Global Talent #26
The C-Suite Divide Over the Future of Work and Why Employers Must Beware of the Idiosyncratic Rater Effect
Is Your Organization Prepared for the Future of Work?
Adrian Gostick | Forbes | February 5, 2025
The author examines how organizations adapt to the evolving landscape of work by contrasting two companies: one adhering to traditional methods, resulting in employee burnout and declining productivity, and another embracing flexibility and technology, leading to thriving operations. Gostick emphasizes the importance of leveraging data and advanced analytics to drive strategic initiatives and improve efficiency. He also highlights the necessity of fostering a culture of continuous learning and reskilling to meet emerging demands. Furthermore, offering flexible work models, such as hybrid and remote options, is identified as a competitive advantage. While technology and data are pivotal, human elements like vision, creativity, and resilience remain crucial for businesses to not only adapt but thrive in the face of change.
Is the C-suite Divided on the Future of the Workplace?
Karl Breeze | The HR Director | February 5, 2025
In today's corporate landscape, a subtle yet impactful power struggle is unfolding within the C-suite, as CEOs, CFOs, and HR leaders each champion distinct visions for the future workplace. CEOs often advocate for maintaining the office as a central hub to foster collaboration and uphold company culture. In contrast, CFOs scrutinize the financial viability of expansive office spaces, favoring cost-effective solutions like downsizing or hybrid models. Meanwhile, HR leaders emphasize the importance of flexible work environments to enhance employee well-being and retention. These differing priorities necessitate a delicate balancing act among leadership teams. Leveraging data-driven insights into office utilization can aid in harmonizing these perspectives, ensuring decisions align with both organizational objectives and workforce expectations. Achieving consensus is crucial; without it, companies risk reactive strategies that may compromise operational efficiency and employee satisfaction.
Is Your Feedback Helping or Hindering Your Team?
HBR on Leadership Podcast | February 5, 2025
Traditional performance reviews often focus on correcting weaknesses, but research suggests this approach hinders employee development. Experts argue that building on existing strengths is the key to unlocking excellence. While addressing critical errors is necessary, it shouldn't be the primary focus. Instead, leaders should identify what's working well and empower employees to amplify those strengths. This personalized approach recognizes that each individual's brain grows differently and that excellence stems from leveraging existing talents. The authors of "Nine Lies About Work" advocate for shifting from a deficit mindset to a growth mindset, where "good job" becomes the starting point for deeper conversations about how to build on success. They also challenge the reliability of traditional performance data, highlighting the "idiosyncratic rater effect" and suggesting that focusing on individual experiences and reactions provides more valuable insights.
How Can Employer Branding Cut Hiring Costs by Half and Attract Top Talent?
Ron Johnson | Fast Company | February 5, 2025
Recruitment costs can be staggering, often reaching six to nine months of a new hire’s salary, with specialized roles costing up to 213% of their salary. However, brand-savvy HR teams are slashing these expenses by integrating marketing strategies into hiring. With 75% of job seekers evaluating an employer’s brand before applying, companies that leverage strong employer branding can cut hiring costs by 50%, reduce turnover by 28%, and attract 50% more qualified candidates. Leading organizations like Spotify and Google use dedicated career websites, social media campaigns, and employee-driven storytelling to showcase workplace culture. Bold recruitment campaigns, such as GE’s “What’s the Matter with Owen?” and the Royal Marines’ “99.99% Need Not Apply,” have successfully repositioned brands to attract top talent.
Why Are More Seniors Staying in the Workforce, and What’s Driving Them Back to Work?
Amrita Ahuja | Staffing Industry Analsyst | February 4, 2025
More seniors are staying in or returning to the workforce, driven by rising living costs, boredom, and job satisfaction, according to a ResumeTemplates.com survey of 1,000 U.S. residents aged 65 and older. One in four seniors is currently employed, with 22% having “unretired” and 6% planning to reenter the workforce in 2025. Cost-of-living concerns remain the biggest factor, cited by 51% of retirees considering a return. Other motivations include avoiding boredom (36%) and covering debt (29%). Notably, 61% of those still working simply enjoy their jobs. Age discrimination remains a challenge for older job seekers, with hiring biases favoring younger employees. Experts advise limiting résumé work history to the past 10–15 years and focusing on industries that value experience, such as consulting and coaching. The trend is particularly strong among younger seniors, aged 65–70, who are the most likely to remain in the workforce.
