Post-Covid megatrends such as digital transformation and sustainability have made it necessary for organisations to attract talented individuals with core competencies that enable new ways of achieving success. However, talent scarcity requires talent management strategies that go beyond sky-high salaries and generous rewards.
Covid-19 has led to exponential growth for logistics companies. However, while digital transformation has been accelerated in the industry, demand for manpower has also increased, exacerbating pre-existing manpower shortages. How can companies in ‘unsexy’ sectors raise their talent attraction and retention game?
Even as you focus on recruiting talent for today, bench-building efforts should be on your radar. Having a ready talent pool will not only eliminate unnecessary competition at crucial junctures, it will allow you to fortify your business without interruption in the event of a future crisis.
Millennials’ perception of “risk” tends to be quite different from that of other generations. In this report by The Straits Times, PeopleSearch Singapore’s Jaime Lim weighs in on the millennial mindset when it comes to jobs and careers.
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?
If you still perceive the virus as merely a temporary hindrance to your career growth plans and are waiting it out, you need to rethink your approach.
It’s common for a request for applications to attract candidates who seem less-than-perfect at first. But don’t write them off.
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?
It’s common for a request for applications to attract candidates who seem less-than-perfect at first. Don’t write them off. Instead learn how to evaluate job candidates differently. Look for those who can grow and evolve with you.
How can organisations go beyond paying lip service to performance management overhauls, and actually make them a reality, not just for now, but for the long term?