In the future of work, talent management teams will need to get their hands on predictive data to make the best talent decisions.
Last year, information leaked that Amazon tried to build an algorithmic system to analyze resumes and suggest the best hires. It failed. Hard.
The key to keeping people motivated and engaged at work is simple: Give them opportunities to learn and grow on the job. It makes sense—it’s so much more enjoyable to work in a setting where you can expand your skill set and solve new challenges. Too much repetition and things get old fast.
Being human means being susceptible to bias.
For as long as business competition has existed, a company’s reputation has played a vital role in attracting customers and increasing revenue. But what hasn’t been evident is the crucial role your employer brand plays in attracting top choice candidates.
Since we live and work in an increasingly global marketplace, talent professionals are facing a new challenge – discovering a universal method to hire, promote, and develop talent from different countries and different cultures.
85% of jobs that will exist in 2030 have not been invented yet.
Machines will be capable of carrying out half of all work tasks by 2025 — equating to the loss or displacement of 75 million jobs. But, in the same period, 133 million human jobs will be created.
These days, many organizations dismiss competency models as outdated, static, and unable to scale. The truth is, these misconceptions often deter organizations from benefiting from the predictability and scalability that competency models can provide (when used correctly, that is).
