The workplace that we all survive in has changed dramatically over the past several decades. Today, our workplace could just as likely be governed what happens next door as it is by changes half way around the globe. This article looks at human capital - what the term means in a practical sense: the 21st century.
1.3 million Australians are on LinkedIn, and 100 million professionals globally. While Facebook and Twitter lead the social conversation, LinkedIn is leading the business discussion, and the question is now becoming not "if" you get involved, but "how." 'Think Harvey Norman's response earlier this year to negative social media sentiment. The key question is how do organisations manage themselves and their employees by establishing social media policy and guidelines that mitigate social media risk?'
The cheerful exterior to management sponsored “fun” is swell in theory, but new research has indicated that the fun theory is not all it's cracked up to be, and can camoflage internal issues that management may not be aware of.
Does your organisation have a mentoring programme? What has this programme helped your organisation achieve? This article looks at the statistical side of mentoring and how despite best intentions, more often than not the age-old issues are still there.
"After all the horrible weather that we had this winter, a 70 degree March Friday changed the attitude of almost everyone on the streets of New York City. Everyone seemed to sparkle as they walked the streets." This article is cheerfully optimistic, analogising talent management with the production of a spring garden.
"Do you use your personal phone to access the company ATS when you’re not in the office? Or maybe just to contact that hard-to-reach hot prospect? Of course you do.
"[This] report should also serve as a wake-up call to HR — and that doesn’t mean adopting or broadening a policy to limit personal computing devices. As one part of the report notes, employees feel strongly enough about the quality of the technology and how it is supported, that it’s an important factor in taking a job."
While this article was written with the current American experience in mind; the point of the article crosses geographical borders. The "overqualified" candidate can more often than not be a harsh presumption - closer scrutiny of those 'qualifications,' getting to know the employee in question, and thinking broader than just the organisation and the job requirements can lead to a far more mutually beneficial agreement.
A recent survey by Harris Interactive/Plateau Systems furthers the case for proactive sourcing given the significant result that while "most people are generally satisified with their current job," 74% would move if the right opportunity presented. This, therefore, presents the consideration that very few of that 74% would be actively looking for new work; but could be the ideal talent your organisation is after.
"If there is one thing that is pretty obvious as the US slowly crawls out of the recession, it’s this: quite a few workers are ready to bolt for a new job if the right opportunity presents itself."