Talent management, pipelines & planning (357 items)

Effective competency and capability frameworks can boost performance and productivity, but too often they're a set of stagnant documents instead of active systems, a specialist warns.

It's crucial to distinguish between 'fit' and 'alignment' when making hiring and promotion decisions, but often organisations either conflate the two, or prioritise the wrong one, a registered psychologist says.

The best-performing organisations categorise their workforce costs in three key ways, enabling them to avoid reactive cuts and continue investing where it matters most, even during leaner times, an HR strategy expert says.

HR professionals are too often an "afterthought" when an organisation is facing cost pressures. Watch this webcast to understand how to play a key role in proactive cost optimisation and strategic workforce planning.

There are two "invisibility points" holding back the progression and retention of women in male-dominated industries, a strategic leadership advisor says.

When managers project a level of confidence they don't really feel, it can make people less likely to be honest with them, a leadership advisor warns.

Too many organisations are undermining their future workforce capability by making staff cuts that are too deep, or simply not strategic, according to a leading HR advisor.

The best-performing organisations don't cut costs and headcounts reactively, but rather build a culture where reviewing and adjusting resources is an "ongoing discipline and expectation", research shows.

Changing the wording of survey questions can make the difference between feedback managers take accountability for, and feedback that makes them feel attacked, a conference has heard.

Sponsorship is one of the top drivers of career advancement, but when conducted informally it tends to "favour the bold", placing employees who are quiet achievers at a disadvantage, an experienced talent leader says.