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Will AI become a competitor to human outplacement specialists, or can AI and technology like resumé parsing technology work alongside them to create a smoother career transition for workers facing job displacement due to automation. Explore the impact of AI on employment. Is the coming robot apocalypse more hype than reality?

In the face of a tightening talent market, the traditional "fire-and-rehire" cycle is proving to be not only wasteful but also a detriment to effective talent retention. While organizations face various obstacles in adopting talent mobility strategies like redeployment, a closer look reveals that the structure and culture within HR departments themselves might be the primary barrier. This article explores the challenges and potential solutions for overcoming this obstacle, highlighting the significance of redeployment in today's competitive landscape for attracting and retaining top talent.

To address the challenges of the skills gap, we've outlined three models that help companies rethink their approach to reskilling and upskilling, including how to treat this as a human capital investment in their accounting process.

In the quest to drive organizational success, strategic talent management is key. It's about more than just filling vacancies; it involves identifying, developing, and promoting the right talent to meet your company's strategic imperatives. To achieve this, firms need to move beyond gut instinct and adopt an evidence-based approach to hiring and promoting. Here are four key considerations to guide your talent strategy and ensure you have the right leaders in place to achieve your business goals.

John Morgan, President of LHH, joins Matt Alder on the Recruiting Future podcast to discuss effective HR strategies like reskilling employees, talent marketplaces, and focused redeployment. With external talent shortages and a growing skills gap, they explore how companies can future-proof workforces, gain a competitive advantage, and strengthen talent acquisition strategies.

A bad hire can have far-reaching effects on your organization, from increased employee turnover and costly hiring mistakes to damaging your company culture. Understanding the full cost of a bad hire, beyond just productivity losses, is crucial for improving talent acquisition strategies. By addressing these challenges, businesses can enhance people management, reduce turnover, and strengthen employer branding for long-term success.

Taking a longer-term view is the essence of the Return on Individuals; a deliberate, methodical effort to grow your business by enabling your employees to fill future roles, either within your organization or somewhere else.

Gender inequality persists in the finance industry, where women continue to face significant pay gaps and career barriers. Despite strides made towards gender equality and women’s empowerment, women in finance often encounter gender bias and workplace discrimination. By understanding the root causes of the gender pay gap and implementing strategies for pay equity and career advancement, we can work towards a more equitable and inclusive future for female leaders in finance.

The future of work demands a renewed approach to talent management. Organizations must adapt to hybrid work models, prioritize employee experience and well-being, and invest in upskilling and reskilling. By fostering a culture of diversity, equity, and inclusion, organizations can build a renewable workforce that thrives in the face of change.

COVID-19 is shaking up recruiting and hiring strategies. Josh Brenner, CEO with Vettery, a digital hiring marketplace, talks about the impact of COVID-19 on the industry and why the future of recruitment is bright.

Coming out of the pandemic, some organizations will lead in human capital management by treating their talent as a renewable resource. Others will lag, focusing on wasteful layoffs. This is the moment to position your organization for the future of work by prioritizing employee development and skill development.

A checklist that every organization should consider when attempting to address D&I goals at the recruitment and hiring level.