By leveraging newly available data and new
analytic tools, HR leaders will be better able to help
their organisations create value across a broad
spectrum of potential, thereby enhancing their
own role and stature in the process.
[Whitepaper] Talent Acquisition is Dead - Talent Attraction Takes RootAppcast
Learn simple strategies to start attracting the best talent to your organization.
Written by Tim Sackett - President, HRU Technical Resources & Industry Thought-Leader
Financial Services Employer Branding Research - Blu IvyBluIvy
The latest employer brand research from thousands of survey respondents in the Financial Services sector. Conducted by the leading employer branding agency, Blu Ivy.
Click through excerpts of LinkedIn's report on recruiting trends across Spain.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
LinkedIn Executive Summit in Munich: Digital Transformation @ ScaleLinkedIn D-A-CH
presented by Karel Dörner (McKinsey) at the LinkedIn Executive Summit in Munich, Sept 8. Fur further questions please reach out via http://bit.ly/KontaktLNKD. Thank you and we are looking forward to seeing you soon again.
This presentation gives you a better understanding of what top talent value, and how to use this information to attract and keep them at your organization. Topics covered include:
- How to determine if candidate is a cultural fit
- Hiring to your top competencies and company core values
- The difference between coaching and mentoring when developing your top talent
- Importance of listening and providing feedback to your top talent
- Best practices for rewarding and recognizing your top talent
Sales Force Transformation: Developing a Customer-Focused Growth OrganizationVassilis Engonopoulos
In today's selling environment, buyers are becoming more sophisticated and demanding while competition continues to escalate. Enhancing the effectiveness of your sales force has never been more crucial - nor more difficult.
Transforming the sales force is a difficult journey, but the impact can be dramatic.
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
Generational intelligence- a new HR challenge Abdul Razak
by 2020, 5 generations will be working together in and managing the diversified generations together, pinning the advantages of each generations for the sustainability and handling the ambivalence will going to be one of the biggest challenges for HR professionals
[Whitepaper] Talent Acquisition is Dead - Talent Attraction Takes RootAppcast
Learn simple strategies to start attracting the best talent to your organization.
Written by Tim Sackett - President, HRU Technical Resources & Industry Thought-Leader
Financial Services Employer Branding Research - Blu IvyBluIvy
The latest employer brand research from thousands of survey respondents in the Financial Services sector. Conducted by the leading employer branding agency, Blu Ivy.
Click through excerpts of LinkedIn's report on recruiting trends across Spain.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
LinkedIn Executive Summit in Munich: Digital Transformation @ ScaleLinkedIn D-A-CH
presented by Karel Dörner (McKinsey) at the LinkedIn Executive Summit in Munich, Sept 8. Fur further questions please reach out via http://bit.ly/KontaktLNKD. Thank you and we are looking forward to seeing you soon again.
This presentation gives you a better understanding of what top talent value, and how to use this information to attract and keep them at your organization. Topics covered include:
- How to determine if candidate is a cultural fit
- Hiring to your top competencies and company core values
- The difference between coaching and mentoring when developing your top talent
- Importance of listening and providing feedback to your top talent
- Best practices for rewarding and recognizing your top talent
Sales Force Transformation: Developing a Customer-Focused Growth OrganizationVassilis Engonopoulos
In today's selling environment, buyers are becoming more sophisticated and demanding while competition continues to escalate. Enhancing the effectiveness of your sales force has never been more crucial - nor more difficult.
Transforming the sales force is a difficult journey, but the impact can be dramatic.
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
Generational intelligence- a new HR challenge Abdul Razak
by 2020, 5 generations will be working together in and managing the diversified generations together, pinning the advantages of each generations for the sustainability and handling the ambivalence will going to be one of the biggest challenges for HR professionals
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost Textkernel
Presentation from Prof. Dr. Armin Trost, Author, Consultant and Professor at Furtwangen University, at Textkernel's Intelligent Machines and the Future of Recruitment on June 2nd in Amsterdam. At the end of this slide deck, you can also find the YouTube recording.
Human resource management in the 21st century will have little to do with what has been promoted in recent years or decades and written in the text-books. Instead of finding “the right people, at the right time and at the right place” we will make the employees and their individual preferences, talents, life plans, and ambitions the focus of attention.
We will say goodbye to mechanistic, technocratic, and often bureaucratic approaches. They fit in a past that was stable and predictable. If you regard your employees as your most valuable asset, you will give them freedom, trust, and responsibility. Moreover you will appreciate individuality and individual life-plans.
Human resources management will therefore deal less with hierarchical processes, systems, responsibilities, KPIs, etc., in the future. Rather, it will be about how to empower teams to think on their own responsibility, communicate, collaborate, learn, and develop their talent in the long term.
