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It is a simple and elegant approach to an age-old problem companies face whenever they are going through a business transformation. Bring on board steady, experienced hands to deal with a specific challenge over a defined period.

Recognising the value of career progression conversations is one thing; making it a pillar of your talent management strategy is certainly another. It can be done with a patient strategy to equip frontline managers with the tools and mindsets to start the conversation, and a focused process to translate the outcomes of those conversations into talent management.

As hard as it is to imagine, business news outlets are rushing to at least ask the question about whether Musk – the billionaire who bought Twitter this fall, laid off half of its employees and pressed remaining staff to go “hardcore” or just go – had somehow become a role model for the modern CEO.

A new survey from The Adecco Group on the future of work suggests that the allure of the Great Resignation can be dimmed by meeting the core needs of talent with career development opportunities, flexible work, and competitive salaries.

As hard as it is to imagine, business news outlets are rushing to at least ask the question about whether Musk – the billionaire who bought Twitter this fall, laid off half of its employees and pressed remaining staff to go “hardcore” or just go – had somehow become a role model for the modern CEO.

Recognising the value of career progression conversations is one thing; making it a pillar of your talent management strategy is certainly another. It can be done with a patient strategy to equip frontline managers with the tools and mindsets to start the conversation, and a focused process to translate the outcomes of those conversations into talent management.

A new survey by The Adecco Group – which captured the opinions of more than 34,000 working people in 25 different countries – revealed just how important it is for leaders to create the culture, working environment and career opportunities that convince skilled workers to stay.

Despite the success of their redeployment policy, which helped successfully retain over 1,200 employees since the policy was first established in 2010, BAE Systems felt there was still the opportunity to do more. What came next was an award-winning approach to outplacement and redeployment support.

A new global survey by LHH and The Adecco Group reveals that interest in job-jumping remains high and that seeing others quit is creating a “quitting contagion” which is tempting co-workers to take the same path to career advancement.

Serena Williams’ story and business interests are proof that all athletes need to plan for life after sports. This proves true for those who have and those who do not have access to the financial resources that Serena has amassed. And that’s what makes Serena’s story so poignant for other athletes: she was not only a role model while competing, but is also a symbol for how important planning life is after competition.
Speaking on this crucial moment of her career, Williams said that she was not retiring, but “evolving” into a new stage in her life. And that while she will “miss that version of the girl who played tennis,” she is ready for a different life.

Consumer demand and government restrictions on gasoline-powered vehicles has driven a huge expansion in the Electric Vehicle (EV) market that is producing new and potentially attractive employment opportunities.

As a senior HR leader, are you helping to drive transformation? Or, are you a passenger on a journey being led by other senior leaders?