward to Work: Leadership in Uncertain TimesWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our fourth session, “Leading in Uncertain Times,” former Chief Human Resources Officer of State Street Capital Alison Quirk and President of United Minds Kate Bullinger discussed:
- The leadership challenge before us
- Profile of a leader in these uncertain times
- What employees need from leadership now
- Preparing leaders for re-entry
- Seizing the long-term reinvention opportunity
Please visit our website for more information: http://unitedmindsglobal.com.
Many firms struggle to find top talent. This ins't a new problem, but solving it can be an enigma. The talent is out there, learn how to break the code and find more than your fair share.
New eBook on the business case for Recruitment Process Outsourcing.
Europe: The Rise of DIY Career Resilience Kelly Services
European workers are developing a do-it-yourself mindset when it comes to career development and seeking to learn skills that will enable them to thrive in any company. Over half of European workers surveyed say they are more concerned about their knowledge or skills becoming obsolete than possible layoffs. The vast majority of workers, across generations, skill sets, and regions, feel that continuously learning new skills and gaining knowledge is critical to long-term employment.
This document discusses recommendations for implementing hybrid working models in a post-COVID workplace. It finds that attitudes towards flexible working have changed significantly since the start of the pandemic. Many employers now expect over half their workforce to work remotely regularly in the future. The document recommends that employers start a dialogue with employees to identify mutually beneficial working arrangements. It also suggests reviewing policies to reflect lessons from the pandemic and ensure hybrid models do not disadvantage certain groups. Employers should provide training for managers on leading remote teams and consider legal and wellbeing issues when transitioning to hybrid working.
New Paradigm In Management Education V1.3Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Generation Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
The document discusses how organizations can better connect with and attract millennial employees. It notes that millennials have distinct preferences and priorities compared to previous generations. Key factors for millennials include having good work-life balance, opportunities for career growth, competitive pay and benefits, and wanting to work for organizations that have a clear social purpose and high ethical standards. The document provides recommendations for organizations, including developing a culture that is easy to understand, building flexibility and ensuring work is interesting, and managing a culture that supports and appreciates employees.
59 referrals why employee referral programs should be your #1 hiring sourc...Dr. John Sullivan
This document discusses why employee referral programs should be a company's top hiring source. It provides evidence that referrals result in higher quality hires who are more productive, have higher retention rates, and provide a high return on investment. Referrals also provide the highest volume of hires and applicants of the highest quality. The document outlines elements of top-performing referral programs, including prioritizing jobs, motivating employees through a team approach rather than monetary rewards, using proactive referral tools, and requiring specific information from referrers. It also discusses actions to increase referral volume, such as being responsive to referrals and focusing on attracting passive candidates.
With a serious talent shortage on the horizon, the insurance industry needs to become an employer of choice for the next generation. Here's how to do it.
Mar 01, 2015 | By Melissa Hillebrand
Accenture Getting To Equal 2020 Research Presentation accenture
Accenture's new gender equality report explains differing perceptions on inclusive workplace culture & how leaders can drive a culture of equality. Read more.
Cycling through the 21st Century Career: Putting Learning in its Rightful PlaceCognizant
Based on our primary research, we've developed a brand-new career model that values continuous learning to usher in a new era of work fit for the 21st century.
Webinar: 7 Employee Experience Trends That Will Dominate 2019 Limeade
In this 60-minute webinar, industry experts Henry Albrecht, Limeade CEO and Jason Lauritsen, Keynote Speaker, Author, and Employee Engagement Expert, will share the trends that are transforming HR and elevating people programs from siloed to business-critical.
WORK 3.0 - INDONESIA eimagining-leadership-in-a-hybrid-world-research-report-...Avida Virya
This document provides data from a survey of 235 respondents in Indonesia about work trends and hybrid work. Some key findings:
- Most respondents expect a hybrid work model to emerge in the next 3-5 years, with around 59% predicting a hybrid model and 17% expecting complete work flexibility.
- Employee happiness and wellness was rated the top benefit of embracing hybrid work by 51.1% of respondents. Increased productivity and cost containment were also highly rated benefits.
