Updates from January, 2013 Toggle Comment Threads | Keyboard Shortcuts

  • Career Collaborators 3:01 pm on 01/29/2013 Permalink | Reply
    Tags: , , , cultural anthropology, customized career development, McKinsey&Company, psychology, sociology, , talent pools, The Conference Board   

    The Career-Friendly Organization™ – Enterprise 5.0 

    January, 2013—a new year—a great time to ask how human capital professionals are meeting current and future workplace challenges.  A McKinsey&Company and Conference Board, “State of Human Capital 2012” report paints a challenging picture for our profession.   Specifically, this research demonstrates that, “Worldwide, and in organizations of every type, ‘people processes’ are failing to keep pace with a changing business landscape…but current circumstances also offer rich opportunities.”

    Amongst the human capital challenges examined in this report are:  preparing for the workforce of tomorrow, security a steady, reliable pipeline for skilled workers, developing strategies to reenergize the workforce and ensuring organizational agility.  In this report’s future-focused recommendations, we can find some bold, innovative approaches to employee engagement, recruitment and talent management and, more specifically, innovative ideas for building a “career-friendly organization™ for Enterprise 5.0

    Personalization, customization and innovation are hallmarks of what leading-edge organizations are using as foundations for programs and initiatives to ensure that they continue to have the best available workforce.  Progressive organizations are developing new ideas about “motivation systems” that incorporate insight from psychology, sociology and cultural anthropology to help organizations better understand what job satisfiers and dissatisfiers are for individual employees or key employee groups.  They are finding ways to link individual roles or tasks with higher-order purposes valued by employees and creating workplaces that feel more like communities.  They are linking incentives, career progression, organizational design, culture and leadership systems together rather than keeping each element separate where they may very well have conflicting goals and processes.

    Imagine an organization that understands its short and long-term workforce needs, provides support for talent communities—both the existing internal talent pool and the external talent prospects—using peer career networks and career communities, and you have some idea of the future “career-friendly organization™.

    Where is your organization, currently, on the path toward Enterprise 5.0—the career-friendly future?  What are your next steps?  Where will you begin?  Let’s start the conversation here.

    For more information, request our complimentary white paper “The Career-Friendly Organization™”

     
  • Career Collaborators 7:27 pm on 01/08/2013 Permalink | Reply
    Tags: , , employee motivation, engagement,   

    2013 Will Be a Better Year For Jobs, Economy 

    According to The Randstad Engagement Index (Nov. 2012), U.S. workers believe 2013 will be a better year for jobs with 47% of employees saying they plan to explore their options as the market picks up.  Jim Link, Managing Director of HR for Randstad U.S. says “…employee engagement will be increasingly important for companies’ retention efforts.  This is why it is so valuable for employers to analyze and understand what motivates their most important asset–talent.”

    How does your organization determine what motivates you?  If asked, could you answer the question with enough detail so that you and your manager could have a realistic conversation about your needs and the organization’s needs?  We have some great ideas–let’s talk. http://www.careercollaborators.com

     
  • Career Collaborators 3:45 pm on 01/07/2013 Permalink | Reply
    Tags: , , employee morale, internal recruiting, recruiting costs, , , time to hire,   

    Internal Talent Communities – The Power of Recruiting From Within 

    While most views of “talent communities” focus upon utilization of existing employees as ambassadors and liaison to their external networks and as recruitment “brand ambassadors” for the company culture, several employers, according to Dan Schawbel in his Time.com post (The Power Within:  Why Internal Recruiting & Hiring Are on the Rise), are utilizing internal recruiting to save on recruiting costs, speed time-to-hire and increase both retention and improve overall employee morale.

    What if your organization were to proactively encourage the building of internal talent communities which were more than spokespeople used to connect to external talent?  What if you assisted employees with actively managing their long-term careers and linked these career communities with the findings from workforce planning exercises which forecast where the critical talent needs will be over the short and long term?  Internal talent communities that showcase opportunities for growth to current employees could increase the power of recruiting from within, exponentially.

    For more information on how to build career communities, check out http://www.careercollaborators.com or chat with us on this blog.  We welcome your insight.

     
  • Career Collaborators 12:01 pm on 01/03/2013 Permalink | Reply
    Tags: , , , , ,   

    What Does Career Planning Look Like In Your Organization? 

    • Managers are actively involved with each of their direct reports’ careers, starting with setting concrete, measurable performance goals, providing timely performance feedback, suggesting areas and professional development for improvement and having helpful conversations about career next steps and longer-term possibilities on a regular basis.
    • Career planning is focused upon the high-potential employees in each department, those who have been labeled as “ready to move up” in six months to a year; the rest of the employees don’t have much career development support.
    • Your organization has embraced “self-directed career development” with support from online catalogues or suggestions for professional development programs and career interest profiles where employees are pointed in the right direction toward this support by managers.  Employees are encouraged to take charge of their own careers.
    • Career planning is the final part of the performance management discussion when, after discussion about the employee’s annual performance, the manager asks a question like, “So what do you think you might want to do next?”

    Organizations, be they small start-ups, mid-market companies or large, global enterprises, use different strategies for career development.  The degree of effectiveness varies, depending upon how each strategy supports the human capital needs of the business, both short and longer-term, and how it supports employees’ desire for career development and growth.

    A career-friendly organization™ ensures that career development strategies support both organizational needs and employee needs.

    Should your organization take a fresh look at the effectiveness of its career planning processes and tools to maximize your ROI for the organization and each employee?  For more information on where to begin, click on this link to request our complimentary white paper,

    The Career-Friendly Organization™ http://careercollaborators.com/White_Papers.html

     
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