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Recognizing how to use analytics to drive talent management outcomes is a skill of increasing importance among HR practitioners today. When you can access and leverage data effectively, you discover relationships and trends that help you predict and improve future talent management initiatives. Despite the obvious benefits, HR continues to fall behind.

With job growth continuing, unemployment at a 10 year low, and estimates for wage growth climbing, there is even more pressure on today’s talent acquisition leaders to refine their strategies and review how they’re approaching recruiting. A candidates’ market makes it even harder to source and fill highly skilled positions, while at the same time staying within internal pay equity budgets. Recruiting speed is the single biggest factor in hiring candidates that delivers business impact.

Leveraging econometric analysis of a dataset of approximately 63,000 hired employees spanning approximately 250,000 observations, this report looks not only at the measurable costs of toxic behavior such as sexual harassment, theft and fraud, but also other, equally damaging and harder-to-measure costs. The report examines these indirect costs closely, looking particularly at the toll toxic employees take on co-workers, and concludes that these costs create an even larger financial burden on businesses than the direct impact of an employee’s misbehavior.

In a perfect world, every employee is committed to your organization’s goals, is ready to go above and beyond in daily activities, and actively collaborates with other team members. Yet when it comes to employee engagement, there’s a big gap between perfect world scenarios—and the reality.

Making a profit in today’s business climate is notoriously difficult. Organizations must navigate multiple challenges, including increased government regulations, stricter budgets, and keeping up with rapidly changing technologies - all threats to the bottom line. Yet amid these challenges, organizations can still thrive - by improving productivity.

Today’s employees are autonomous, connected, and efficient, so how can companies provide them with learning initiatives that address their needs while also driving bottom line growth? Brett Wilson, Principal, Thought Leadership and Advisory Services at Cornerstone OnDemand, led a recent webinar, “Four Ways to Make Learning Work for the Modern Workforce,” and shared some tips on how L&D professionals can make their training initiatives more engaging to workers and be a catalyst for growth.

For the first time in history, organizations are likely to have five different generations working together—each with their own skills, interests, priorities and expectations. Not surprisingly, this generational diversity is forcing employers to take a new approach to talent management, embracing both the unique opportunities and the unique challenges of a multigenerational workforce.

Today’s executives don’t hold HR in very high esteem: according to Deloitte, “42 percent of business leaders believe their HR teams are underperforming or just getting by, compared to the 27 percent who rate HR as excellent or good when assessing HR and talent programs.”
For HR teams, this is demoralizing news. Amid economic ups and downs, a very real skill shortage, the Baby Boomers exodus, and rapidly changing technology (which ERP provider merged with whom, again?), HR teams have their hands full without the specter of a dissatisfied C-suite.

An estimated 75% of voluntary employee turnover is influenced by managers’ behavior. Translation? Employees aren‘t quitting their jobs—they’re quitting their bosses. That’s bad news for organizations planning for innovation, succession, and
market longevity. Human capital is an organization’s most valuable resource—and turnover is expensive not just in terms of sourcing, rehiring, and training costs but lost productivity.

U.S. companies spend $350 billion per year trying to increase the productivity of disengaged workers, but much of it is wasted because they’re throwing money at a problem they don’t truly understand. Engaged workers are also motivated workers; but what exactly is motivation? How do you define it? Check out the difference between optimal and suboptimal motivation,
how they affect your organization’s productivity, and the three steps you can take to increase it.