by admin | Mar 24, 2025 | Hot Topics, Human Resources
For decades, the traditional hiring process has heavily relied on resumes, degrees, and years of experience. However, the modern workplace is rapidly evolving, demanding a shift towards a more dynamic and inclusive approach: skills-based hiring. This emerging trend prioritizes a candidate’s demonstrable abilities over traditional credentials, opening doors to a wider pool of talent and fostering a more agile and adaptable workforce.
The Limitations of Traditional Hiring
Traditional hiring methods often overlook talented individuals who may lack formal education or specific work experience but possess the precise skills needed to excel in a role. Resumes can be poor indicators of actual competence, and relying solely on degrees can perpetuate systemic inequalities. This narrow approach limits access to diverse perspectives and skill sets, hindering innovation and growth.
What is Skills-Based Hiring?
Skills-based hiring focuses on evaluating a candidate’s proficiency in the specific skills required for a particular job. This can involve various assessment methods, including:
- Skills Assessments: These can range from coding challenges and writing samples to simulations and practical tests that directly measure a candidate’s abilities.
- Work Samples: Candidates may be asked to complete a project or task representative of the actual work they would be doing.
- Behavioral Interviews: These interviews focus on understanding how a candidate has demonstrated specific skills in past situations.
- Portfolio Reviews: For creative or technical roles, portfolios showcase a candidate’s past work and highlight their skills.
Benefits of Skills-Based Hiring
The shift towards skills-based hiring offers numerous advantages for both employers and job seekers:
- Access to a Wider Talent Pool: By looking beyond traditional credentials, companies can tap into a more diverse range of talent, including individuals with non-traditional career paths, those returning to the workforce, and those who have gained skills through alternative learning experiences.
- Improved Hiring Accuracy: Skills-based assessments provide a more accurate picture of a candidate’s actual abilities, leading to better hiring decisions and reduced employee turnover.
- Increased Diversity and Inclusion: Skills-based hiring can help level the playing field for individuals from underrepresented groups who may face barriers in traditional hiring processes.
- Faster Hiring Cycles: By focusing on specific skills, companies can streamline the hiring process and make quicker decisions.
- Enhanced Employee Development: Skills-based hiring emphasizes the importance of continuous learning and development, encouraging employees to acquire new skills and stay relevant in a rapidly changing job market.
Challenges and Considerations
While the benefits are significant, implementing skills-based hiring requires careful planning and execution. Companies need to:
- Identify Key Skills: Clearly define the specific skills needed for each role.
- Develop Effective Assessments: Create assessments that accurately measure the required skills and are free from bias.
- Train Hiring Managers: Equip hiring managers with the skills to evaluate candidates based on their abilities rather than traditional credentials.
- Embrace a Culture of Learning: Foster a workplace culture that values continuous learning and supports employees in developing new skills.
The Future of Hiring
Skills-based hiring is not just a trend; it’s a fundamental shift in how companies approach talent acquisition. As the demand for specialized skills continues to grow, organizations that embrace skills-based hiring will be better positioned to attract, retain, and develop the talent they need to thrive in the future. By focusing on what people can do rather than just what they have done, we can create a more equitable and dynamic workforce that benefits both individuals and organizations.
by admin | Jan 29, 2025 | Human Resources
As we begin 2025, most HR professionals are thinking: ‘What will the top HR trends be?’ At HR Exchange Network, we have you covered! The world of HR is entering a pivotal phase of transformation. Economic shifts, breakthroughs in technology and evolving workforce expectations are pushing HR leaders to rethink their strategies. These forces aren’t just reshaping how businesses operate – they’re redefining the very fabric of leadership, culture and employee engagement!
This article explores the most pressing HR trends for 2025, offering insights and forward-thinking strategies to help organizations stay ahead. Whether it’s harnessing the power of AI, fostering wellbeing, or reimagining hiring practices, these trends will shape the future of work and HR’s role in driving it forward.
1. Human-centric Leadership in a Digital Era
The emphasis on leadership development remains critical in 2025, but the focus has shifted toward “human-centric leadership.” This trend highlights the importance of empathy, emotional intelligence and adaptability in navigating an increasingly digital workplace. According to McLean & Company’s HR Trends Report 2025, organizations that prioritize leadership development are 2.3 times more likely to excel in adapting to new opportunities and 1.9 times more likely to meet strategic goals.
Leaders face the dual challenge of managing a hybrid workforce while maintaining employee engagement and productivity. To meet these demands, HR must facilitate continuous learning opportunities and foster a culture of inclusion and transparency. Programs that emphasize coaching and peer-to-peer learning can equip leaders with the skills needed to navigate complex work environments.
