In September 2021, I shared a post about a 74-page report by Harvard Business School and Accenture that outlines several barriers that keep companies from considering ‘hidden workers’ as job candidates. Hidden workers “have a desire to work and are actively seeking work, but their regular efforts to seek employment consistently fail because of hiring processes that focus on what …
As organizations continue to report challenges in attracting and hiring top talent, one potential untapped talent acquisition strategy is recruiting back former employees. According to a UKG survey across six countries comparing responses of 1,950 employees who quit their jobs since March 2020, nearly half of people (43 percent) who quit their jobs during the pandemic now think they …
Last week, I posted how firms continue to express concerns about their ability to attract and hire the right talent. A few tactics I shared to address this issue include: a) expanding selection criteria to identify hidden talent, b) activating the internal talent marketplace to deploy internal talent quickly—where and when needed, and c) simplifying the application process to reduce candidate drop-out …
Many organizations continue to face challenges in attracting and hiring talent to meet their business needs. As a result, they are increasingly reevaluating and reinventing their recruiting and talent acquisition practices. A few tactics I previously shared to address this issue include 1) Expanding selection criteria to identify hidden talent. 2) Activating the internal talent marketplace to deploy internal talent quickly—where and when …
This article explains why a segment of workers had voluntarily left their organizations and accepted job offers from other firms during the pandemic. As shown in Exhibit 1, uncaring leaders, unsustainable expectations of work performance, and lack of career advancement are among the top three factors that influenced this small surveyed population to leave their organizations …
This 2022 Talent Trends research report is based on a survey of over 900 C-suite and human capital leaders at international and regional organizations across 18 global markets. This 54-page report identifies ten talent trends, ranging from refocusing recruiting on human potential, ramping up your own talent marketplace to boost internal mobility, and obsessing over your talent …
Much has been written about the challenges firms face in attracting and retaining workers. A narrative is also playing about how many workers have shifted their work preferences—with many placing a disproportionate value on flexible work arrangements. Simultaneously, thought leaders posit firms will increasingly deconstruct “jobs” into tasks and activities, so they have greater flexibility in delivering pieces …
This 38-page March 2022 issue of Gartner’s HR Leaders Monthly Magazine includes six articles on various work, workplace, and workforce topics. They range from employees’ perceptions and expectations for hybrid work, how the pandemic and the transition to hybrid have affected women, and three pandemic lessons for building a better recruiting function. Two articles focus on performance management (PM), one of which …
Last week, I posted how workers ages 65 and over in the US will account for more than 60% of projected labor-force growth from 2020 to 30. I mentioned how firms could partly address their talent shortages by attracting these workers to their companies with an employee value proposition aligned with this talent segment’s work preferences …
Organizations continue to report challenges in attracting and retaining talent. However, a growing proportion of older workers within the labor force presents an opportunity for firms to tap into this talent segment increasingly. According to this The Wall Street Journal article, workers 65 and over in the US will account for more than 60% of projected labor-force …
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