Developing a company-wide growth mindset is top priority now for HR teams across organizations. Due to the rapidly changing work environment, a growth mindset is essential, yet this term is not well understood by Most. It is often misunderstood or even misused by employees and leaders alike. Myths abound around this term, starting with a view that growth mindset is about business growth. Another such myth is it is businesses who need to have this mindset, and not individuals. Teams unprepared on talent management essentials, wrongly feel that growth mindset is infinite, whereas in truth everything has its limits. It is also something which cannot be defined easily on binary terms. There are possibilities beyond and between yes and no. Growth mindset does not necessarily imply that employees must remain positive throughout. Instead it can be entrusted through formal management training sessions. It is ultimately about skills and abilities to be improved.

Source:https://hbr.org/2018/07/5-mistakes-companies-make-about-growth-mindsets

Uploaded Date:28 July 2018

One of the major concerns that leaders at big companies are facing these days is with people management. Especially in the age of digitization and automation, getting the right talent and retaining on to the best ones is a massive challenge. BCG has thus joined hands with The Network to gauge insights on work preferences and labour trends. Certain key trends have emerged as a result of this, beginning with a drop in the preference to work abroad for nationals of both the UK and USA. Even in lower income countries such as Romania, Poland, Slovenia and Croatia the trend remains true. Some destinations however, are more popular than the others. This includes the US, Germany, Canada, Australia and the UK which has seen its popularity drop as a result of Brexit. Employees and employers alike are in the lookout for the best cultural fit. Companies need to rigorously prepare for this by creating a talent recruitment pipeline. The methods of sourcing need to be flexible and creative. The culture could also be tweaked to fit in the majority of employees. Specific management training sessions must be imparted to work on reskilling the workforce. Governments too likewise must develop a strategic workforce training plan.

Source:https://www.bcg.com/publications/2018/decoding-global-talent.aspx?linkId=53948056&redir=true

Uploaded Date:26 July 2018

There is a lot of talk about generational rift. Indeed, a lot of workers these days are feeling the heat due to millennials taking over, subsequently followed by their unique style of work. However, on further scrutiny it clearly emerges that beyond the generational differences, there exist a lot of other factors at play. The millennial generation is rather individualistic in ways, and so difficult to pigeonhole. Team leaders truly good at talent management need look beyond lazy generational stereotypes. The differences could also be regarding the stage of life or personal background. Sometimes even older workers within the team may cause problems to the leader, simply because of the feeling of being bypassed for the promotions. Whichever generation one belongs to, all want to feel valued. So this divide needs to be addressed like any other performance management issue.

Source:https://hbr.org/2018/07/the-key-to-preventing-generational-tension-is-remembering-that-everyone-wants-to-feel-valued

Uploaded Date:20 July 2018

The ongoing digital age has thrown up several winners and losers. A winner-takes-all mentality has pervaded this as-yet-young age. The purpose of automation has always been to ease up human work through the use of tools. A study has been anchored recently by the McKinsey Global Institute to look into the kind of key areas workers will need to upskill themselves in to remain relevant by 2030. All workplace skills may broadly be divided into five categories which are- manual, cognitive, higher cognitive, social and technological. The hours dedicated for manual, physical chores will gradually further reduce in the developed countries of North America and Western Europe. But ones involving higher cognition or the emotional and social aspects will rise. Those involved in talent recruitment in organizations would be well-advised to plan ahead for a time when there will be greater requirement for people with technological, social and higher cognitive skills. Companies could also proactively set up management training sessions for existing employees to they can upskill for such challenges ahead.

Source:https://www.weforum.org/agenda/2018/06/the-3-skill-sets-workers-need-to-develop-between-now-and-2030

Uploaded Date:18 July 2018

It is unfortunately inevitable for every company to be losing employees over time. Some of these employees may be the best out there but may have simply stalled so require a new challenge. While every boss would like to retain the very best, great talent management involves letting go when the time is right. Disengaged employees are often a cause of reduced productivity. A report generated by marketing research firm Gartner clearly claims that engaged employees are worth 17% more in terms of productivity and 21% higher with regards to profitability. All professionals remain at some sort of a learning curve. Whenever this learning curve flattens out, inevitably some employees will depart.

Source:https://hbr.org/2018/04/how-to-lose-your-best-employees

Uploaded Date:18 July 2018

Recruitment of digital talent is a huge challenge, especially in certain kinds of firms. Large, traditional firms engaged in low-growth industries with slim profit margins are those kinds. These are often situated far away from the big cities where the talent recruitment of data scientists would have been far easier due to the larger pool available. German and Scandinavian pulp-and-paper firms for instance are struggling to cope with this. They have devised ingenious techniques to bridge the gap such as by providing adequate corporate training to existing personnel encouraged to upskill. A major challenge for them is to align such digital capabilities with their core business. To this end giants such as BCG, McKinsey, EON, RWE, Metro, Lufthansa and Bayer have set up accelerators to get this done. These digital skills must be scalable across the organization and not remain confined to any single area. Bottom-up initiatives are being designed so that insights gauged at the frontline can be implemented.

Source:https://hbr.org/2018/07/the-barriers-to-recruiting-and-employing-digital-talent

Uploaded Date:18 July 2018

Beyond the well-known IQ, employees are also driven on by their respective levels of emotional energy. A sense of pride is instilled with through the specific characteristics at any organization. This pride in turn leads to an emotional energy, propelling employees to work harder. Companies good at talent management have a system to leverage this emotional energy to attain success, fueling even more pride. In this manner, the cycle keeps self-repeating. All forms of companies enjoy this, such as tehc startups and healthcare chains.

Source:https://www.strategy-business.com/pictures/How-Emotional-Energy-Drives-Employees-to-Excel?gko=dc076&sf181871108=1

Uploaded Date:10 July 2018