In the December Edition
From Grads to Boomers: Recruiting and Onboarding the Multigenerational Workforce
Today's organizations face a much different hiring and onboarding reality than ever before. Baby boomers are working longer as younger candidates continue to enter the workforce. While many organizations tailor their talent acquisition processes to address various job roles and functions, or to differentiate between hourly, salaried, and contingent workers, only 5% of organizations customize their recruiting and onboarding process to meet the needs of the multigenerational workforce.
Successfully recruiting and retaining top talent requires organizations to understand the challenges, strategic actions, and technology solutions available for engaging Baby Boomers, Generation-X, and Generation-Y employees, and the different attitudes and expectations of each generation.
Read on for tips on recruiting and retaining Boomers, Gen X, and Gen Y.
Learning Culture: Driving Competitive Advantage
The correlation between a corporate learning culture – the collective practices that facilitate information sharing and employee development – and business performance is well documented. Organizations with strong learning cultures perform better than their peers in a number of key business outcomes, including innovation (46% more likely to be strong innovators in their markets), customer satisfaction (33% more likely to report higher customer satisfaction), and time to market (34% more likely to get to market before competitors).
In our recent survey for the upcoming issue of
TalentWatch,
34% of all HR and business leaders told us that "innovation" was one of their top three goals for the coming year, up from 14% midyear and only 8% the prior year. Other top challenges include managing rapid growth and responding to change. L&D plays a vital role in helping organizations meet these challenges by developing a strong, internal learning culture.
Read on for strategies to build strong learning culture.
Driving Performance-Based Rewards
Many organizations are reassessing and recalibrating their performance appraisal processes, and this has people asking why we should do this and what outcomes we want. The simple answer is that we must train managers to differentiate talent before rewards are allocated.
Why? Because organizations that effectively differentiate talent and reward contributions have better business results, including
15-20% greater employee performance and increased retention.
Read the rest of Driving Performance-Based Rewards.
Calling HR Leaders: Participate in Bersin & Associates' Research
We are looking for HR leaders in the U.S. to provide feedback on a new benchmarking survey. The survey pre-tests will take place during December and January. Each pre-test will last approximately one hour, during which one of our analysts will discuss the survey questions with you over the phone.
In appreciation of your time, you will receive a
full copy of the results of the study plus a complimentary copy of
Employee Engagement: A Changing Marketplace, a report describing the key components of a total employee engagement strategy. Please email Karen O'Leonard at
karen@bersin.com for more details.
In the News
Training Zone (UK)
December 9, 2010
Josh Bersin: Predictions for 2011
By Cath Everett
In this article, Cath Everett summarizes Bersin & Associates'
Enterprise Learning and Talent Management 2010: Predictions for the Coming Year.
Click here to read the article.
Forbes.com
November 10, 2010
The Rising Challenge Of Social Business To HR Departments
By Rawn Shah
In this article Rawn talks about Josh Bersin's expert panel session,
Getting Beyond Compliance: Elevating HR's Enterprise Wide Strategic Role, from the
Enterprise 2.0 conference. Plus he sat down with Josh to talk about the big-win possibilities for HR using social business.
Click here to read the article.
New Research Highlights
Enterprise Learning and Talent Management 2011: Predictions for the Coming Year
This report focuses on Bersin & Associates' 10 key predictions for 2011, based on recent economic and business trends.
Members: Download today
Non-members: For a limited time, this report is available at no cost.
Virtual Classrooms: Facts, Practical Analysis, Trends and Provider Comparisons
In this report, we provide an overview of virtual classroom technologies (web-conferencing, video-conferencing, and telepresence technologies), including a brief history of these platforms, best-practice usages, common challenges, guidance for selecting the best provider.
Members: Download today
Talent Metrics: Benchmarks and Best Practices in Creating a Measurement Strategy
This research bulletin provides benchmarks for commonly tracked talent metrics, including employee turnover and promotions, and describes how to create an effective talent measurement strategy.
Members: Download today
The Business Value of Research in Corporate Learning and Human Resources
In this report, we describe why rigorous, pragmatic, continuous research is critical to success in the design and implementation of people strategies.
Members: Download today
Talent Management Roadmap to Maturity
Using examples from leading organizations, this research bulletin describes how to embark on a path toward mature, effective talent management.
Members: Download today
Coaching to Win: Developing People and Driving Performance at ADM
In this report, we share best practices from Archer Daniels Midland Company (ADM) on implementing an eight-week, process-based coaching learning experience.
Members: Download today
