Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. Response to the announcements came quickly from business analysts and the mainstream media, speculating about the effect these decisions would have on the companies and their employees and how those effects might eventually impact the workforce in general.
About a year ago, I was participating in a series of team meetings when I noticed that one question kept resurfacing: “How can we demonstrate the value of talent acquisition?” While the discussion moved to other topics, this question remained unanswered.
In this ebook, I make my case for a new kind of value mapping that centers around talent acquisition first and foremost. I aim to show you why I believe that value mapping talent acquisition can deliver better results, with more focused associated costs and impactful communication.
Two worlds have collided: the personal and the professional. The widespread use of social media by the general public is on a permanent trajectory, and it has streamed into the professional workplace. Use of social media across an individual’s personal networks is now competing with formal, business-oriented social communications on company-branded properties. Not only is there concern for the proper use of employees’ time while at work, but also for their possible conflicting and competing messaging within the same channels. Simply put, within the social space, informal conversations are bumping into formal ones.
The widely held assumption goes something like this: as a company grows larger, it benefits from tremendous efficiencies and competitive advantages that arise from scale. And since it’s estimated that between 2011 and 2016, 60 percent of global economic growth will be derived from emerging economies,1 an expanding global enterprise—making new inroads into rapidly expanding markets—makes more sense than ever.
With all the numbers and statistics that pass across executives’ desks, it’s no wonder the employee engagement score feels like one drop in a very large ocean.
But it’s not. Employee engagement is a business measure like no other.
This Ebook, the final of four in the Kelly Services® series on the scientific workforce of 2020 and beyond, will explore how free agency, hybrid workgroups, and the virtual workplace are trends that are converging to define how the world’s businesses and organizations will utilize their most valuable resources—talent—in order to compete more effectively, both today and tomorrow.
It may be time to bump your perfectly coiffed ‘employer brand’ in favour of all that’s real and human about your workplace.
Sally Hunter, director of KellyOCG’s EMEA practice, and Bill Boorman, founder of #Truevents, explain why organisations should consider peeling back their employer brand to reveal the ‘culture brand’ hiding underneath.
Pharmaceutical companies have long been considered late adopters of new technology, preferring not to stray too far from familiar territory. But in a fast-paced global marketplace, traditionally conservative drug companies can’t afford to drag their heels in embracing the new world of business IT—cloud computing.
An industry that depends so heavily on technology would seemingly be eager to embrace business solutions that enable more efficient collaboration and faster communication, but the healthcare sector in general has been a laggard in the rush to adopt cloud computing, primarily due to security and privacy concerns. However, the benefits of moving to the cloud are fast becoming evident across all industries, and the medical devices industry is beginning to sit up and take notice.
Even though it is one of the most talked-about technologies today, there is no concrete definition of cloud computing.But clear definition or not, the idea of the cloud is clearly taking root and growing fast across all industries, including finance. Some large banks are testing the waters, others are cautiously playing wait-andsee, and some aren’t quite sure what cloud computing is, but there are basic concepts everyone understands.
The oil and gas industry would seem to be a natural fit for cloud computing, having been early adopters of other new technologies such as high-performance computing and even social networking. But despite the growing popularity of cloud computing for businesses, the oil and gas industry has been hesitant to embrace this new technology.
Cloud computing is in the early stages of adoption by healthcare providers, but its popularity is growing. Because meaningful data will be more readily available to healthcare professionals, the results can translate to more productive office visits, more accurate diagnoses based on trend data, and faster responses to patient emergencies.
This Ebook, part two of the Kelly Scientific Resources series on the scientific workforce of 2020 and beyond, will explore the benefits of thinking in an innovative way when it comes to the workplace, and how a workforce solutions company like Kelly can help companies with science focused needs take advantage of these unique pockets of human capital, workforce resources, sprouting up across the globe.
The virtual networks of today and the possible developments in the future can be almost anything a company wants them to be. Particularly in the sciences, the most highly skilled talent across the globe has only begun to use these networks, and so it will be critical for scientific companies to not only understand how they work, but to be able to tap into the rich vein of human capital these communities provide in order to increase their organization’s capacity for innovation and their appetite for discovery.
Call centers have been at the forefront of new and innovative employment models for over a decade. They are often subjected to cost–cutting and outsourcing, and they continue to suffer among the highest voluntary attrition rates in the service sector. But, this is nothing compared to what’s on its way.
Today, the entire world has become an employment melting pot. Borders seem to dissolve as organizations seek out talented individuals to drive innovation and efficiency at a scale and speed never before seen. Increasingly, Increasingly, this has required organizations to reconsider how permanent, temporary and contingent labor is purchased and managed.
This Ebook will discuss the future of free agency and the strategic steps you can start taking now to make the most of this powerful component of the new world of work.
This Ebook, a part of the Kelly Scientific Resources® series on the scientific workforce of 2020 and beyond, will discuss the future of free agency and the strategic steps you can start taking now to make the most of this powerful component of the new world of work.
They may be relatively small in number, but they pull more than their fair share of economic weight. Amid higher unemployment and economic turmoil, we need them now more than ever -- STEM TALENT.
If STEM jobs are good for the economy, then STEM careers certainly hold great promise for current and future workers. This ebook provides a quick overview of STEM jobs, which are very much alive and growing.