2. The Integration of AI in HR Practices
Generative AI is revolutionizing HR processes, from recruitment and onboarding to employee engagement and analytics. According to Naomi Lariviere, Vice President of Product Management at ADP, businesses of all sizes can leverage AI to boost productivity and streamline HR operations. Yet, only 7 percent of organizations currently have a formalized AI strategy, underscoring the untapped potential in this area.
HR teams must adopt a two-pronged approach to AI: using it to enhance internal workflows and guiding employees through its broader implications. For example, AI-powered tools can automate time-consuming tasks such as resume screening and compliance monitoring, freeing HR professionals to focus on strategic initiatives. Additionally, HR should address employee concerns about job security by emphasizing the complementary role of AI in augmenting human capabilities rather than replacing them.
3. Prioritizing Employee Wellbeing
Employee wellbeing is projected to move from being a “nice-to-have” to a central business priority. Stressors such as job insecurity, burnout and rapid technological change are taking a toll on the workforce. McLean & Company’s research reveals that while 70 percent of HR leaders cite economic stability as a key threat to well-being, investment in financial wellness initiatives remains limited.
Speaking to HR Exchange Network, Kate Palmer, Employment Services Director at Peninsula emphasised the importance of employee wellbeing in retention strategies. “We predict a focus on employee retention, more specifically prioritizing employee wellbeing. In the modern workplace, well-being and work-life balance are becoming increasingly important when it comes to an employee’s satisfaction in the role,” she notes.
Programs that promote physical, mental and financial wellness are critical to addressing these challenges. Also, as Palmer highlights, “The remote working debate, as one of the key factors, will continue to be prevalent throughout the year with employers looking to balance the needs of their operations and the desires of their employees.”
According to the American Psychological Association, 77 percent of employees recently reported experiencing work-related stress. To address this, companies are integrating mental health days, telemedicine and wellness apps as scalable solutions. Employee wellbeing programs are now seen as critical for productivity and burnout prevention.
Also, Heka’s report on 2025 wellbeing trends highlights a shift in employee preferences, where individuals are choosing benefits that directly impact health and wellbeing. Arguably, this signals that employers investing in targeted wellbeing strategies can significantly improve satisfaction and loyalty.
A holistic approach to wellbeing – addressing physical, mental and financial health – is essential. Organizations should consider implementing programs that promote work-life balance, provide access to mental health resources and offer financial planning support. Transparent communication and regular check-ins can further enhance employee morale and reduce attrition.
4. The Rise of Skills-Based Hiring
To tackle talent shortages, many organizations are shifting from credential-based hiring to a skills-first approach. Research shows that 90 percent of companies adopting this model report a reduction in mis-hires, while 94 percent agree it is more predictive of on-the-job success.
This trend challenges traditional hiring practices by valuing practical experience and transferable skills over formal education. HR leaders can support this shift by reassessing job descriptions, removing unnecessary degree requirements and investing in upskilling programs. Initiatives such as internships, apprenticeships and mentorship schemes can also help build a robust talent pipeline.
5. Pay Equity and Transparency
Pay equity and transparency are under the spotlight as regulatory requirements increase and employee expectations evolve. Over the past two years, more than 12 U.S. states and Washington, D.C., have enacted pay transparency laws, with several more jurisdictions considering similar measures.
In the UK, recent Office for National Statistics (ONS) data suggests that three-quarters of all jobs had a gender pay gap in 2024, alongside pay equality being included in the Employment Rights Bill. Palmer states that she also “expects there to be a move to increased transparency from employers when it comes to salary and pay.”
To stay ahead, HR teams must conduct regular pay audits and benchmark salaries against industry standards. Transparent communication about pay structures and equity initiatives can foster trust and strengthen employer-employee relationships. As Meryl Gutterman, Senior Counsel at ADP, advises, “Understanding your pay data and effectively communicating about it can improve employee trust and engagement.”
6. The Shift toward Geographically Dispersed Teams
The rise of remote work has created opportunities to tap into talent pools beyond traditional geographic boundaries. From February 2020 to June 2023, the share of long-distance remote workers increased from 23 percent to more than 31 percent, according to industry studies. This trend offers benefits such as enhanced worker-job matching, improved work-life balance and reduced turnover.
One of Indeed’s top six key labor market trends for 2025 emphasizes the value of flexibility. Remote work remains a key offering, with 7.8 percent of job postings still advertising remote options – well above pre-pandemic levels, according to Indeed’s Jobs and Hiring Trends Report. Employers embracing skills-based hiring, reducing degree requirements, and offering pay transparency, flexibility, and benefits will attract the most talent in 2025.
In the UK, Seb Maley, CEO of Qdos arguees that the “increase to employers’ National Insurance, due to take effect on 6th April 2025, means the cost of hiring employees is set to increase. This may well force the hand of businesses and encourage them to source flexible workers, many of whom can be engaged in a more cost-efficient manner than traditional employees. This, in my opinion, is no bad thing and many firms stand to benefit from the flexibility and skills these temporary workers can offer.”
