Learning and development is big business. Even with budget squeezes, about $135 billion is spent training employees in the USA every year, while in the UK, training resources averaging £276 are allocated to every worker. But how many of these billions actually improve the workplace, with skills transferred to everyday jobs?
Savvy organisations understand if you provide a bad experience for job applicants, it damages your employer brand and even your reputation
Do you have the right talent in your organization? The blunt answer for many of America's largest enterprises is: "Not yet" — and the reasons are striking.
At a talent-management meeting on March 17-18 in Coronado, Calif., experts from companies such as Cisco, Gap, Toyota, Wal-Mart and Oracle gathered to share perspectives. During formal remarks at the Conference Board event, most speakers did their best to stay upbeat. But a different story emerged in the hallway chatter between sessions.
I know the importance of being able to identify, retain and develop talented people. We all do, right? A model enabling organisations to ‘grow their own talent’ promises numerous benefits – not least significant cost savings. Why then is there still an over-reliance on looking externally when hiring? Is this just seen as an easier option?
It's unrealistic for a large organisation to locate and recruit for all of its senior employee vacancies internally. I dare say though that, with the right processes in place, most businesses could and should be able to fill a far higher proportion of such vacancies with internal candidates than they currently do.