Whilst the CV and chronological interview still hold some weight amongst CEOs, making an assessment on an individual’s performance based on their prior experience and achievements looks like an increasingly dangerous game. After all, hiring someone based on what they’ve achieved in the past hardly makes sense if the future will be so different. So what do you do?
Talent management and leadership development remain the largest HR challenges in Europe and Germany. Both topics are rated as highly critical for success by executives—who also report that these issues are insufficiently managed in their current companies. About 60 per-cent of companies, the executive survey found, have no systematic or strategic approach in place to win, develop, and retain suitable talents for future challenges.
Whenever surveys are implemented, the overriding question remains this: how do we ensure that effective change actually takes place in response to the results, so that it is more than just an exercise in producing numbers?
Only 7 percent of corporate career sites are optimized for mobile devices, according to a Potentialpark survey. However, 19 percent of job seekers reported using their mobile device for career activities; 50 percent “could imagine” themselves doing so.
The number of foreign workers employed in the UK has risen by almost 150,000 even as the number of British people with jobs fell. It's a tough argument. Whilst many foreign workers might not have recourse to public funds, why should they be viewed any differently to British nationals in a country that thrives on foreign talent and ingenuity (I am a bit biased!)
… the last two candidates you have sent me are terrible! The agreement you sent me prior to engaging in this search requires me to pay you 25% of the individual’s first-year salary if I hire one of your presented candidates. In my case, that would be in the neighborhood of $17,000, which is a good sum of money.
Today’s working practices are far more varied and unpredictable than they were even just a few years ago. Rapid developments in technology have empowered workers to adopt new ways of working. Workers simply want to extend the technology benefits they enjoy in their personal lives into the professional environment
Fascinating research, as always this week, courtesy of Employer Brand International – particularly around the increase in executives taking over responsibility for employer branding strategies. By a factor of 13% over the course of the last two years.
Employer branding has evolved from a recruitment support function to a focus for organisations throughout the employee lifecycle, from hire to retire. Brett Minchington forecasts what the future may hold for employer branding.
It’s 5:30 a.m., and Joe McHenry, a 36-year-old international tax manager who works in New York City, wakes up, checks his e-mail, Facebook, and Twitter activity from his smartphone all before getting out of bed.