Harvard Business Review

OCTOBER 6, 2023

The future of work will not be determined by technology, but by creating the right mix of education, exposure, and experience needed to develop skills and put them to work, creating a vastly more productive workplace and economy. In this article, the authors recommend a “70/20/10” learning model, in which only 10% of learning comes from formal instruction (education), 20% from social learning or mentorship (exposure), and 70% from hands-on, experiential practice with feedback (experience).

Education 144

Education 144

AIHR

OCTOBER 6, 2023

An exit interview process is not complete without an exit interview template, which will ensure your exit interviews remain consistent and thorough. You can use the feedback to discover areas for improving your organization’s employee experience. Research published in Harvard Business Review has found that 1 in 4 companies don’t conduct exit interviews.

User Experience 93

User Experience Manager Scaling Recruitment 93

Harvard Business Review

OCTOBER 6, 2023

Traditional job descriptions can’t keep up with the rate of change in real roles in today’s organizations. As new technologies disrupt processes and require new skills, and as companies are moving toward more and more project-based work, we are beginning to see the evolution of job descriptions away from static, holistic prescriptions that follow an employee for years to dynamic guidance that changes based on needs.

Recruitment 132

Recruitment Manager 132

BetterUp

OCTOBER 6, 2023

There’s an educational podcast for every curiosity and personal growth goal. Here are 18 of our favorites to get you started on your path to self-improvement.

Education 98

Education 98

Speaker: Tim Buteyn, President of ThinkingKap Learning Solutions

💢 Do you find yourself stuck in never-ending review cycles? Are you wondering if your Subject Matter Expert actually got that last review request? Are you having trouble trying to decipher impractical or conflicting feedback? 💢 If any of these scenarios sounds familiar, you may benefit from a crash course on managing SME relationships!

Benefits

Harvard Business Review

OCTOBER 6, 2023

Managers tend to think about liquidity as a finance issue, but in face the behaviors of the sales and operations team — and how they communicate and work together — can have a direct affect on a company’s cash position. To improve this working relationship, focus on aligning the teams, improving the quality of forecasts, map forecasts to the supply chain, and optimize for profitability rather than predictability.

Cash Flow 116

Cash Flow Marketing Sales Sales 116

Lolly Daskal

OCTOBER 6, 2023

When it comes to leadership, coaching should be an essential part of your leadership. Coaching your employees helps them to develop their skills, achieve their goals, and grow as professionals. However, as with any leadership activity, there are potential pitfalls to avoid. Here are some of the worst mistakes leaders make when coaching their employees, and how to avoid them to be an effective coach: Not Making Time: One of the biggest mistakes leaders make when coaching their employees is not ma

Leadership Development 88

Leadership Development Energy Employee Engagement Manager 88

Leadership Freak

OCTOBER 6, 2023

Everything that’s done requires energy. Lousy leaders suck the life out of people. Remarkable leaders add energy. Here's how.

Energy 101

Energy Leadership Development Manager 101

Eric Jacobson

OCTOBER 6, 2023

“Most people are blown off course by unexpected events. Top performers, by contrast, know how to navigate our unpredictable world. Not just that: they know how to thrive in it. You can acquire this essential skill, too,” explain Matt Watkinson and Csaba Konkoly , authors of the book, Mastering Uncertainty. In Mastering Uncertainty , the authors reveal the shortcomings of conventional business thinking and the advantages of developing a “probabilistic” mindset that turns uncertainty from a source

Manager 82

Manager 82

AIHR

OCTOBER 6, 2023

In brief Despite global talent shortages, a large part of the workforce – including groups like caregivers, people with disabilities, refugees, veterans and the previously incarcerated – is willing and able to work but remains unemployed or underemployed. This is referred to as the hidden workforce. Biases, stereotypes, and prejudices that permeate organizational decisions play a big role in keeping this hidden workforce untapped.

Diversity 59

Diversity Benefits Manager Government 59