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Assessing for the best

Assessing for the best

Nothing is more important to an organization’s long-term health and success than choosing the right people to lead it. But without a reliable way to gauge leadership potential, too much is left to chance. Assessing for the leadership capabilities your organization most needs – using methods that are proven to predict performance outcomes – takes away much of the uncertainty. But too often companies fall short on the follow-through.

In our experience, only about half of companies have a leadership strategy, and the strategies of those who do have a strategy typically lack some important elements. One particular facet was having a capability framework that defines good leadership.

 
 
 

How to build better leaders with just one simple change

How to build better leaders with just one simple change

You may have heard the saying: “Meetings are places where good ideas go to die.” I’d add that in the leadership development space, death by a thousand PowerPoint slides is a prevalent crime.

There is however a growing desire to revisit the way many organizations approach leadership development, and for good reason. The traditional “chalk-and-talk” method, where participants sit for hours trying to absorb theoretical information, is often time wasted. Without practical coaching on how to apply learnings in the workplace, the knowledge doesn't always stick.

 
 
 

Leading from the front

Leading from the front

Wondering how to help your business get ahead? Make workforce planning a priority.

It’s often said that people are the best asset a business can have – it’s called “talent” for a reason. But while many companies claim to value these “assets,” many are ignoring a key tool that ensures those assets are ready to be mobilized and are strategically placed to best serve the needs of the business.

As the name suggests, workforce planning is all about planning – and that takes time, energy and resources in the initial stages. But the rewards come in the execution, where businesses can enjoy improved processes and greater efficiency and speed to hire.

 
 
 

Hudson's Job Seeker Pulse Q3 2015

Hudson's Job Seeker Pulse Q3 2015

FORTUNE 100 VS. MIDDLE MARKET JOB SEEKING BEHAVIORS BY GENERATION & SENIORITY LEVEL

During the third quarter of 2015, job search activity increased in aggregate for both Fortune 100 and Middle Market employees, but not within all generations and seniority levels.

This edition reveals the most and least active job seeking groups as well as other trends such as:

 
 
 

The Creative Sourcing Myth

The Creative Sourcing Myth

This article originally appeared on the SourceCon blog.

Herein follows a tale of sourcing woe, like that of Juliet and her Romeo.

Have you ever been in a meeting with a, fill in the blank, and at the end of the meeting the conclusion is, “we need to come up with some creative ways of finding more candidates.” Every time I hear that I wonder, “what does that even mean?”

Do you feel that way too? In this post, I want to share some stories of souring woe, with the objective of clarifying the conversation and helping you identify solutions for a happy ending.

 
 
 

Attention Middle Market: Your Entry-Level Boomer Employees May Leave

Attention Middle Market: Your Entry-Level Boomer Employees May Leave

This article originally appeared in LinkedIn Pulse.

Since the start of 2015, the worker group registering the most dramatic escalation in job seeker activity has been the Middle Market Boomer Entry Level workers. That’s the finding when analyzing online job search activity data of Fortune 100 and Middle Market employees by generation and seniority level, as reported in Hudson's Q3 2015 Job Seeker Pulse.

The Middle Market Boomer Entry Level group’s mean J-Index score (an indicator of online job seeking activity levels) rose 147.1% from January 1 to September 30 of this year. That’s 53 percentage points higher than the second-most active group.

 
 
 

How do you manage the expectations of a multigenerational workforce?

How do you manage the expectations of a multigenerational workforce?

Whatever way you look at it, today’s workforce is multigenerational.

The Boomers, Xers and Millennials all work together in a professional environment with very different life experiences, values and preferences.

But are there really significant differences between the expectations, needs and wants of the different generations at work? It certainly poses a different set of challenges and opportunities for today’s HR and Talent Management teams.

 
 
 
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Hudson is a global talent solutions company. We help transform the workplace and unleash the full potential of organizations and individuals. Our expert team and proprietary tools provide you with unique insights and services that help you maximize your success. Operating around the globe, we deliver a range of recruitment, talent management and recruitment outsourcing solutions to get you and your business where you want to be.