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Workforce Solutions Review Online |
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TODAY'S WORKFORCE PLANNING: SPANNING THE GENERATIONS
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By Steve Boese, Oracle |
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As organizations continue to be constrained by external economic and competitive forces, the need to effectively deploy existing talent to meet current business needs and be properly prepared for tomorrow's challenges has never been more acute. In order for HR organizations to be successful in these workforce planning efforts, a more robust and nuanced view into the effects of generational differences on the workforce is an important and necessary component of the process. |
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PLANNING WITH YOUR BRAIN IN MIND
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By Richard S. Trafton, Ph.D., New Brain for Business Institute |
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The evolution of our brain has left us with structures
and processes that both drive us to look forward and provide us with processes that help and, in some cases, hinder the planning process. It isn't enough to create a plan. To be successful, the plan must make a difference in the business. In this article, the author focuses on three principle evolutionary drivers that influence plans and the planning process: Memory, Storytelling and Focus. Once we understand these three evolutionary drivers, we can wrap it into some action steps to help better align our plan and planning process with the way our brains really work.
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White Papers and Research Studies |
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CORNERSTONE ONDEMAND RESEARCH SUGGESTS 21 MILLION AMERICANS ARE PLANNING TO CHANGE JOBS IN 2012 |
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Despite high unemployment rates, an estimated 21 million Americans are planning to change jobs in the next twelve months, according to a new survey conducted by learning and talent management software provider Cornerstone OnDemand (NASDAQ: CSOD) with Harris Interactive®. When the cost of employee turnover can be up to 250 percent of the annual salary per exiting employee, U.S. employers who are unprepared can expect a steep price tag of an estimated $2 trillion on employee churn in 2012. Click MORE for survey highlights.
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TALENT MANAGEMENT 2011:
PERCEPTIONS AND REALITIES
An ADP Research Institute Study |
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Nearly every company, regardless of size, practices some form of Talent Management. It may be a loose policy backed up by a few papers and forms or it may be a fully integrated strategy automated by commercial solutions. In either case, companies are striving to get the most out of their employees while retaining those employees who are most valuable to driving the success of the organization. When it comes to Talent Management, these companies are doing the best with what they have and many feel they are doing a good job. Some of these companies really are managing their talent well. But others are not and they are unwilling to admit where their practices fall short. This document discusses some of the seeming contradictions between the perceptions and realities of Talent Management in companies that may be just like yours.
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Clarity in the Cloud: The Impact, Opportunity and Risk of Cloud
An Executive Summary of KPMG's Global Cloud Study
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Transform your business with the cloud. This drumbeat has punctuated just about every technology and business conversation over the past few years. Fueled by hype, oversimplification and promotion, cloud provocateurs can carry on at length about what cloud is and how it can transform your business. Few can tell you what companies are actually doing to benefit from the cloud or how to create and deploy a cloud strategy that is truly transformative. To bring some clarity to the issue, KPMG and Forbes Insight conducted a global survey in 2011. The survey was conducted among more than 900 individuals from 15 countries worldwide. Respondents were from both the client community of end-users, with input from both IT directors and executive management in companies with more than US$200m in revenues, and cloud vendors. |
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About Workforce Solutions Review |
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