Tech jobs are some of the most in-demand jobs in the world right now, but prospective candidates won't be able to get by on raw technical abilities alone.

As the economy continues to recover from the disruption caused by the pandemic, many organizations are dealing with the challenges of attracting and retaining talent—as the current demand for labor continues to grow and voluntary turnover continues to increase at a record high. 

For decades, employers have placed emphasis on an 8.5 x 11 document to find their next great hire. The resume format may have evolved over the years, but its role in making talent decisions has not.  

Podcasts have grown in popularity and range tremendously over the past few years. You can find a podcast about almost anything these days – the opportunities to learn, be inspired and challenge your thinking are endless – especially when it comes to the world of HR.

Identifying future leadership talent is common practice for most global enterprises, but far too often, the criteria for what makes someone a "high potential" or "hi-po" is fuzzy at best, and deeply biased at worse.  

This article originally appeared in BenefitsPro.

Although history contests the attribution of this quote to Albert Einstein, I think we can all agree there is no doubt in the essence of its truth: “Insanity is doing the same thing over and over again and expecting different results."

Redeployment in response to disruption and change is often painful. Employees face nerve-wracking uncertainty, while leaders struggle to define new job needs and move the right people into both existing and emerging roles.

I first learned about Plum through the Career and Co-Op Centre at Wilfrid Laurier University, where I’m currently in my third year of studies for my Bachelor of Business Administration. I’ve always wanted to try working at a tech start-up, so when I discovered the Marketing Coordinator role at Plum, I knew it would be the perfect fit for my second co-op term.

Our work environments have changed dramatically over the past year, and few are feeling the pressure of those changes more acutely than those who lead teams. Over the last twelve months, many managers have adapted to working and leading fully remotely for the first time. And these days, their ability to adapt to leading in new working models is being put to the test again, as companies start to head back to the office or adopt hybrid work models.