If you were asked to lead a conversation around the implications for organizations and HR leaders of the Great Resignation (and other various shorthand labels), what would be the most impactful themes to explore to generate actional insights? Here are the critical questions that are at the core of key articles in this issue:
Shaping a Culture for Talent Attraction and Retention
by Katie Burke, HubSpot
- How can organizations provide a counterweight to the Great Resignation by building a compelling culture to create, in effect, the Great Retention?
- Does the walk match the talk of your organization’s leaders? Do their actions match their stated commitments?
- How is your organization measuring productivity, so that there is clarity for driving discussions around policies of work from home versus in-office, or a combination of the two?
- Is your company surveying employees, through interviews and other means, to get a sense of what matters to them most? (Hint: It’s not just compensation.)
- Does your organization hold managers accountable to develop growth plans that match the career goals of your diverse talent?
Talent Strategies to Win the Great Reshuffle
by Daniel Shapero, LinkedIn
- Given that LinkedIn’s research shows that employees put the greatest value on professional development, flexibility, and mental health and wellness, how can your organization best address those wants and needs?
- What programs can be developed to encourage internal mobility to build career paths that cross organizational boundaries?
- Are educational programs being made available to employees to ensure continuous learning and development of new skill sets?
- Does the organization promote and celebrate managers who both attract great talent and develop stars who move on into bigger roles?
- Is your organization developing programs to strengthen cultural bonds and personal connections among employees at a time when so many people are working from home?
Can Sourcing Workers Without Degrees Build a Stronger Labor Market?
by Shad Ahmed and Angela Briggs-Paige, Opportunity@Work
- Do your organization’s hiring filters over-index to people with college degrees, thereby missing the opportunity to find talented employees with strong skills who fall outside those filters?
- Would broadening the aperture on your hiring lens help your organization reach its stated DEI goals?
- Would a dedicated arm of the HR function, focused on recruiting and creating internal mobility for talent based on skills rather than degrees, open up new avenues for filling key roles?
- Does your organization’s push for a more inclusive culture also include creating a sense of belonging and recognition for employees whose resumes reflect skills training more than college degrees?