Whether it’s managed in-house or outsourced, the Talent Acquisition function and its costs are continually scrutinized and assessed for potential efficiencies. In the current economic climate, the pressure to reduce cost and improve efficiency remain a key priority, however there is increasing evidence that Shareholders recognize competitive advantage is intrinsically linked to Talent and that talented employees simply don’t stay as long and attracting them in the first place takes tenacity and consistent focus.
In many ways, the old idea of ‘brain drain’ has new meaning—thanks to the mobility of the world’s workforce, and unstoppable global demographic shifts, the right skills are now harder to find and even harder to keep, but diasporas are young, educated and connected—just what organizations are looking for.
Over the past three years, employees’ intentions to leave their current jobs have risen more steeply in the Americas than anywhere else in the world—and New York City employees are major contributors to this trend.
New York City employees represent one of the most strategically mobile workforces in the world. They are ready, able and willing to move, and employers need to understand why before they face large talent gaps they cannot fill.
A global pattern has emerged in talent retention. Most people are planning to switch jobs this year, and they have clear strategic reasons for doing so. Few employees across Asia-Pacific feel that their full potential is being utilised and many are seeing greater opportunities in their local markets. This inevitably throws up a negative cycle for employers: one employee leaves to pursue their goals elsewhere, another arrives in their place with the same goal.
A strong, global pattern has emerged in talent retention. Most people are planning to switch organizations within the next year, and they have clear, strategic reasons why they’re doing so.
Few feel that their current organization is accessing their potential, which inevitably throws up a negative cycle: as one employee leaves to pursue their potential, another arrives in their place with the same goal. It seems both will get what they seek for the short term and then the cycle will repeat, leaving HR and hiring managers to pick up the pieces and consistently plug skill gaps.
A strong, global pattern has emerged in talent retention, and employees across the EMEA region are no exception. Declining satisfaction and meaning at work is reaching a natural crescendo—and it’s hardly assisted by ongoing market turmoil and the quickening pace of change. Most people are planning to switch organizations within the next year, and they have clear, strategic reasons why they’re doing so.
Amid the doom and gloom of the American economy, the light industrial space is a rare positive note. The U.S. Bureau of Labor Statistics shows the unemployment rate across the manufacturing industry as a whole dropping back to around 9% at the end of 2011, from a high of more than 12% in 2009. Throughout 2011, the statistics have been improving month-on-month, with both separations and mass layoff events decreasing steadily. And, if the issues outlined here are anything to go by, the positive signs could well be the beginning of something bigger.
The workplace is changing. While there are many factors that influence this change—including economic conditions, an aging workforce, and changing worker attitudes—the bottom line is that the workplace has become unpredictable for businesses and workers alike. As a result, businesses need flexible talent to fill gaps, and at the same time, workers are looking for more freedom and flexibility.
Following are five things you need to know if you are considering the free agent workstyle.
Today’s business climate is plagued with an unprecedented pace of change and uncertainty that makes it difficult to define current—and future—workforce needs. We believe the free agent workstyle trend holds a key for companies that want to manage risk and respond to business uncertainty with high quality, agile talent. Following are seven ways organizations can capitalize on the free agent workstyle trend.
The quality and diversity of talent can directly impact any organization’s efficiency, effectiveness, and profitability—attributes that are key to succeeding in a fiercely competitive business world. This E-book is made for you to start to find answers to these challenges, and to prepare you to survive the Talent Battle.
If “management is doing things right and leadership is doing the right things”, what exactly are these ‘right things’? How do we know when we’re doing them and when we’re not? The latest findings from the 2011 Kelly Global Workforce Index show that leadership culture and practice is failing to fulfill employees’ needs and expectations—and for companies looking to strengthen their employment brand, this is a clear opportunity.
Today, despite global economic instability, and large variations in employment rates, finding the right people is harder than ever. This is what we call ‘talentomics’—the ‘economics of talent’—and the supply-demand equation that underpins it has changed.
Online job boards have become a dominant way that people find work in virtually every developed market, outpacing other avenues such as referrals and traditional print advertising.
This report explores the major job-seeking trends in Metropolitan New York, and offers some insights for both employees and employers in this market.
With more than half of your workforce expecting to change their career in the next five years, either by choice or necessity, this report will provide some simple, effective insights to help you manage employee expectations, retain talent regardless of location or career level, and engage an increasingly diverse workforce.
Driven by economic, demographic and attitudinal forces, the free agent workstyle is on the rise. Today they make up 44% of the active workforce in the United States. Why is free agency gaining such momentum in the workplace and what makes these workers so unique?
The more things change, the more they stay the same, and the ‘social networking revolution’ is proof. The reality is that social networking isn’t new, particularly when it comes to job seeking. What is new, is the way we access and communicate within our networks.
Of course your brand matters, and not only to consumers. You already know the basics about branding: it is not simply an image you create to display to the world; it is also the emotional experience your customers associate with a product or service. It is common sense that your corporate branding strategy will be successful if your voice is heard and remembered above the cacophony of your competitors’ voices.
OMG Change...everywhere, every day. We are all struggling with the skills dilemma that is challenging the way we manage and plan our workforce of the future.
Today’s business environment is fast paced and constantly changing, with a labor pool that includes people of all ages and experience levels in locations all around the world.
If you have seen my last e book “The 4 Myths about Talent Mobility” you know already the truth about talent mobility; Workers don’t want to move – too far for too long.