The PeopleFluent Blog

Employers now find that previously successful recruiting strategies aren't working. Here are ways to build your employer brand and attract good candidates.

Across industries, work and workplaces are shifting to keep pace with technology innovation and digitization. Experts may debate its pace and progress, but no one disputes that the digital transformation is irreversibly underway. And by its very nature, this constant technical innovation and the accelerated pace of business are putting organizations of all types squarely in the learning business. That is, if they want to succeed, companies must invest in the programs and technologies it takes to manage change, develop skills, grow knowledge, and instill desired attitudes and behaviors.

Organizations face constant pressure to build a strong, effective, and sustainable leadership pipeline. But like most strategic planning, this is easier said than done. When it comes to the succession planning process, many HR managers are challenged to ensure their succession strategy is flexible enough to meet the needs of the organization and the employee, as well as shifting dynamics within their industry. Proper succession planning instills confidence across the organization that selection of future leaders is strategic, comprehensive, and fair.

By following these tips, your company can break the cycle of a reactive recruiting process and solve the challenge of high-volume recruiting for good.

In modern organizations, the hierarchal manager/employee relationship is no longer the sole focus of workforce planning. Instead, what’s been dubbed “the war room of HR” must account for a variety of matrixed teams and indirect reporting relationships. To plan for and around these relationships, first you must understand them. And spreadsheets with rows and columns of workforce data don’t help.

“Employees are our greatest asset.” Cliché, yes, but one that endures by virtue of its truth. No business can succeed without the intelligence, innovation, and contributions of its employees.

An exclusive emphasis on traditional learning and development is no longer relevant to 21st-century careers. Employees know they need to constantly update their skills. And organizations are recognizing that a “culture of learning”—one that is dynamic and continuous—is key to attracting and retaining the best talent.

This article by Learning Technologies Group’s Chief Strategy Officer, Piers Lea, explains why acquiring PeopleFluent gives our organization a global footprint, alongside industry-leading brands such as LEO Learning, gomo, Rustici Software, Eukleia and PRELOADED.

It’s an unfortunate fact that most compensation teams have experienced or are experiencing the pressure of managing an annual increase cycle with a flat or trimmed budget. Here are 3 compensation strategies for better outcomes.

Facebook Jobs and other social platforms enable efficient, targeted candidate searches, but it's important to know the potential downsides.

In recent years, the topic of compensation has extended beyond the expert community of compensation managers and HR to become a cultural conversation. It’s headline news in the United States and Europe—from competitive sports and Hollywood actors, to Google and big tech, to the financial services sector. While headlines have highlighted gender differences, pay equity goes well beyond gender alone.

Recruitment expert Katherine Moody examines the kind of questions healthcare recruiters can ask hiring managers to help achieve hiring success.