Why You Should Let Your Favorite Employee Move to Another Team | MIT Sloan Management Review

Talent Development

If you find value in content like this, sign up for my Talent Edge Weekly newsletter. This new article delves into internal talent hoarding among managers, who obstruct their direct reports’ growth within the organization by withholding support for promotions or discouraging their direct reports from seeking other internal roles. Despite offering short-term benefits, talent hoarding risks long-term …

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When New Hires Get Paid More, Top Performers Resign First | Harvard Business Review

Talent Development

If you find value in content like this, sign up for my Talent Edge Weekly newsletter. Fair pay continues to rise in importance as a topic of interest for both employees and HR leaders. According to Mercer’s 2024 Global Talent Trends Report (see p. 28), employees ranked fair pay as the second most important of 20 …

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2024 Workplace Learning Report | LinkedIn Learning

Talent Development

If you find value in content like this, sign up for my Talent Edge Weekly newsletter. As many organizations continue to invest in learning and development (L&D) initiatives, LinkedIn’s newly released 2024 Workplace Learning report provides several insights to consider. The 39-page report, based on survey feedback from 1,636 L&D and HR professionals with L&D responsibilities who …

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Is Your Upskilling Program Paying Off? | BCG

Talent Development

Numerous organizations are reskilling and upskilling their workforce. Given the substantial time, resources, and financial investments involved in these initiatives, it is imperative to pinpoint reliable measures for assessing the business impact of these efforts. However, organizations often struggle to find effective ways to gauge the effectiveness of their upskilling initiatives. This article proposes a three-step …

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How to Start Smart With a Talent Marketplace | MIT Sloan Management Review

Talent Development

Internal mobility—the movement of employees across various work opportunities within an organization—is a critical component of a talent strategy. Organizations are increasingly leveraging internal talent marketplaces (ITMs), hosted on tech platform, to connect employees with diverse opportunities (like full-time roles or projects) for fostering career growth and efficient talent deployment. However, establishing an ITM presents challenges, demanding …

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A New Talent Operating Model: Becoming an Agile and Learning Organization Through Internal Talent Mobility | Organizational Dynamics

Talent Development

Internal mobility (IM)—the movement of employees across roles and work opportunities within an organization—plays a pivotal role in effective talent management. While technological advancements like internal talent marketplace platforms facilitate IM, organizations tend to disproportionately prioritize these tech elements, overlooking equally critical non-tech aspects. In this new article, Edie Goldberg, co-author of The Inside Gig: How Sharing Untapped Talent …

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The Skills Your Employees Need to Work Effectively with AI | Harvard Business Review

Talent Development

This article underscores the importance of focusing on two categories of skills necessary for AI to complement human abilities rather than replace them: 1) Effective interpersonal skills encompassing communication, conflict resolution, and team cooperation, and 2) Domain expertise, which involves preserving and developing specialized knowledge. The authors present three key reasons why these two skill sets will be vital for organizations …

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Investing in Your Leaders as a Strategic Asset: A Fresh Look at Measuring the Impact of Leadership Development | Heidrick & Struggles

Talent Development

This article discusses the growing trend of organizations investing in leadership development despite implementing cost-cutting measures in other areas. The authors emphasize the necessity for companies to understand the return on their investment in leadership development and present five key success factors for an evidence-based approach to measuring its impact: 1) Embedding Measurement Throughout the Learning Journey, 2) Defining …

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The End of Executive Coaching? | People + Strategy

Talent Development

This in-depth article delves into the limitations and potential reinvention of the executive coaching industry in preparing leaders for future challenges. It identifies four flaws in the traditional coaching model and proposes solutions. One cited flaw is the oversimplification of “effective leadership” within executive coaching, neglecting unique contextual factors in each organization. Addressing contextual questions, such as the particular …

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Reskilling in the Age of AI | Harvard Business Review

Talent Development

This new article, authored by members of Harvard’s Digital Reskilling Lab and the Boston Consulting Group’s Henderson Institute, outlines how organizations are embracing five pivotal shifts in workforce reskilling: 1) Reskilling is a strategic imperative. 2) It is the responsibility of every leader and manager. 3) It is a change-management initiative. 4) Employees want to reskill – when it makes sense. 5) It takes a village. Regarding …

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