By Lysa Banks
I am a builder.
I build cloud solutions at IBM. I even built my own house. And throughout my career as an engineer, I also have learned to build valuable relationships as a mentor inside and outside of the workplace.
I learned a lot about being a good mentor through the many people who have mentored me in my own career. I have had mentors who have enhanced my technical skills and business acumen or served as an emotional rock and professional guide. I’ve had both male and female mentors, and in all cases, they helped accelerate my career and bring me to where I am today. Continue Reading »
By Bruce Fern and Eric Lesser
While in recent years many companies have strengthened their analytics capabilities in areas such as marketing, supply chain and finance, far fewer have become adept in applying analytics to unravel elusive workforce dynamics such as turnover, employee engagement and productivity.
In fact, less than 20 percent of organizations report being able to apply predictive analytics to address important people issues. However, an increasing number of executives are realizing the power of talent analytics and its ability to challenge conventional wisdom, influence behavior, guide decision-making and, ultimately, impact business outcomes.
A new IBM Institute for Business Value study, Unlock the People Equation: Using Workforce Analytics to Drive Business Results, captured the insights of more than 40 executives with responsibility for workforce analytics in 15 industries. Continue Reading »
By Meghan M. Biro
The way we work isn’t working.
Or at the very least, today’s workforce dynamics are evolving faster than most organizations can manage. We’re more likely to find a new job using social media, our mobile devices are rarely more than an arm’s reach away, and we want greater flexibility in our work environment. At the same time, the emergence of new technologies and workforce science is giving HR leaders access to tools and insight they never had before but a new IBM study revealed only 20 percent feel successful managing change.
The challenge for many is to better understand employees as unique individuals while also managing the transformational change required to unlock innovation and transform the workforce. Daniel Pink’s TED Talk, “The Puzzle of Motivation” and Simon Sinek’s TED Talk, “How Great Leaders Inspire Action” help address this challenge by focusing on the autonomy, mastery and purpose in motivating people to action. As Sinek says, “Don’t just hire people who need a job — hire people who believe what you believe.” Continue Reading »
By Eric Lesser
You might think that the key to selling popcorn at a movie theater concession stand is adeptness at operating the cash register. And since the vast majority of concession stand workers are high school and college students, you might think that high employee turnover would be part of the normal cost of doing business.
More on this in a bit, but beliefs such as these highlight the difference between managing talent and employee engagement through intuition versus analytics.
A soon-to-be-released IBM study based on interviews with 342 chief human resource officers (CHROs) across six continents finds that many businesses are not taking full advantage of the insights delivered by workforce analytics. As a result, companies are missing out on an opportunity to manage talent and enhance customer value. Continue Reading »
By Richard Koubek
The times of the professor working solely within the confines of campus are bygone days as we academicians embrace the practicalities of new performance standards, rapid technological advances and simple economics.
In 1997, the Accreditation Board for Engineering and Technology (ABET) launched a new standard that seismically shifted our educational focus away from what we teach in the classroom to what our students learn. Core to this initiative is the collection of feedback and input from companies who hire our students, measuring student success along learning outcomes. Continue Reading »
By Kim Stephens
It is no longer enough to recognize the value of women in the workplace, or even to encourage growth. To meet business objectives in the future, organizations of all sizes need to create an environment where women can thrive and build careers, where they have opportunities to stretch their skills and take on visible roles, and where they are encouraged to integrate work and life in a way that works for them.
We need to reach out to women early or mid-career to learn more about potential inhibitors and career development needs and desires. This is how we ensure we build a diverse leadership pipeline for the future. Continue Reading »