- When asked to rank success factors for hybrid work, 51.5% of respondents selected 'People' as most important, followed by organizational culture at 22.6% and technology/tools at 17.4%. Processes and workplace design were seen as
WORK 3.0 - reimagining-leadership-in-a-hybrid-world-research-report-ID.pdfAvida Virya
This document provides data from a survey of 235 respondents in Indonesia about work trends and hybrid work. Some key findings:
- Most respondents expect a hybrid work model to emerge in the next 3-5 years, with around 59% predicting a hybrid model and 17% expecting complete work flexibility.
- Employee happiness and wellness was rated the top benefit of embracing hybrid work by 51.1% of respondents. Increased productivity and cost containment were also highly rated benefits.
- When asked to rank success factors for hybrid work, 51.5% of respondents selected 'People' as most important, followed by organizational culture at 22.6% and technology/tools at 17.4%. Processes and workplace design were seen as
Hay Group_A total reward approach to graduatesJoe Chu
The document discusses approaches organizations are taking to attract, retain, and develop the right graduates. It summarizes interviews with three major clients on their graduate programs. Many organizations now focus on assessing values fit and offering flexible career paths and development opportunities to align with graduates' priorities. Effective communication of total reward packages including benefits, career support, and culture fit are emphasized as important to attracting and keeping the graduates organizations need.
This document provides a summary of the key findings from the CR and Sustainability Salary Survey 2012. It includes information on the sample size and demographics, as well as data on remuneration levels and trends. Some of the main points covered are:
- The sample size increased 42% to 847 respondents from 595 in 2010. 74% worked in-house and 26% as consultants.
- Average salaries continued their rising trend, with the UK average at £56,360. The highest paid regions were Rest of Europe (£69,000) and North America (£68,010).
- Consultants earned less on average than in-house staff, by around £9,000
As the Millennial generation gets older, the way in which we approach work, and get work done, will drastically change. Take a ride with us as we predict the future, the future of work.
The survey of over 2,000 MBA students found that:
1) Most students plan to seek socially responsible employment, with 79% seeking it at some point in their career and 59% immediately after graduation.
2) The majority of students think social and environmental topics should be integrated into business school curriculum, with 78% agreeing CSR should be part of core classes.
3) Close to nine in ten students believe business should consider social and environmental impacts and work to benefit society, though only 18% think most companies currently do.
Attracting and retaining the next generation of talentJennifer Falzon
It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
The report aims to provide organizations with new approaches and opportunities to attract, engage and most importantly, retain these workplace game-changers. With high levels of student debt and a youth unemployment rate twice the national average, the next two generations of talent have new needs, expectations and are hungry for experience.
Learn how your organization can build a desirable employer brand by connecting and investing in students, foster talent despite the risk of mobility and create a nurturing environment for the next two generations of employees. There will be a direct correlation between the success and growth of your organization and its ability to attract and engage Gen Y & Z.
yconic owns and operates the largest youth market research panel in Canada. Over 550,000 youth between the ages of 13 and 30 have opted in to participate in our consumer surveys. We help our partners gain key insights into the youth demographic, leading to better marketing and product decisions for the teen and young adult market. For more information, visit we.are.yconic.com.
Misunderstood Millenials: How the Newest Workforce is Evolving BusinessAmanda Knowlton
• What Millennials value most in the workplace (hint: it’s not ping-pong tables)
• Why culture significantly affects Millennials’ decisions about where they work
• Ways you can engage this new workforce at your own organization
Corporate social responsibility and cause marketing programs aim to benefit society while also achieving business goals. A survey found 88% of consumers believe companies should try to improve society and the environment along with their business goals. Employees also have high expectations - over 65% would consider leaving a job if their employer harmed the environment, and 83% for using child labor. The survey identified attributes of good companies and leaders to provide social and environmental benefits.
With a real and looming talent shortage in manufacturing, business owners need to consider beefing up their ability to hire and retain women to fill critical roles. Copywriter Kathy Fawcett creates compelling content using proprietary Kelly Services research on what women really want in the workplace.
This document summarizes insights from a survey of women working in manufacturing. It finds that turnover rates in manufacturing are high, and retention is a challenge. Women comprise nearly half the U.S. workforce but are underrepresented in manufacturing. The survey finds that women in manufacturing want opportunities for advancement, work-life balance, and skills development. They are willing to trade higher pay for these benefits and flexible work arrangements. The top three factors influencing women's decisions to stay with employers are salary/benefits, advancement opportunities, and work-life balance. The document concludes that strategic workforce planning is needed to anticipate and address retention challenges.
