CAHRS Top 10 August 2015

1. The Best Way to Hire From Inside Your Company
Summary:
Cornell’s HR Assistant Professor JR Keller highlights two methods your organization might use, and will encourage focusing on. Many companies have turned to internal talent to fill critical roles and grow their employees. Internal hiring, however, is not foolproof. Research indicates that internal hires outperform external hires, but is there a better way to hire inside your company?

2. Hiring Graduates: The Challenges
Summary:
It is rather difficult for recent graduates to be equipped the personal and social skills required to be a top performer though they might have the technical expertise needed for the job. Especially when Millennials are trending to compose the majority of the workforce, it might be worth it for companies to invest in recent graduates, despite of their lacking personal skills. The article suggests that with the right amount of training and mentoring to develop the relevant people and leadership skills, an organization might be able to cultivate the right talent they need.

3. Start-Ups Finding the Best Employees are Actually Employed
Summary:
Diane Burton, Cornell HR Associate Professor and Center for Advanced Human Resource Studies (CAHRS) advisory board member, talks about the importance of long-term employment relationships. By dedicating time and resources to a long-term employment relationship, the article suggests that it allows for a systematic employee training and deployment system. On-demand employment closely aligns with the idea of maintaining human capital as the source of a company’s competitive advantage by investing more into their entire employee population.

4. Rethinking Employee Turnover
Summary:
Turnover and its cost cannot be the absolute judgment of whether a talent management practice of a company succeeded or failed, and having a high turnover does not directly translate to a failure. A high turnover, in a positive lens, may even be evidence for organizational agility if it indicates an agile workforce. Employee turnover, thus, should be not managed as a whole number but should be examined to better understand the individuals that left or stayed.

For more information on this topic, consider viewing the CAHRS Maximizing Business Success Through Organizational Agility webcast.

5. Are Workplaces Ready for Older Workers?
Summary:
More workers are planning to continue in the workforce past age 65 and some are planning to never retire. However, these expectations don’t seem to align with the labor strategies of organizations. Just four percent of organizations report having a formal strategy for recruiting and retaining older workers. To combat this misalignment in employer and employee views, should employers be forced to make provisions for older workers?

6. Connecting Talent with Opportunity: Better HR Platforms and Career Education
Summary:
As companies are constantly facing with the rapidly changing economic environment as well as skills gap in the workforce, it may be the time to better utilize the power of education to develop the talent pipeline. Some examples of such might include career education in early talent, and improving work skills in high school and college students. With the right amount of investment on education from private sector companies, could the skill shortage in the labor market be overcome?

7. What Learners Really Want
Summary:
The employee of today is spending more time on self-directed learning than on internal or external learning offerings. To match this desire of learners within your organization, the company needs to be more responsive to learners’ desires, provide content over gimmicks, and create a whole learning ecosystem.

For further reading on this subject, take a look at the CAHRS Learning and Development Working Group Summary.

8. Get your Talent Analytics off the Ground
Summary:
Organizations that analyze data to make better talent decisions face numerous benefits - from improved recruiting efforts and improved leadership pipelines to cost reductions and efficiency gains. The benefits of adopting analytical practices are well known, yet only 8% of companies think that their HR departments are strong in this area. This article outlines key strategies to begin leveraging talent data and analytics in your organization.

CAHRS members: Take advantage of the exclusive opportunity to discuss this topic in person with top HR peers at the CAHRS HR Analytics Working Group in San Francisco on Wednesday, September, 23rd.

9. Why an Open Minded Work Culture Matters
Summary:
Cohesiveness in the workplace starts with an open account of every employee’s strengths and differences. This article proposes that organizations must take the lead in fostering such team dynamics that make everyone feel engaged and inspired. Not only will improved team dynamics lead to more productive and efficient teams, but also more satisfied and loyal teams. This can be accomplished through managers who actively show care, organizations that invest in their employees, and building a culture of trust and acceptance.

10. The New Approach to Managing a Global Workforce
Summary:
Companies are growing their reach across multiple nations as business expands globally. Managing a multinational company’s workforce presents the challenge of how to manage employees uniformly and consistently within the diverse local laws that apply across borders. In the past, local laws have dictated policies and practices in each country, but there is a growing need for a global approach to human resource management. This article highlights that need.

CAHRS partners: Consider signing up for one of two working groups centered on The Future of Work: Implications for the HR Function of the Future in Denmark  on September 17th and Emerging Technologies and the Future of Work in Palo Alto, CA on September 25th.


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