Talent management, pipelines & planning (353 items)

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.

When employers are disappointed in the value derived from their talent investments, it's often because they've made decisions "one level too high", according to an authority on human performance.

Workplaces and work practices that cater for cognitive difference benefit everyone, according to an occupational therapist who describes neurodiversity as "one of the great untapped sources of innovation in the workforce".

After reviewing the five skills most critical to leadership success in an organisation undergoing significant change, a chief people officer is now integrating these into "every single" HR process.

Many organisations are now attempting to plan their right workforce for "tomorrow", when they haven't even reached a consensus on what they need today, according to experts in the field.