Talent management, pipelines & planning | Page 19 (348 items)

The downside of more people working longer is that 'bottlenecks' occur and younger employees feel stuck in their roles, but new research from Mercer suggests continuous succession planning is the answer.

Collaboration between HR and marketing teams has helped an employer attract new talent and keep engagement high during a period of rapid growth, according to its people director.

A hard job done well is what gives most women genuine enjoyment at work, while men say it's the excitement of new challenges that drives them, a new study reveals.

The ageing workforce and the shrinking global talent pool is prompting HR teams to consider non-traditional hiring approaches such as redeployment and alumni recruitment, according to a career transitions expert.

An approach for managing complexity when building aircraft carriers and space shuttles has given an HR department new evidence and justification for its decision-making, an engineer says.

For too long, HR practices have been driven by short-term business needs, to the neglect of broader, more important factors, according to UK-based researchers.

Current recruitment service delivery models will fail to fill critical roles in evolving organisations, and cannot support their long-term digital transformation and competitiveness, according to a labour market expert.

Employee complaints about being overlooked for roles in favour of external talent has led global tech firm Oracle to add a team of internal recruiters who just target existing staff.

Linking a leadership development program to real-time workplace challenges helps keep engagement high while delivering more benefits to the business, according to a workplace trainer.

HR's future lies in managing platforms of talent rather than pipelines, and in developing broader talent value propositions, according to a new Mercer report.