Talent management, pipelines & planning | Page 3 (353 items)

As more employers become skills-based organisations, HR practitioners will need to rethink traditional strategies and apply a more dynamic approach to talent management, according to an advisor.

As the workforce continues to undergo rapid, dynamic, non-linear and complex change, more organisations are turning to skills audits and talent mapping to avoid falling too far behind, a workplace culture specialist says.

Most employers with a large contingent workforce don't consider their management approach is "mature", a survey has found.

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.