Learning cultures within organizations are becoming a standard job expectation as job seekers weigh their options when saying yes to an employment offer. In an increasingly competitive marketplace of dynamic talent, such cultures have become requisite for sustainable success.
Should hiring practices be updated for the sake of update or based on fairness and equality?
Recruitment is vital, as hiring the right or wrong people can make or break any organization. No matter the past successes and ongoing challenges, every organization can elevate their recruitment processes. Some things are simple and others more complex. However, small changes can reap big rewards.
Numerous surveys of CEOs show that they believe the quality of their leadership talent is a key factor to determining their fate. As such, HR and other business leaders are asking, “What can my organization do to avoid the risks associated with inadequate leadership, and better prepare our current and future leaders for changes that are yet unforeseen?”
From the phone in our pocket to the laptop on our desk to the proliferation of pads, screens and devices, the technologies at play speak to an ever greater potential for connectedness and innovation. Putting those technologies to good use is another matter entirely—and one which has seen technology too often cast as the nemesis of workplace productivity.
The ultimate goal of the debriefing conversation, of course, is to set the employee – or candidate – up for success in the prospective role. To achieve this, we need to provide a supportive climate in which the individual is able to gain maximum benefit from the knowledge contained in the assessment report/profile.