Leadership, Human Resources, Leadership Development, Staff Training & Development
One of the biggest challenges that CEOs face is developing next-generation leaders. If you have top talent, you must be able to identify them, invest in their development, and challenge them to keep them. In this article, we outline the skills that make a great leader in today’s complex and rapidly changing business environment and tactics companies can employ to make and shape their future leaders and create a sustainable leadership pipeline.
See the most popular content from 2017; the impact of hurricanes on the economy, infrastructure investment, encouraging diversity and inclusion in the workforce, the impacts of the GDPR, and the new language of digital.
Everyone has encountered it. The colleague everyone knows is difficult to work with, the supervisor who barks at subordinates, the person who interrupts, scoffs at a colleague, or makes snide remarks. There is a desire to sweep this type of behavior under the rug or avert your gaze when you see it. Bullying affects an estimated 60 million American workers.
As the Internet of Things (IoT) creates a world of connected devices, it also opens up possibilities to reframe established business models to deliver more customer value and more profitability. This offers companies disruptive opportunities.
In Villarreal,the Court of Appeals reversed a 2015 decision of a three-judge panel of the court. A majority of the full court reached an opposite result from the panel and determined that the governing provision of the ADEA barring disparate impact age discrimination by employers does not permit job applicants to bring claims of age discrimination under the ADEA against prospective employers. Disparate impact claims would arise in situations where an employer’s policies and procedures lack a discriminatory intent and are purportedly neutral on their face, but nevertheless have a discriminatory effect.
Leadership, Functional Management, Business Alignment
As the strategic goals of a business change, leaders communicating the changes are faced with an interesting dichotomy: staff at all levels of an organization need to understand the long-term goals of the company to best perform their jobs, but many leaders report their employees are not able to
Corporate Affairs, Corporate Social Responsibility, Leadership, Human Resources, Employee Relations, Employee Engagement, Risk & Compliance, Ethics & Compliance
MAPI’s research has found that the problem lies in how companies implement their diversity and inclusion strategies. Many businesses make the mistake of tackling D&I across too many fronts too quickly. This leaves many manufacturers stuck in a programmatic mode in which efforts are led by human resources but no cohesive strategy exists and programs are deployed ad hoc. As a result, diversity and inclusion are often seen as just another HR initiative and too few leaders and employees understand the link to business results.