Many organisations will find themselves without a pipeline of professional female talent if they don't take steps soon to mainstream flexibility, according to a panel of diversity experts.
Simplified organisational structures will help businesses respond to an increasingly unpredictable global environment, but this will require HR departments to develop a deeper understanding of the business itself so they can align talent strategies with company objectives, according to new research from ManpowerGroup.
A key role for HR in the coming years will be to persuade managers against "talent hoarding" and convince them that their job is to develop, then let go of, their talented people, says global talent management expert Josh Bersin.
A lack of consistency between induction and training processes and documentation is preventing many employers from getting the most out of young workers before they move on, warns Holocentric CEO Bruce Nixon.
HR professionals should develop a strong business case, and frame internal discussions about diversity in terms of workforce sustainability and inclusion, to avoid them being perceived as "special treatment for a special group", according to a new report.
Investing in the development of staff who have career aspirations outside of your organisation can still make business sense, according to the general manager of Bakers Delight Holdings, Gabby Kelly.
Many employers are discouraging a key demographic of jobseekers from joining their ranks - and don't even realise they are doing it, says Adage managing director Heidi Holmes.
Contingent work is set to dominate other forms of employment, but will bring with it huge challenges for HR professionals, a conference heard this week.
Age-related stereotypes can have a negative impact on employee health, wellbeing and productivity, according to conflict-management expert Catherine Davidson, who says that teaching employees to question stereotypes can improve their ability to engage, collaborate and innovate at work.
Organisations should include a balance of young and old managers in their decision-making processes, says Monash professor James Sarros, whose research shows workers in different age groups bring different types of intelligence to the table.
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