HR-Technology will be there to make the life of managers and employees easier instead of supporting the HR-function only. For instance, in the area of recruiting all this will lead to a more intense usage of social networks, artificial intelligence, big data, data mining etc.
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
Elevating the Digital Employee ExperienceCognizant
To address the changing dynamic of a more digitally savvy workforce, HR organizations must tap into advanced analytics and harness 'as a service' delivery models to raise the bar on talent acquisition and development, as well as to inform new employee compensation and collaboration initiatives.
Capgemini Consulting: Using Digital Tools to Unlock HR’s True PotentialCapgemini
In this Capgemini Consulting research report we look at why talent has gone digital and HR has not. We also outline how HR can unlock its true potential through digital tools.
Top 9 HR Technology Trends to Influence Your Business in 2023.pdfTheEnterpriseWorld
Here are Top 9 HR Technology Trends To Influence Your Business in 2023; 1 Remote Workforce 2. Branding for Employers 3. Cloud-based HR 4. Improving Recruitment Experiences 5. Employee Well-Being with an Emphasis on Mental Health 6. Artificial Intelligence Analytics and Automation 7. Platform for Digital Collaboration 8. Enhanced Data Security 9. Professional Development
6 best practices to get started on a digital HR strategyAbhishek Sood
40% of HR executives worldwide intend to replace their existing, on-premises HR system with a SaaS tool in the near future.
In this Forbes Insights research report, learn why many HR pros are focusing their vision on leveraging digital HR as a solution.
Discover:
What is driving digital transformation in HR
How digital HR is innovating HCM
12 benefits realized by leveraging digital HR
A tour of available digital HR technology
6 best practices to get your strategy started
The whitepaper from IBM delves into workforce shifts and how organisations can leverage the shift, redesign work and build a smarter workforce to meet the organisation’s need for talent.
In a space as performance-driven and competitive as
the recruitment industry, it is crucial to stay ahead of
the curve. The growth and adoption of new strategies
and technologies is essential for success and is set to
explode in the future.
In an effort to paint a clear, distinct vision of the future of
social recruiting for our users, we asked twenty industry
thought leaders to weigh in on various trends that are
shaping the future of social media in recruitment. These
are their thoughts.
Decades of economic growth and development along with better governance and nutrition-specific programmes had lifted hundreds of millions of people in Asia out of poverty, as well as starvation and malnutrition. However, due to the uneven development, while a large segment of Asian's population had changed their eating habits to over-nutrition diets and worrying about lifestyle diseases like diabetes, cancer and heart diseases, there are still some countries and regions suffering from lack of nutrition. For example, childhood malnutrition and stunting is still prevalent in South Asia, one Indian survey found that 21% of children suffer wasting, and a further 7.5% of children suffer it severely.
For more details, please visit: https://eiuperspectives.economist.com/sustainability/fixing-asias-food-system/white-paper/food-thought-eating-better?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Digital platforms and services stimulate economic growth and development. Countries are looking to the “internet economy” to provide new market opportunities and help achieve the UN’s Sustainable Development Goals (SDGs) such as promoting economic growth and sustainable industralisation, a process often relying on an increase in online access rates and smartphone penetration.
For more details, please visit: https://eiuperspectives.economist.com/technology-innovation/digital-platforms-and-services-development-opportunity-asean?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
The world’s top 100 asset owners (AOs) represent about US$19trn in assets under management. The largest, and potentially most influential, proportion is in Asia—more than a third of the total. Out of the top 20 largest funds, three out of the first five and nearly half of the total are in Asia.
For more insights, please visit: https://eiuperspectives.economist.com/sustainability/sustainable-and-actionable-study-asset-owner-priorities-esg-investing-asia?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Internet connectivity has proven to be one of the most profound enablers of social change and economic growth of our time. Beginning with fixed narrowband internet connections and moving through successive generations of increasingly pervasive and powerful networks, connectivity has come to underpin our working and personal lives, empowering businesses to operate more efficiently and with wider reach. In turn, connectivity has sparked and fuelled countless new industries, products and services that are coming to define our modern age. Connectivity has proven to be a vital ingredient for business success.
This report examines the burden of lung cancer in Latin America and how well countries in the region are addressing the challenge. Its particular focus is on 12 countries in Central and South America, chosen for various factors including size and level of economic development: Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico, Panama, Paraguay, Peru and Uruguay.
In the cyber world, many are attacked but not all are victims. Some organisations emerge stronger. The most cyber-resilient organisations can respond to an incident, fix the vulnerabilities and apply the lessons to strategies for the future. A key element of their resilience is governance, a task that falls to the board of directors.