This document summarizes insights from a survey of women working in manufacturing. Some key findings include:
1) Turnover rates in manufacturing are high, with skilled talent shortages a major issue for employers. Voluntary quitting is a growing reason for turnover.
2) Women remain underrepresented in manufacturing but could help fill talent gaps. However, retaining women requires understanding their preferences and ensuring job satisfaction.
3) Flexible work arrangements, opportunities for skills development, and work-life balance are especially important to women in manufacturing when choosing employment. Employers who invest in these areas may have an advantage with retaining female talent.
Kenexa attracting retaining and engaging technology talentOmni HR Consulting
This document provides a summary of a presentation on attracting, retaining, and engaging technology talent. The presentation uses data from an annual employee opinion survey of over 35,000 workers, including 1,210 US technology employees, to examine key drivers for this group. The top reasons US technology employees join organizations are the job itself and compensation. Engagement is highest when there are opportunities for career advancement, effective leadership, recognition, training, and work-life balance. Retention is most influenced by career advancement, compensation, work-life balance, and leadership. Differences exist based on organizational level, market type, and generation.
Engaging Your High Potentials: Retain Your Key Talent through Career DevelopmentThe HR Observer
• Revamping your succession planning and career development programmes to engage your HiPos
• Getting HiPo motivation right - which opportunities really engage high potentials and which act to demotivate?
• Taking the generational factor into account: strategies for assessing and engaging with your Gen Y and Millennial HiPos
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
The survey found that:
1) Health care and retirement benefits were most frequently leveraged to retain employees at all levels, while these benefits plus flexible working are expected to increase in importance for retention.
2) Health care, professional development, and retirement benefits were most used to retain highly skilled and high-performing employees, and retirement benefits and flexible working will grow in importance for highly skilled employee retention.
3) One in five organizations leveraged benefits for retaining employees at all levels and highly skilled or high-performing staff.
The document discusses moving employee engagement efforts into a new era by committing to lasting and meaningful change. It argues that engagement is not just an annual survey project, but rather an ongoing strategic initiative that requires attacking it from all angles throughout the year. The document provides tips for advanced data analysis, such as conducting a drivers analysis to identify the survey questions that have the biggest impact on engagement. It also stresses the importance of tailoring engagement efforts based on segmentation of employee groups.
The document summarizes a report on talent trends in India in 2023. It discusses how the "Invisible Revolution" has led to a major shift in employee loyalty and work culture since the start of the COVID-19 pandemic. Key points include:
- The number of employees switching jobs has increased, with 23% changing roles in 2022 compared to 20% in 2021 and 12% in 2020.
- 75% of the workforce can now be considered "active job seekers," either looking for a new job or planning to do so in the next 6 months.
- Companies can now only confidently rely on less than 1 in 10 employees staying, as 98% of all employees are now open to
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
3. Letter from Liz Maw, CEO of Net Impact
Employee engagement is a hot topic these days. Studies have
tied employee engagement to both satisfaction and productivity,1
and companies realize that keeping employees satisfied is a
key to high performance. Employers proudly tout making one
of the coveted “100 best places to work” lists,2 and today, more
than 25% of Fortune 200 companies have dedicated budget
to maintain their rank on such lists. At Net Impact, we believe
we’ve identified a significant opportunity gap — one that could
potentially double the number of employees who are satisfied
with their job.
Net Impact’s Talent Report: What Workers Want in 2012 reveals
that employees who say they have the opportunity to make
a direct social and environmental impact through their job
report higher satisfaction levels than those who don’t. In fact,
employees who say they can make an impact while on the job
report greater satisfaction than those who can’t by a 2:1 ratio.
This data is backed up by the two-thirds of graduating university
students who tell us that making a difference through their next
job is a priority, and by the 45% of students who say they would
even take a pay cut to do so.
At Net Impact, we believe that work is good for more than just
a paycheck. Work is an opportunity to invest ourselves in issues
that are important to us. We are thrilled to release this report
demonstrating that impact jobs can make employees more
satisfied from nine to five, and thus more productive. Perhaps
most importantly, with more of us using our working hours to
make an impact on society, we can help solve the difficult yet
critical problems facing our world today.
Sincerely,
Liz Maw
CEO