HR, Training and the ‘Gig’ Economy

HRExecutive

New survey data finds few organizations are investing in their employees’ training and development these days, and I’m beginning to think the “gig economy” may have something to do with it. Surveys, including one by the advisory firm Staffing Industry Analysts of nearly 200 large companies, point to similar changes.

Saba 65

Developing managers to succeed in the hybrid world of work

CLO Magazine

The more interesting and powerful factor is grounded in psychology and motivation. The latter approach leads to an unwieldy list of competencies, and worse, a choose-your-own-adventure approach for managers.

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HR Trends 2020: Top Insights of what’s to come.

Sergio Caredda

According to Deloitte, only 26% of surveyed millennial workers expect their economic situation to improve in the coming year. Gartner has identified 3 top priorities for HR leaders in their annual research: Build critical skills and competencies for the organisation.

HR Trends 2020: Top Insights of what's to come.

Sergio Caredda

According to Deloitte, only 26% of surveyed millennial workers expect their economic situation to improve in the coming year. Gartner has identified 3 top priorities for HR leaders in their annual research: Build critical skills and competencies for the organisation.

HR Analytics Case Study: Why Expats Quit – and how to Retain them

Analytics in HR

Moreover, organizations frequently forget to plan ahead and arrange a suitable career plan for the expatriated employee, causing a lack of suitable positions and consequences for career and psychological contracts upon return ( Pattie, White, & Tansky, 2010 ). For instance, the sector of the blue organization is characterized by high turnover, with talents frequently moving between competing organizations. The labor market is globalizing at high speed.

Definition of Insanity - Using the Same Performance Management Tools & Expecting a Different Result

Oracle HCM - Modern HR in the Cloud

It is proven to have an adverse impact; Most Performance Management processes and frameworks were developed during an era much more characterised by command and control within a deeper organisational hierarchy; The psychological contract has radically changed.forever! PWC recently conducted a survey which concluded that most companies only find performance tools helpful for managing extremes of top talent or poor performers and reward allocation. By Peter Rowley.