Recession Affecting Retail Hiring Trends

During 2008, the retail industry satisfied an immediate labor demand by hiring highly educated workers.  Unfortunately – that only solved one half of the problem.  
 
While executives are well aware of the global economic recession’s affects on sales and profitability, few may realize the full implications for their workforce.   
 
A trend emerged in 2008 of [...]

Critical Position IT Pulse Survey

Demographic trends are colliding with a global economic recession – how will this affect the supply of critical information technology workers is unknown.
 
Many are aware of the demographic trends affecting information technology occupations.  An abundance of senior workers nearing retirement and surprisingly, a dearth of younger workers entering the field. 
 
While the current global recession [...]

Learning as Competitive Advantage in the War for Talent

After posting this blog, I’ve continued to come across some interesting talent practices in this space, so I have continued to ‘update’ as information comes across my ‘virtual desk.’  I’ve choosen to group the new information under the original post so that you can see how the ideas have continued to develop over time. 
As I said [...]

CEO Imperative – Talenet Readiness – The Essential Strategic Intent

 In a period of global, recession it is easy to ignore the very real phenomenon of imminent  talent shortages.  As we enter the next decade, a perfect storm is descending on enterprise ability to access and retain the necessary talent to promote success.
 
nGenera research begun in 2003 suggests the following 5 trends  cannot be ignored [...]

Talent Practices for a Tough Economy

11/09/08
In the course of my normal early on-line shopping for the holidays, I ordered shoes from Zappos.  Being curious, I followed the CEO on Twitter.  For those looking for a great example of how to talk about tough issues with employees check out the CEO blog at Zappos.  This is a company known for developing [...]

The Information Technology Perfect Storm

The concept of workforce planning has been a core Information Technology (IT) initiative for quite some time. For the most part, it is a mathematical or formulamatic exercise focused on predicted labor growth minus anticipated departures equals hiring needs. Oftentimes there are bells and whistles in the process: but if we are being candid, the [...]

Speeding Up Talent Globe-Hopping

Globalization and the increasing pace of business are reshaping a key aspect of talent readiness: International assignments.
Since 2000, global assignments shorter than 1 year have nearly tripled – rising from 10% to 27% of assignments. That is one finding of the latest Global Relocation Trends Survey Report by GMAC Global Relocation Services, released in 2007. [...]

The Silent Generation Meets Generation Y: How to Manage a Four Generation Workforce with Panache – Part 1

Introduction Managing a multi-generational workforce is a challenge that many organizations are facing today.  Shelly Schmocker, Vice President of Global Talent Management at StepStone, says that effective workforce planning strategies will require a shift in thinking from the topic of the “aging workforce” and instead address issues related to the “multi-generational workforce”.  Companies are stepping back [...]

The Silent Generation Meets Generation Y: How to Manage a Four Generation Workforce with Panache – Part 2

Four Generations in the workforce
Figure 1 illustrates the numbers of each of the four generations currently represented in the workforce.  The four groups are: Traditionalists, Boomers, Gen X, and Gen Y.  Generation Y represents the largest number of workers in the workforce, with even greater numbers than the large Boomer representation.   By examining different generational perceptions, [...]

The Silent Generation Meets Generation Y: How to Manage a Four Generation Workforce with Panache – Part 3

Experiences of the Four Generations
In order to understand the distinctions between the four generation cohorts and understand what is driving their expectations, one must examine the historical, cultural context that shaped each cohort.  Figure 5 shows each of the four generations currently in the workforce.       
Traditionalists  Traditionalists, born between 1928 – 1945, were raised in homogeneous [...]