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A workforce of continuous learners has become a business imperative
By Marni Johnson
The world of work today is a very different place than it was even five years ago, and it is continuing to transform at lightning speed with the impact of digitization. A recent RBC report noted, “More than 25 per cent of Canadian jobs will be heavily disrupted by technology in the coming decade. Fully half will go through a significant overhaul of the skills required.”
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Employee retention in the non-profit sector
By Lisa Taylor
“Large organizations can provide careers. Agencies of our size can provide only provide jobs.”
This sentiment, heard in various flavours, from non-profit leaders highlights a critical myth that holds organizations back from retaining top talent.
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The skills for creating a great product can transfer to HR initiatives
By Tom Murry
Jim Rohn, the author of TwelvePillars, brilliantly wrote, “Success is neither magical or mysterious. Success is the natural consequence of consistently applying the basic fundamentals.” Whether one is in the fashion, publishing, automobiles, hotels, restaurants or technology industries – the four same basic principles of execution apply. They are the same everywhere.
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Demonstrated commitment from leaders is needed TO make this a part of an organization’s culture
By Graham Lowe, PhD
Great workplaces aren’t defined by eye-popping perks, pay and benefits. Rather, what these workplaces have in common is a culture of trust. Great Place to Work Institute (GPTW) has set the standard for defining and measuring what it means to be a high-trust workplace. A key insight from GPTW’s research is that trust-based cultures not only drive superior business performance, they also foster employee well-being.
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Integrating talent management and knowledge management
By Mostafa Sayyadi
Executives are spending more time concerned about operational risk than ever before. Operational risk is an operational approach to represent knowledge management, but in this case, it seeks to manage organizational knowledge in order to identify, satisfy and retain talent.
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Bill Pallett
By Lisa Gordon
Bill Pallett believes one of his biggest strengths as a human resources leader comes from the time he spent with his head in the clouds.
As an in-flight service director for Wardair in the early 1970s, Pallett learned the value of a strong operational background. When he moved into his next role recruiting and training for the airline, that experience was crucial to his success and credibility as an HR leader.