Major organizations are increasingly seeking to align talent management strategy with business objectives, according to a survey of 537 U.S. companies by Right Management, the talent and career experts within ManpowerGroup.
Forty-six percent of the organizations represented in the survey struggle with such alignment, with as many as 18 percent reporting that there is no alignment with business objectives.
Employees have some of the greatest ideas, but the problem is getting them to give those ideas up!
At times, it seems you have to seduce the ideas from them, like pulling teeth!
Your employees can have the best ideas for helping your company grow. It’s only logical; employees deal with customer frustrations first hand. They have a front row seat for regularly occurring problems. They draw success from the jaws of failure. They know the client’s needs in detail, every day.
What your employees experience daily are the things that management has forgotten, or top brass may have never seen.
So why are the greatest ideas from employees failing to make it into practice? Perhaps they are gun shy!
For example, an incompetent manager shuts down an employee with a great idea. The manager might have forgotten the incident, but the employee never will. You can guarantee that the employee will never recommend anything again.
Managers that are smart enough to recognize a brilliant proposal must make sure they encourage future ideas, even if they do not use every idea.
For many human resources professionals, it is not a matter of “if” the time has come to embrace social media, but “why” they have not embraced it sooner…
Social media has stopped being a novelty (or passing fad) and has become an integral part of the business strategy for many companies. From advertising and customer service, to hiring and talent management, social media has an impact — intensifying the scope of the small corner stores to global corporations, and everything in-between.
Business has always been social— social media now makes business PERSONAL.
Companies most guarded about succession plans, often failing to communicate about training and leadership programs.
A sense of mystery may be appropriate for horror movies, but it is certainly unsuitable for human resources departments and the company’s long-term health.
Secrecy continues to be a general business practice, especially at the top of the organization, according to a survey by AMA Enterprise, a focused division of American Management Association.
Lack of transparency prevents an alignment of employees with the business approach, and can result in a system that is “certainly counterproductive, and potentially even destructive,” said Sandi Edwards, Senior Vice President for AMA Enterprise. Continue reading “Corporate Secrecy: Bad For Business”→
Learn how to become a trusted adviser to your business in this free guide.
HR leaders hear lots of talk about “getting a seat at the table” among the leadership functions of an organization. But what does it really mean?
Simply put, CEOs are demanding a more strategic approach in managing today’s workforce needs, as well as in planning for future needs. As an HR leader, you take ownership of the talent strategy in your organization when you:
Follow the money and focus on fundamentals.
Get the most out of your talent data, your managers, and your employees.
Look into the future while keeping an eye on your talent metrics.
The secret to integrating HR and business processes?
It’s the secret to getting a seat at the leadership table. And it’s a secret you can learn in this complimentary guide.