Talent management, pipelines & planning | Page 12 (339 items)

Employers now obtaining greater insight into the skills in their organisation are uncovering some huge surprises, not least among which are the ways employees would like to use and be recognised for their abilities.

Last year prompted many employers to think more strategically about their redeployment, internal mobility, and outplacement goals, but leading-edge employers are now also combining these areas with their future of work scenarios.

Defining future workforce needs and restructuring is employers' top investment priority this year, closely followed by "reinventing flexibility", new research from Mercer shows.

Employers' focus on internal mobility and other cost-saving recruitment strategies runs the risk of undermining an organisation's diversity and inclusion goals, a specialist says.

The JobMaker hiring credit will create "bad jobs", a Senate committee has been warned. Meanwhile a tech employer expects its new, global 'virtual first' work policy to open up much broader talent pools.

PepsiCo will no longer require employees to work 'normal' nine-to-five hours. Meanwhile leaders in the talent mobility space have been nominated for awards, and more.

Employees with some say over when, where, and how long they work for are much more likely to be high-performing than those with less flexibility, new research shows.

Restructuring its workforce to reduce 'excessive hierarchy' has helped an organisation become more agile and improve its customer service, this case study shows.

While 'blind spots' are preventing some employers from utilising their workforce to its full potential, others are ahead of the curve in identifying and addressing them. This HR Daily Premium webcast shares three critical role and talent management case studies.

Traditional ways of assessing the value of jobs are causing employers to over-invest in some roles and under-invest in others, with costly ramifications, according to an expert.