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Increasingly organizations are finding that investments in re-/upskilling to feed an internal talent pipeline are much less than the combined costs of recruiting and onboarding.

Proximity bias is human nature. We connect more strongly in a shared environment - so it’s not paranoia to worry that office-based colleagues might get preferential treatment should redundancies strike. In fact, this is a feeling 78% of American workers have.

Although he knew the exact type and level of job he wanted, Ken Daly had not formally applied for or even talked to a colleague about his career aspirations. In his own research, he learned an astounding and somewhat daunting fact: the odds against him making the leap from the business world to higher learning were about 100 to 1.

The following article is the last of our four-part series about the ins and outs of layoffs and outplacement services.

Galya Molinas shared her story as part of the Executive Conversation Series hosted by the International Center for Executive Options (ICEO)

As skilled employees continue to look at whether the grass is greener in a new organization, they are leaving huge voids in their former organizations.

Recruiting and retaining a Best-in-Class workforce in today’s competitive hiring landscape can be intimidating. These ideas can help.

Bring in new talent and hold onto the talent you have by increasing salaries and bonuses, as well as investing in upskilling employees and building a more positive workplace culture.

It would not be an understatement to say that employees have high expectations around career development. However, it’s equally true that their current employers are not doing enough to meet those expectations.

Three questions to get you started on future-proofing your workforce.