Gain deeper insights into new Leadership topics and learn what other Senior Leaders think about Business Outlooks, Economic Trends or the Talent Management Challenge.
A good culture isn’t about free food and lava lamps—or even about the money, says Laszlo Bock, who oversaw the rapid growth of Google’s workforce from 6,000 to 76,000 people between 2005 and 2016 when he was senior vice president of people operations there.
It’s about ensuring that employees feel valued and respected, says Bock, who shared his vision for making workplaces better in his keynote speech at the Society for Human Resource Management’s 2017 Annual Conference & Exposition in June and also in his book Work Rules! (Twelve, 2015).
When I ask search committees for competencies or qualities they feel are critical in their next hire I always hear people express the need for a good leader. The problem for me is identifying what leadership means as a group so when my client starts selecting a candidate everyone is on the same sheet of music.
The use of artificial intelligence has helped to reduce a period amount of time in the hiring process. Read to find out how recruiters can use AI to rediscover talent.
When Tony Le has a new job to fill, the first place he often looks for candidates is his own applicant tracking system (ATS). Le, senior director of global recruiting for IAC Publishing in Oakland, Calif., uses the artificial intelligence (AI) provider Brilent to search the vast database of candidates who've previously applied at the organization for those who still might be a good fit. Brilent's machine learning algorithms sift through that database to match candidates to job descriptions and deliver to Le a short list of candidates ranked by suitability.
The findings of our annual C-suite survey are in. This year, we spoke with 179 executives in a broad range of industries across the globe. We asked them about their views on innovation and how they plan to sustain growth amid ongoing economic uncertainty.
What they told us was that company culture was their key focus for the year. And, that for many, the main barriers to innovation and agility are those that are embedded within their organisational culture. In fact, C-suite executives appear to be just as focused on the cultural aspects of organisational innovation and change as they are on implementing new technology and creating new products.
While this initially surprised us, it also reminded us of the critical nature of talent in an uncertain economic environment. We know that competitiveness is not just about great products and efficient processes—it’s about people. And it seems that after four-plus years of global economic turmoil, many leaders are again recognising that their employees’ attitudes are critical to business success.
We are pleased to share the thoughts and insights of these business leaders in more detail throughout this report.