While majority of global organizations have management training sessions, few have official Mentor Programmes. The latter provide some unique benefits to any organization applied on. As per a study conducted by the American Society for Training and Development, it was found out that three-fourths of those surveyed acknowledged the role their mentors played in their growth. Even the likes of Oprah Winfrey, Warren Buffet and Colin Powell credit their mentors for contributions to where they have reached. Another survey done by Deloitte confirms that talent recruitment and further retention is highly benefited by such sessions. In particular, it is millennials who most get attracted to such schemes. The recruitment of millennials also benefits older employees as they get training on aspects alien to them. Overall the benefits accruing are holistic. Even at the very top, official mentorship programmes will have massive benefits. In CEOs’ leadership development, such sessions must be integrated to increase the longevity in their roles.

Source:https://www.entrepreneur.com/article/283228?utm_source=GoogleNewsstand&utm_medium=related&utm_campaign=syndication

Corporate training and development programmes aimed at creating leadership qualities fail more often than not. This is because companies spend a lot of money sending them out for Executive MBA or assigning personal coaches to them, but in this process these aspiring leaders leave the actual work environment. Three methods have been picked up from individual companies which create an ideal environment for such leadership development. The Barclays Bank and the Walt Disney Company identify individuals who care deeply for the work and grant them full freedom to innovate accordingly. They run Social Intrapreneur Challenges which leverage the experience of these employees to generate business ideas. Unilever has another equally effective approach called UL2020. Here, instead of creating a new business stream altogether, teams of five are created so that they can further improvise on existing plans. Another approach allows companies to retain talent so they can effectively lead teams and share their ideas. Examples exist of professionals switching from intrapreneur labs to director positions in relatively short time span. Such leaders execute to finish off the ideas they generated.

Source:https://hbr.org/2016/12/your-leadership-development-program-needs-an-overhaul?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29

HR managers in Asia are convinced that within the next five years, they will be tasked with managing both people and machines. This is because with the advent of Artificial Intelligence (AI) and advanced robotics, it is assumed that these trends will bear a huge impact on work patterns. Inputs provided by the MIT Technology Review suggest that Asian businesses will be in a great position to leverage AI and Big Data so major investments are taken place at present. Even the academic fraternity in Asia is gearing up for this seismic shift. Reverse brain drain is taking place with foreign based Asian entrepreneurs returning back to invest or consult in such fields. HR professionals however aren’t overtly worried. They do not fear job losses, but instead feel such challenges ought to be embraced as benefits will accrue to all.

Source:http://www.humanresourcesonline.net/hr-to-manage-artificial-talent-within-5-years/

In modern workplaces several strands of people face stress, even severe forms. Yet not all of them encounter burnout. That is because some unlike others have better coping mechanisms. In order to understand this paradigm better, a study was conducted on a group of thirty five Chief Medical Officers. It was realized that only some of them underwent burnout. The primary coping mechanism found out was indeed emotional intelligence. Those who possess this aspect have greater level of compassion towards others, empathy, better self awareness and superior conflict management skills. In order to cope best, some solutions have been identified. Often too much stress is created by oneself due to extra pressures or targets heaped upon. This must be avoided. One needs to do self talent management by recognizing clearly the limitations beyond which no attempt must be made. During each bout of such self doubt or anxiety, deep breaths can reduce the suffering. Also during each such stressful situation, a complete revaluation of the condition must be analyzed. In fact some of the distress may actually be eustress which is beneficial stress. As mentioned before, empathy will ensure that one can put oneself into the others’ shoes to understand why such a condition arose in the first place. This will likely douse the fire of stress.

Source:https://hbr.org/2016/11/why-some-people-get-burned-out-and-others-dont?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=15964766&spUserID=OTY0OTMwNTk5NwS2&spJobID=904140219&spReportId=OTA0MTQwMjE5S0

While so many companies are striving hard to succeed at talent recruitment, few are aware that they already possess good professionals. It is just that their optimum use is not made of. Especially in larger organizations, the silent performers tend to get ignored by those who are better at negotiating office politics. Often such people have been put into wrong tasks or those that they are not qualified to perform. They may even be ones who otherwise have a firm belief in the brand’s values which is why they have stuck to the organization in spite of being undervalued. With Big Data available, surely organizations must opt for such metrics to decode such silent performers but this rarely happens primarily because a lot of managers still rate their potential finding gut feeling to be the final word. Managers are often forced to be diplomatic when speaking to their direct reports. In order to actually glean the best of the lot, clear criteria and KPIs must be set beforehand. Objective and reliable methods must be used and transparency must be used while evaluating candidates. Developmental support must be extended to those failing to meet their targets. Instead of past or present records, personality is a better method to assess suitability to certain roles. Such steps will improve employee engagement.

Source:https://www.fastcompany.com/3031305/hit-the-ground-running/tapping-the-potential-of-your-companys-hidden-superstars?partner=rss

The HR field has a lot to learn from marketing. In terms of talent recruitment, HR professionals must be proactive as marketers tend to be. They must scan social media platforms such as Facebook, Glassdoor or LinkedIn. Interfaces where potential candidates fill in their details to apply for jobs, are cumbersome so not user-friendly, so unlike marketing forms which interact using chat or web video. HR sadly lacks the human touch which will propel the field into the digital age. Real faces and smiles must be included on website instead of feel good but artificial images to show a diverse workplace. Real stories through videos and virtual tours to display company culture could be another real human method. Employees’ brand must be built so that they may willingly share company content on their personal social media handles, thus spreading the word. Strategic thinking must be done to impact on the touch points. Contextual advertising in HR refers to targeted ads that prove testimony to the work done at that profile. Like influencer marketing is used to attract new customers, such influencers must be leveraged to attract the best of talent.

Source:https://hbr.org/2016/11/why-and-how-hr-needs-to-act-more-like-marketing?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=15976846&spUserID=OTY0OTMwNTk5NwS2&spJobID=904287451&spReportId=OTA0Mjg3NDUxS0

Due to the work challenges of the present times, talent management and further retention has become a huge challenge. That is why companies are devising innovative means to make sure the best of talent is retained. One such innovation is the rise of career mobility programmes. These are internaltraining programmes where key skills can be upgraded. Good examples of the same include- Talent Cloud by Cisco and MasterCard’s Smart Steps. A lot of professionals post career planning opt for Executive MBA programmes but this leads to a gap of few years for the organization. These career mobility programmes serve the dual purpose of training as well as practical experience. Once the employee completes a course he/she can opt for taking up some assignments within the organization. This increases employee engagement and prevents the top professionals from job hopping.

Source:http://www.cio.com.au/article/610541/how-career-mobility-programs-improve-retention/?fp=16&fpid=1