Why Job Roles Matter

Why Job Roles Matter

For most organizations, getting your existing employees to fit into a specific role can be a tough task, especially when the employee isn’t happy with their current position. It’s often the result assigning someone based on skills rather than the job itself.

Typically, organizations looking to find someone for a position tend to look for specific skill sets in people so they can divide the work load and fill up the position. Alternatively, developing job roles for any position helps find the right person based on the needs and requirements of that position.

In this article, we’ll go over why job roles matter, why it’s important to update job descriptions regularly, and how the concept of employee skills comes in between.

Transforming Verified Skills into Verified Success

Transforming Verified Skills into Verified Success

In this webinar, TalentGuard CEO, Linda Ginac will present how skills data impacts every talent decision from hiring and internal mobility to performance scores and succession planning. This presentation will discuss practical application of skills data throughout different talent management processes and will demonstrate how verified skills data within your organization will give you the power to transform biased guesses into insights-driven decisions that can improve your total talent management life-cycle.

Mapping Employee Certifications to Skills and Proficiency Levels

Mapping Employee Certifications to Skills and Proficiency Levels – Why This Can’t Be Overlooked​

Most people today have started to understand the importance of getting certifications and completing courses. However, not everyone realizes the difference between attaining certifications and doing courses for upskilling—and doing it all for maintaining a certain proficiency level. In this article, we’ll take a closer look at what it means to have certifications and how you can use them to map out your employees’ proficiency levels.

How to identify hight-potential employees

How to Identify High-Potential Employees

Unfortunately, many organizations don’t feel they have enough high-potential successors to replace employees in key positions — and high-potential employees are viable to an organization’s success in the long term. “High potentials consistently and significantly outperform their peer groups in a variety of settings and circumstances,” is how Harvard Business Review defines high-potential employees. In fact, research asserts that high-potential employees are 91% more valuable than their non-high-potential counterparts. This extremely valuable employee group will grow into the future leaders, executives, and contributors of your organization. The obstacle, however, is that high-potential employees do not have a big red arrow pointing to them and indicating that they may be your future leaders.

Why Succession Plans Fail

Why Succession Plans Fail

Many large businesses and enterprises typically plan for the foreseeable future to avoid any stoppages and interruptions in business operations. As a result, they tend to have contingencies to ensure operations run smoothly. Despite that, most large companies still struggle with succession plans, often ending up rushing them or undermining them.

Every company has a different approach to succession planning. However, they’re often faced with the same problems. A lack of insights into the skills of employees, existing biases, and the absence of transparency often leads to poor succession planning and talent pool scarcity.

Ten Ways to Boost Internal Talent Mobility

Ten Ways to Boost Internal Talent Mobility

We all know that mobilizing internal talent is beneficial. After all, you’ve already invested heavily in your employees – why not maximize that investment, and reduce costs by cutting reliance on external recruitment?

Still, companies make it surprisingly difficult for employees to move internally. Gartner suggests that only 27% of workers feel that their employers make it easy to find and switch into attractive internal opportunities.

Why is internal talent mobility such a tough nut to crack, and more importantly, what can companies do to smooth the road for loyal workers?