During a period of uncertainty and rapid change, reinventing your career can be challenging, yet necessary.
As Covid-19 continues to make virtual interactions the norm in several parts of the world, job and career fairs look set to stay virtual as well. However, the absence of in-person meetings at job and career fairs means that organisations have to work harder to make an impression on job seekers.
As companies struggled to survive during the earlier phases of the Covid-19 crisis, the emphasis on employee coaching and mentoring as part of talent development programmes might have diminished. But the crisis has, in fact, accentuated the need to strengthen such programmes.
Hong Kong’s first digital life insurer, Blue’s CEO and Executive Director, Charles Hung discusses crucial business principles and the art of identifying the right talent.
To return, or not to return to the office? In the post-Covid world, less contentious compromises will be key to attracting and retaining top talent.
Talking heads that go on for 30 to 60 minutes, dispensing a multitude of performance objectives in one sitting are just not good enough. Learn how to design micro-learning experiences that actually work.
For a professional looking for career longevity, career mobility must comprise varied opportunities to develop their skills, expand their network and maximise their success. How can your organisation provide all of this in order to retain top talent?
Remote work arrangements during the pandemic have made HR practitioners pay more attention to Diversity and Inclusion initiatives. But are they fully harnessing the power of D&I?
Covid-19 has created new opportunities for manufacturers and distributors in Malaysia’s medical devices industry. These are fuelling a greater demand for digital marketing, business development and research professionals.
Remote work has its advantages, but a lack of physical proximity could adversely affect some key areas of talent management.