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 …
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 …
Many organizational stakeholders — such as investors, current and prospective employees, customers, and strategic partners—want to understand how their respective organizations manage human capital (HC). But as pointed out in this 20-page report by The Conference Board, each stakeholder group is likely to be more interested in certain parts of an organization’s HC narrative. For example, employees and …
As organizations shift to more skills-based talent practices, it is important to understand which skills are emerging as increasingly important and which are declining as less critical. This Gartner paper looks at nearly eight million job listings to visualize how the skills required in the most competitive roles in critical functions in the S&P 100 …
Effective performance management (PM) happens continuously throughout the year. Nonetheless, this time of the year is often a reflection point as organizations determine what needs to be accomplished for the rest of the year and the goals and objectives they will set for the new year. As managers and leaders reflect on different aspects of PM …
As I mentioned in a post from a few weeks ago, while there has been a much-needed shift in expanding our view of “work” beyond the limitations of roles (e.g., skills and tasks), critical roles are still an important lens through which workforce and talent planning takes place. With this as the backdrop, here is a one-editable …
Internal mobility—the movement of employees across different work opportunities within an organization— is an enabler of a firm’s talent strategy. Yet organizations face several barriers that prevent them from making their internal mobility initiatives fully effective. As pointed out in this article, one of these barriers is talent hoarding—where managers intentionally or subconsciously attempt to …
Career development is a critical component of an organization’s employee value proposition. This fact is one reason organizations continue to tap into underutilized sources of career development, such as projects and short-term assignments. But as noted in this article, another untapped source of career development is lateral job moves — a career move into a new position within …
This one-page editable PDF includes 10 succession planning metrics that organizations can refer to as they track and measure the effectiveness of their succession management practices. While 10 metrics are provided, organizations can select the vital few (or include others) for which they want to track progress. Sample metrics include: % of non-ready now successors …
One tenet of modern performance management (PM) is that PM conversations between managers and employees should be ongoing and frequent. And while most subscribe to this philosophy, barriers can prevent and/or reduce the likelihood of these conversations from happening. These obstacles range from lack of time, employees not seeing the value in them, and previous …
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