To learn more about the challenges of governing a cyber-resilient organisation, The Economist Intelligence Unit (EIU) conducted a global survey, sponsored by Willis Towers Watson, of 452 large-company board members, C-suite executives and directors with responsibility for cyber-resilience.
Among the findings:
-In the past year, a third of the companies surveyed experienced a serious cyber-incident — one that disrupted operations, impaired financials and damaged reputations — and most placed high odds on another one in the next 12 months.
-Many companies lack confidence in their ability to source talent and develop a cyber-savvy workforce.
-Executives cite the size of the financial and reputational risk as the most important reason for board oversight.
Artificial intelligence (AI) will profoundly affect the ways in which businesses and governments engage with consumers and citizens alike. From advances in genetic diagnostics to industrial automation, these widespread changes will have significant economic, social and civic implications. As such, Intelligent Economies explores the transformative potential of AI on markets and societies across the developed and developing worlds.
This report, developed by The Economist Intelligence Unit and sponsored by Microsoft, draws on a survey of more than 400 senior executives working in various industries, including financial services, healthcare and life sciences, manufacturing,
retail and the public sector. Survey respondents operate in eight markets: France, Germany, Mexico, Poland, South Africa, Thailand, the UK and the US.
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said
than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes.
It wasn’t long ago that a work meeting meant gathering around a table to discuss an agenda. These days you may be using Slack, Hangouts or other digital collaboration platforms that blend messaging with video and allow real-time editing of
documents. Even with these tools, communication at work can still break down, potentially endangering careers, creating stressful work environments and slowing growth.
A survey from The Economist Intelligence Unit and sponsored by Lucidchart reveals some of the perceived causes and effects of these communication breakdowns. The survey, conducted from November 2017 to January 2018, included 403 senior executives, managers and junior staff at US companies divided equally and from companies with annual revenue of less than
US$10m, between US$10m and US$1bn and more than US$1bn. The survey research provides insights about what employees see as the biggest barriers to workplace communication, the causes of the barriers and their impact on work life. Complete survey results are included at the end of
this report.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Education systems across the world are grappling with the challenge of preparing their students for the rapid changes they will experience during their lifetimes. To this end, schools have a critical role in equipping students with the requisite skills and
competencies that will be in demand, particularly as digital technologies such as artificial intelligence (AI) increasingly transform businesses and influence economies. In this report, The Economist Intelligence Unit (EIU) discusses the results of a study that explores how to best prepare primary and
secondary school (referred to in this report as “K-12”) students for the 21st century workplace (“the modern workplace”), where
a mix of hard and soft skills are crucial for success. The research, sponsored by Google for Education, draws on a survey of 1,200 educators in 16 countries.1 It looks at the
strategies most effective in developing 21st century skills and how technology can support such efforts.
Gone are the days when marketing chiefs focused solely on the classic 4Ps: Product, Price, Promotions and Place - they now must take an integrated approach to drive company goals.
Corporate and shareholder sentiment towards MA has rebounded since the dark days of 2008. Low borrowing costs have coaxed many new buyers, including acquisitive Chinese conglomerates, into the market. The prices of prized assets have risen accordingly. It remains a sellers market in technology-driven deals, particularly in the consumer-goods, financial services, and media and telecommunications sectors.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
In today’s low-yield and regulated environment, many Asia-Pacific investors are more actively monitoring their portfolios with a willingness to increase turnover and shift asset allocations for higher returns.
Asia-Pacific institutional investors are struggling to balance long-term liabilities with the need to secure yield in a world where it is increasingly scarce. They are also in the world’s fastest-growing region that has no shortage of volatility. How are they achieving returns while managing risks?
How are institutional investors in North America adapting to increasingly complex risks? Are these risks driving investors to make portfolio changes based on short-term goals or are they making tactical moves to stay focused on long-term objectives?
Political risks and the search for yield are pushing some North American institutional investors toward more tactical decisions. Investors are focused on reallocating to equities and using alternative investments to mitigate risks.
How are EMEA investors responding to changing macroeconomic and regulatory environments, stakeholder objectives and pressures, and market conditions? Based on a survey of 200 institutional investors in the region, this report takes a detailed look.
The Benefits of Temporary Part-Time Jobs for StudentsSnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find temporary part-time jobs that fit your schedule and skills. Browse our listings and apply online today to secure flexible work opportunities that offer the perfect balance between career and personal life.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Rally Webinar Recruitment Marketing for High Volume Hiring.pdf
How HR leaders are reinventing their roles and transforming business
1. A report from The Economist Intelligence Unit
THE FUTURE OF BUSINESS: HUMAN RESOURCES
How HR leaders are
reinventing their roles and transforming business
Sponsored by
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