The top five challenges for the members of the C-Suite in the field of talent have been identified. The first of them is a lack of diversity besetting several workplaces. Another is succession planning with the leadership pipeline lying vacant thanks to the retirement of several baby boomers and the lack of credible replacements from the Generation X or Millennial generations. While talent at the middle and entry levels may be relatively flat, there remains immense competition for talent recruitment among several companies for the very best in the field. There is also huge disparity between the talent available and the kind of skills that will be in demand in the future. There remains an unfulfilled requirement for people with digital expertise for organization to remain future proof.

Source:https://www.forbes.com/sites/forbeshumanresourcescouncil/2017/07/03/the-five-top-talent-challenges-of-todays-c-level-executives/#6c045265f185

Uploaded Date:07July2017

Researches across the US are pointing out to the growing incidences of burnout at work. The General Social Survey for example has brought out that in contrast to two decades back, the percentage of such reporting has doubled. About half the workforce claims to be exhausted. A lot of this tiredness can be attributed to loneliness as an added vice. Another study conducted by the University of California states that loneliness reduces longevity by a staggering seventy percent, which is greater than all other commonly heard habits such as drinking, obesity or smoking. Marketing research firm Gallup in partnership with the Smith School of Business at Queen’s University has found out that this loneliness has led to a 37% increase in absenteeism, 49% more accidents, 16% reduction in profitability and a whopping 65% lower share price. Companies have devised some strategies to counter this ailment. One such strategy is to create a workplace that promotes inclusion and empathy. Another is to stimulate employees across the organization to forge strong developmental networks. Any collective success at the firm needs to be celebrated involving the entire team.

Source:https://hbr.org/2017/06/burnout-at-work-isnt-just-about-exhaustion-its-also-about-loneliness?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=17564058&spUserID=OTY0OTMwNTk5NwS2&spJobID=1042302321&spReportId=MTA0MjMwMjMyMQS2

Uploaded Date:07/07/2017

Like every other aspect of business, human resource management too is facing the consequences of digitization. On the one hand, HR is trying hard to integrate digital applications to its processes, but on the other a lot of such suites leave a lot to be desired. HR professionals get stumped by some such solutions, leading to a tarnishing of image away from its actual role as a business enabler. HR needs to follow some basic principles in order to utilize digitization for talent management which itself is a combination of recruitment, development and retention.  HR leaders must think holistically for the benefit of the business and not for the department to shine out. A lot of digital solutions promise simplicity, yet they end up complicating the processes further. So HR staff must not get dazzled by the new technology alone but look at its applicability. The ultimate litmus test is the employee experience that needs to get enhanced. For this to work, the baseline people processes must work properly. A resilient talent system must be built and further nurtured on. The employees’ experience needs to be understood, managed and further improved.

Source:http://www.hrmasia.com/content/talent-management-digital-age

Uploaded Date:05/07/2017

Managing the star performers is possibly the litmus test of talent management for managers. Stars have their own egos and associated quirks. The person must be properly engaged but not overburdened to be non-creative. While positive feedback needs to be delivered, it must not sound excessively reverential. The management training programmes ought to be designed in a manner that the person concerned gets challenged periodically to show his/her innovative abilities. This however, must not be at the cost of developing the next level of performers. These stars must be accorded due autonomy at work. The team leader needs to take care of the group dynamics involved so as not to alienate the others. It must never appear that the star is getting pandered to solely due to his/her productivity. Instead a sense of relationship must be forged with the person concerned. Another important trick is to encourage the star to proactively develop relationships with others in the team.

Source:https://hbr.org/2017/06/how-to-manage-your-star-employee?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29

Uploaded Date:05/07/2017

Due to innate differences in personality, the same aspects may not motivate for all at work. As per the Self-Determination Theory, there are three aspects which broadly cover for all. They are- Autonomy, Competence and Connection to others. Autonomy involves the freedom at work and such professionals thrive under bosses who allow this rather than the controlling types. Business research done suggests that business supporting autonomy have observed four times increase in productivity. Competence involves the ability to attain mastery at one’s tasks. This leads to improved engagement and subsequent enhancement in productivity. A third component is connection with others. This involves mutual contact with others based on a sense of respect. Support must also be provided to colleagues to succeed at group goals. A sense of trust needs to be forged within the team. Fun moments must be integrated alongside the seriousness of work

.Source:https://www.forbes.com/sites/pauladavislaack/2017/06/28/what-really-motivates-you-at-work/#4f5f7c3d2883

Uploaded Date:05/07/2017

Employee motivation cannot be limited to just maintaining a kind of balance between stick and carrot approaches. It is one of the key tenets of talent management as a pure compliance will only leave the team leader as motivated. The focus is now gradually shifting to not only getting the best out of team members, but making them feel great about it. For this, employees must be made to realize their relevance to the overall corporate strategy and where they stand. The challenges ahead must be mapped out well in advance so that proactive troubleshooting can be done. Contributions of individuals need to be appreciated and adequately rewarded. Employees are then often motivated to go beyond the minimum call of duty. Periodic self-assessment needs to be carried out to check one’s own motivation before setting out to enhance others’. This may involve adaption of one’s own role as well. Complete reliance on outdated methods must be forsaken.

Source:https://hbr.org/2017/06/motivating-employees-is-not-about-carrots-or-sticks?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=17545387&spUserID=OTY0OTMwNTk5NwS2&spJobID=1042100609&spReportId=MTA0MjEwMDYwOQS2

Uploaded Date:05/07/2017

Companies across industries are fighting tooth and nail for talent recruitment. Yet they are not getting things right as their value systems are still geared towards the bygone 20^th century. A study by Right Management confirms that companies that actively engage on management training and employees’ career development tend to outperform the others by six times. A LinkedIn study states that career advancement was the most frequently cited topic among employees while evaluating employment choices. The Manpower Group claims that about a third of organizations globally are struggling to fill positions due to a talent mismatch. This mismatch may get minimized by adopting a few tactics. First of all, the view of the talent pool needs to be expanded to leverage wider source markets. Career changers must be incorporated in some numbers as they bring certain qualities. Ex athletes for example bring energy, passion and focus while former military officers are known for fearlessness, resilience and autonomy. Neglected sources of talent such as boomerang employees must be tapped into. The career management path needs to be tweaked given the circumstances involving different teams and complexities. A flexible work environment will be able to seamlessly gel with employees’ own life changes. Disruptive experiences must also be offered to own employees so that they get an idea of how to embrace transformation. Employees must also be encouraged to open up and discuss career discussions with their seniors.

Source:https://knowledge.insead.edu/blog/insead-blog/talent-management-for-the-age-of-career-disruption-6406

Uploaded Dare:01/07/2017