This is part two of our Top Hiring Mistakes and Solutions series. For a refresher, or if you haven’t read it yet, you can check out part 1 here. We previously discussed biased hiring and hiring while neglecting other factors of the hiring process besides the interview. Here are some more hiring mistakes and solutions.
In my experience, hiring situations are little more than nightmares (and as a college student, I’ve had more than my share of interviews)—sitting in a waiting room with ten other students who are equally, if not more, qualified, wondering how to get the manager to choose me instead. But it turns out, while we’re sitting outside waiting for our turn, the manager or hiring staff are dealing with their own catalogue of struggles behind the scenes. Take a peek into how the other side of the desk operates—whether it’s to satiate your own curiosity, or to get tips for your own hiring practices—with our “Top Hiring Mistakes and Solutions, Part 1.”
A recent Goldman Sachs infographic defines the Millennial Generation as individuals born between 1980 and 2000. People in this generation have grown up in a world of immense change technologically, economically, and globally. This makes them what Goldman Sachs calls “digital natives;” they were born into technology, so they expect it and thrive better with it. With that said, it can be difficult to obtain and maintain Millennials’ attention. Forty-eight percent of Millennials say that word of mouth is their biggest purchasing motivator; only 17 percent say an ad has compelled them to purchase something. This year’s Inc.com Women’s Summit provided some solutions to get the attention you want and need to engage Millennials.
Workforce management software can help HR professionals and business owners track a multitude of employee-related metrics. But those workforce solutions – no matter how robust their functionality – are only as valuable as how well they help you improve organizational effectiveness.
Even the smartest, most well-developed business initiatives sometimes fail, and change management efforts are no exception. While a push toward change can fail for any number of reasons, a lack of ownership among executives and employees is one of the most common.
Organizations of all sizes make substantial investments in leadership development, but is it really paying off? With few exceptions, leadership programs are evaluated only on the content of the programs themselves – not outcomes. What’s more, organizations might not be sending the right people to the right programs.
To empower and engage their employees, many organizations are experimenting with nontraditional working arrangements. Flexible schedules are a hallmark of these efforts, but do they really have a positive impact on workforce development? Depending on who you ask, answers will vary widely. Nowadays, flexible schedules aren’t exactly a new concept, and everyone – no matter their opinion – can cite data to bolster their assertions. Yes, flexible schedules are valuable for workforce development. Proponents of flexible schedules, which can refer to any work arrangement deviating from the typical five-day, nine-to-five, on-site norm, love to cite studies like this World at
The talent management landscape is changing dramatically. Not only are the millennial generation’s values significantly different from those of generations past, but our 24/7, “always on” work environments are challenging our conception of “work” itself. When are we “at work?” When aren’t we? The difference is often a blur. As 2015 winds down, it’s time to examine the state (and the future) of talent management. We can do so by analyzing three specific trends: 1. The preeminence of work-life balance Millennials crave flexibility and freedom in their working lives, but few organizations are willing to provide those things the way