The world of workplace rewards in 2022 may feature scary aspects where constantly-monitored employees are overworked, paid only for performance and pitted against each other, only to be discarded if found wanting, according to a major survey.
An alternative prediction was that the employer of the future would be dedicated to enriching individual worker talents and fulfilling personal interests while minimizing environmental impact. The third possibility described a world featuring networks of independent contractors cooperating in virtual work relationships.
These predictions came from PwC, the consulting firm that polled 10,000 people in the U.S., UK, Germany, India and China and over 500 HR managers across the world for this report. Read more…
We’re excited to announce a new Whitepaper on HR in manufacturing we’ve pieced together that digs deep into the key challenges facing HR in Manufacturing—and what you and your organization can do to confront them.
We broke down the whitepaper into three sections:
The 9 Key Challenges facing the Manufacturing Industry Today: In this section we carefully breakdown the important challenges facing the industry, and why you need to consider them.
Key Strategies and Tips to Confront the Challenges with Confidence: We didn’t want to leave you hanging, so in this section we’ll share critical strategies and tactics that will help you face these challenges head on.
Examples of What the Experts in the Industry Are Doing: We compiled a list of 10 of our favorite companies and what makes them so great. You’ll find some extremely practical tips in this section!
I should also mention that just by downloading the whitepaper, we’ll give you a code to receive 10% off our HR in Manufacturing conference coming up this Nov. 4-5 in Ft. Worth, TX.
After downloading the whitepaper, let us know what you thought by commenting below!
I get asked a lot about the future of HR and I always say – if I’m not talking to someone totally uptight – that in about 10 years most of us will be replaced by artificially intelligent machines who don’t whine about money or appreciation.
That’s why I tend to limit my crystal ball gazing to about five years.
(For you doubters, I just watched a science show in which I learned that the biggest obstacle to robots replacing humans isn’t the ability to think or learn, it’s the ability to climb stairs! And between you and me, I think they’re gonna solve that one sometime over the next 10 years.)
So let’s look at the next five years and leave everything beyond that to the clever folks over at MIT. Here are seven (7) trends that are transforming HR as we speak, and by extension, how work is compensated. Read more…
A lot of time is spent fretting over the role of human resources, both what it does today and what HR will be tomorrow.
I’ve always thought the role of HR was pretty simple — find great talent, hire great talent, nurture and grow great talent — but too many people (even a lot in HR themselves) don’t necessarily see HR as the go-to place when it comes to an organization’s talent.
That’s why this new study from The Conference Board and McKinsey & Company, titled the State of Human Capital 2012, is so important, because it lays out four (4) specific opportunities that human capital (HR) executives must seize if they are to effectively manage the global talent pool in an unpredictable business environment. They include: Read more…
By Theresa M. Welbourne, PhD
This series on Fast HRM is devoted to the goal of starting a movement to speed up the delivery of HRM tools and process by learning the agile and extreme programming methods.
If you are not familiar with the Fast HRM term and the earlier articles, links to the first three pieces can be found here:
Today’s article moves on to principles 4 and 5: that Fast HRM requires business acumen, and, demands focused HRM. Read more…
For me, today is Day 1 of Year 2.
It may just be another early summer day for most of you, but to those of us at TLNT, it’s pretty special because it is our one-year anniversary.
A year ago, I was sitting here wondering how I would find enough content to interest people and make them want to keep coming back here. Yes, I had done a pretty good job of that in my previous stint as Editor of Workforce Management and workforce.com, but that was an established publication, not a brand new website trying to find its place among all the other blogs and web publications writing about talent management and HR.
One thing kept me going this past year, and I heard it first a few months after we launched from Sue Marks, the CEO of RPO firm Pinstripe. She told me she liked TLNT because it had such an interesting mix of content and voices. It was very different from all the other things out there, she said, and when I heard that from her, as I have this past year from so many of you, I knew we were on the right track. Read more…
By Theresa M. Welbourne, PhD
This series of articles on Fast HRM is devoted to the goal of starting a movement to speed up the delivery of HRM tools and process by following the learning of the agile and extreme programming methods.
In the first two articles, the case for doing Fast HR work was introduced and discussed. Through the series, the principles of Fast HRM are introduced. The pieces also discuss why the Fast HR principles are important for any human resources group that wants to help its leadership and management team succeed in the current environment of business, which is fast and getting faster every day.
The first article — The Fast HRM Movement: It’s All About Energy, Performance, Success — introduces this line of work. The second part — Fast HRM Part 2: It’s About Fostering Trust and Doing Business Fast – focused on trust as a key ingredient for going fast.
In this third article, relational capital is the focus. As you will see as you start thinking through all of these principles, they are related. With strong relational capital comes higher trust, and both relational capital and trust build a foundation for innovation, which was the first principle. Read more…
I get a lot of studies and research cross my desk or drop into my email, and a large percentage of them are the type that generate news and a headline today, but perhaps not as much long term insight for tomorrow.
That’s why this current study from Constellation Research is different. Titled “Helping HR Bridge the Business Divide: Four Ways to Generate New Value For Business,” it digs into what human resource professionals can do to help “bring significant business value to their business constituents.”
I don’t know about you, but that line certainly got my attention.
The report goes on to say that, “There are several obstacles that need to be overcome. This best practices report lays out the opportunities for HR to bring value to the business as well as a practical path forward.” Read more…
Editor’s note: This is part of a series on Fast HRM, which is devoted to the goal of starting a movement to speed up HRM work and improve organizational performance. The first article (The Fast HRM Movement: It’s All About Energy, Performance, Success) which introduces this line of work, can be found here.
By Theresa M. Welbourne, PhD
The Fast HRM work introduced in an earlier TLNT article discussed ways that HRM can borrow from agile and extreme programming to simplify tasks and rethink how to deliver HRM work differently and faster.
The first principle focused on innovation in HRM. Innovation requires courage. Read more…
By Theresa M. Welbourne, PhD
Fast HRM is critical to any organization’s success. The work on Fast HRM is derived from an established field of practice in extreme and agile programming and over 20 years of research on what predicts long-term firm performance (to learn more, go here and look for the Fast HRM tabs).
What makes the agile and extreme programming work interesting is that it is a high-energy, high-performance movement – not just another fad. Fast HRM also is a requirement for any firm that has to speed up because the only way to do this successfully is through employees.
Today I will introduce you to 12 principles of Fast HRM. Fast HRM is a movement; it needs energy, excitement, and people who will join the movement and move it forward.
If Fast HRM is a successful movement, we will all be having a lot more fun at work. We will be more successful, our firms will be performing better, and perhaps we will be celebrating just like the dancing guy in this video clip (learn about a movement – take a moment to review): Read more…