When you hear the term “artificial intelligence,” your mind probably conjures up images of complex systems, robots, and algorithms reminiscent of scenes from a science fiction film — not your company’s HR department. While artificial intelligence (AI) can feel like a far-off fantasy for professionals outside the tech sector, it’s quickly becoming commonplace in the workplace. In HR departments in particular, AI is proving to be a valuable tool for developing and managing talent.
Over the past year, leaders across every sector have persevered through difficulty with thoughtfulness and tackled unforeseen challenges with ingenuity. In the HR world specifically, countless teams were forced to rapidly roll out new policies to take care of their employees and help them work under radically different conditions.
When Connecticut Governor Ned Lamont took office, he had a daunting task on his agenda: centralizing and modernizing the state’s administrative operations. Like many public sector entities, the State of Connecticut hadn’t exactly kept pace with technological advancements. A number of its processes, including those in HR, were outdated, uncoordinated, and inefficient — costing the state money and its employees valuable time.
The COVID-19 vaccine is finally here, which means many businesses are beginning to think more seriously about when employees can safely return to the workplace. As a leader in your organization, one question is likely top of mind: How can we start preparing for the transition now? Whether your company plans to return to the office this year or is still waiting to make a firm decision, building a transition plan today will ensure fewer hiccups as the date approaches. A sustainable return-to-workplace framework must go beyond hand sanitizer and masks, taking the concerns and comfort levels of employees to heart. To guide your planning process, here are three core considerations to keep in mind.
In early 2020, many HR leaders were gearing up for performance review season and the mountain of paperwork that it would inevitably generate. Despite the fact that HR, employees, and even many managers dreaded this annual tradition, age-old best practices dictated that the reviews happen en masse and in person every year to prevent performance from slipping.
For businesses across industries and around the globe, 2020 was defined by the need to do one thing above all: adapt. As we kick off 2021, HR must do more than simply adapt to survive. The key is to adopt an agile approach, one that offers sustained success across three business-critical areas—and continues to serve your business well beyond the next phase of pandemic-fueled uncertainty. The name of the game will be agility and the stakes are higher than ever before. Here are three strategies you can use to become a more agile HR function—and some reasons why it’s imperative you do.
Sometimes, when you need to hire hard-to-find talent, the fastest and most cost-effective route is to acquire a company where that talent currently works. Known as acquisition hiring (or “acqui-hiring” for short), this practice also allows companies to add new products and services to their repertoire if they choose—but the driving factor behind the transaction is always human capital.