This 42-page issue of Gartner’s HR Leaders Monthly includes six articles dedicated to the opportunities and challenges facing the learning and development (L&D) function. And while this issue is focused primarily on L&D, all HR practitioners can benefit from the content as it covers areas related to the talent ecosystem—ranging from skill-building to career development. Sample …
Skills-based talent practices continue to be a topic of interest for organizations looking to use skills—rather than just jobs—as the basis for talent management. And while there have been many great resources shared on this topic, Deloitte is one organization that has provided much thought leadership in this area. This one-page PDF highlights five of Deloitte’s …
As diversity, equity, and inclusion continue to be a top priority for many organizations, the demand for chief diversity officers (CDO) has increased. But as noted in this article, there has also been a great deal of turnover in this role. This in-depth article goes into reasons that are holding CDOs back from reaching their potential. It …
A matrixed structure—where teams report to multiple leaders or where there is dual or multiple managerial accountability and responsibility—is used in many organizations. But for a matrix structure to be effective, several factors must be considered. This article provides four elements of a matrix structure that must be in balance. The four components include: 1) where people report …
Nontraditional candidates—those from functions, industries, educational backgrounds, etc., that differ from those typically sought after in a given role—are an untapped talent source. These candidates often have the skills and desire to take on a new role (or other types of work opportunity—such as projects, short-term assignments, etc.), but a segment of managers resist hiring …
Employers are increasingly integrating skills into their talent practices—from workforce planning to hiring. Regarding hiring, a segment of firms is removing academic degree requirements and other criteria (e.g., specific experiences, credentials) from certain job postings in favor of a more skills-based approach. While these efforts are a step in the right direction, shifting to skills-based talent practices is …
Chief Human Resources Officers (CHROs) continue to engage with the board of directors on various workplace and workforce topics. To understand which issues are shaping these conversations, this article captures insights from 15 CHROs at leading organizations. One excerpt includes: ESG. A CHRO of a global food manufacturer said, “we’ve become more intentional in terms of corporate direction and strategic direction …
Developing the next generation of leaders is a top priority for CEOs globally, according to The Conference Board’s C-suite Outlook 2022: Reset and Reimagine Report. And while identifying and developing high-potential employees has been a longstanding pursuit of many organizations, firms still struggle with accurately defining and measuring potential. In this 50-minute podcast, host JP Elliot interviews Allan …
As many organizations are considering or implementing reductions in force or layoffs, HR leaders and HRBPs are tasked with helping managers prepare for these difficult conversations. This HBR article shares considerations for planning and implementing a communication plan —with compassion— when going through reductions/layoffs. One point made—and which has played out publicly over the last few …
Chief Human Resources Officers continue to play a more prominent role in their organization’s environmental, social, and governance (ESG). To help HR Leaders develop a better understanding of the core concepts of ESG and how they can embed them in talent processes and practices, this Gartner article provides insights for answering three questions: 1) Who are the stakeholders …
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