“We have a very high unemployment rate and an abundance of people without the right skills. What do we do? How do we align this mismatch to execute and accomplish business and personal life goals? There is an answer in the way we interview and hire. ”– Hank Stringer
Marc helps the world’s largest and most successful companies improve the quality and depth of their talent. His consulting work focuses on creating effective talent strategies and detailed talent management process designs, all using the One Page Talent Management approach – Simplicity, Accountability and Transparency.
Like a Beatles Renaissance, the War For Talent is Back (for Real) Bruce Steinberg is the labor economist who is most focused on staffing issues. If you’re not subscribed to his monthly newsletter about the Employment Situation, now’s the time to sign up. Bruce’s crisp analysis helps see the national underpinnings of the recruiting problems [...]
Rather than making things better, it’s fairly common for venbdors to use a FUD (Fear, Uncertainty and Doubt) strategy rather than actually developing something. By screwing around with semantics and turning intelligent conversation into a debate about the meanings of words, they derail innovation and disruption.
When Gartner tackles big data, they describe it as a three dimensional problem: Increasing Volume (amount of data), Velocity (speed of data in/out) and Variety (range of data types, sources). Learn more in this week’s HRExaminer.
When I vouch for your ability to do a job as both a favor to you and a favor from the hiring manager, each of the three of us are bound into a relationship that depends on the others for success.
New technologies, by definition, begin their lives as untested hypotheses. The ideas make logical sense, but have not been tested in any way. With social media, the rush to deploy has included a number of idealistic ventures that did not work out.
Monitoring, in the form of process control charts, spreadsheet generated graphics and staff meeting gotcha reports, was the way an enlightened executive ran his business. Progress was a matter of making the line move up and to the right. Cost cutting involved moving it down and to the right.
HR Examiner Weekly Edition v 3.17 April 27, 2012 Disruption is a ProcessWe’re publishing the first in a series of free white papers about the various forms of disruption that are entering the HR and HRTechnology industries. Read Now » Project Staffing The internal project economy tends to run on reputation and political vectors rather [...]
By itself, Talx was an extraordinary data asset. Imagine that all of the information associated with the 11 services listed above were collected in a single database. If you could figure out how to sort and sift it, all sorts of things would be possible.
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