Talent management, pipelines & planning | Page 2 (339 items)

Being prepared to view negative feedback as a "golden ticket" for improvement has helped a global talent acquisition team transform its function in just six months.

Evidence-based workforce planning is always important, but particularly so when 10-year project timelines call for precise talent strategies, an HR leader says.

Most new CHROs have come from outside the organisation, and those appointed internally are less likely to be promoted to the C-suite, according to a new report that lays blames on a lack of senior HR succession planning.

Employers should be preparing now for an exodus of tenured executives in the near future, an advisor to CHROs says.

A chief people officer's role as a trusted advisor increasingly includes working "in lockstep" with the board, making these leaders a strong fit for CEO roles.

ANZ is piloting a highly-targeted program to improve diversity in its leadership roles, and feedback so far suggests employers shouldn't "underestimate the power of feeling invested in".

Ambiguity around "what good looks like" in middle management is an issue for many organisations, but a respected HR authority has come up with a "definitive standard" for these leaders.

Strategic workforce planning is a top-five HR priority for the year ahead, but few organisations have mastered it, and many still don't know where to start, according to a specialist in the field.

One in two Australian workers have experienced imposter syndrome at work, providing further incentive for managers to foster psychological safety in their teams, a coach says.

ANZ is exceeding its own goals and achieving above-average retention using a set of programs specifically targeted at supporting and developing "alternative" talent pipelines.