However, managing a distributed workforce comes with challenges, including compliance with diverse labor laws and maintaining organizational culture. HR must implement tools and practices to foster collaboration, ensure equity and provide consistent employee experiences across regions.
7. Wage-and-hour Compliance in a Dynamic Regulatory Landscape
Changes in wage-and-hour regulations are creating new complexities for employers. For example, discussions around a four-day workweek and evolving overtime rules are prompting organizations to revisit their policies. In California, recent court rulings on work-time calculations further highlight the need for meticulous compliance.
HR teams must stay informed about regulatory updates and adapt their practices accordingly. Proactive measures, such as investing in compliance technology and training managers on new policies, can mitigate risks and ensure fair treatment of employees.
The HR landscape in 2025 will be defined by its adaptability to economic, technological and social changes. By focusing on human-centric leadership, embracing AI, prioritizing well-being and adopting equitable practices, organizations can position themselves for success in a rapidly evolving environment. As these trends unfold, the role of HR as a strategic partner will be more critical than ever, shaping not only the workforce but the future of work itself.
By Amelia Brand
Originally posted on HR Exchange Network
by admin | Dec 30, 2024 | Human Resources
The Great Gloom: A Growing Challenge The term “Great Gloom” may be new, but the decline in employee engagement is a longstanding issue. Recent data shows a significant drop in employee happiness; employee engagement in the U.S. has dropped to its lowest level in more than a decade.
Root Causes of the Great Gloom
By addressing the root causes of employee disengagement, organizations can create a more positive and productive work environment, leading to increased employee satisfaction, loyalty, and overall business success.
- Decreased Productivity: Disengaged employees are less productive and may take longer to complete tasks.
- Lower Quality Work: Employees who are not engaged may produce lower-quality work and make more mistakes.
- Reduced Innovation: Disengaged employees are less likely to contribute new ideas or take risks.
- Increased Turnover: High levels of disengagement can lead to increased turnover and difficulty attracting and retaining top talent.
Reversing the Great Gloom
To address the Great Gloom and re-engage employees, organizations should focus on the following:
- Create a Positive Workplace Culture: Foster a supportive and inclusive environment where employees feel valued and respected.
- Provide Meaningful Work: Help employees understand the impact of their work and how it contributes to the company’s mission.
- Offer Flexibility: Provide flexible work arrangements to accommodate employees’ needs and preferences.
- Invest in Employee Development: Offer training and development opportunities to help employees grow and advance in their careers.
- Prioritize Mental Health: Support employee mental health and well-being through programs and resources.
- Encourage Open Communication: Create a culture of open communication and transparency.
- Recognize and Reward Employees: Acknowledge and reward employees for their contributions to the company.
By addressing the root causes of employee disengagement, organizations can create a more positive and productive work environment, leading to increased employee satisfaction, loyalty, and overall business success.
- Return-to-Office Mandates: Many employees value the flexibility and control they gained during remote work. Rigid return-to-office policies can lead to disengagement.
- Lack of Purpose: Employees need to understand the impact of their work and how it contributes to the company’s mission.
- Heavy Workloads: Understaffed teams and excessive workloads can create a stressful and unfulfilling work environment.
- Poor Communication: A lack of transparency and open communication can erode trust and morale.
- Negative Workplace Culture: A toxic or unsupportive work environment can contribute to disengagement.
The Impact of Disengaged Employees
- Decreased Productivity: Disengaged employees are less productive and may take longer to complete tasks.
- Lower Quality Work: Employees who are not engaged may produce lower-quality work and make more mistakes.
- Reduced Innovation: Disengaged employees are less likely to contribute new ideas or take risks.
- Increased Turnover: High levels of disengagement can lead to increased turnover and difficulty attracting and retaining top talent.
Reversing the Great Gloom
To address the Great Gloom and re-engage employees, organizations should focus on the following:
- Create a Positive Workplace Culture: Foster a supportive and inclusive environment where employees feel valued and respected.
- Provide Meaningful Work: Help employees understand the impact of their work and how it contributes to the company’s mission.
- Offer Flexibility: Provide flexible work arrangements to accommodate employees’ needs and preferences.
- Invest in Employee Development: Offer training and development opportunities to help employees grow and advance in their careers.
- Prioritize Mental Health: Support employee mental health and well-being through programs and resources.
- Encourage Open Communication: Create a culture of open communication and transparency.
- Recognize and Reward Employees: Acknowledge and reward employees for their contributions to the company.
By addressing the root causes of employee disengagement, organizations can create a more positive and productive work environment, leading to increased employee satisfaction, loyalty, and overall business success.
by admin | Oct 21, 2024 | Human Resources
Will employees ever re-gain leverage and grow more engaged in their work?
More than 40 years ago, workers could retire from the same company where they started their career. That implied employment guarantee shifted when the American economy changed from consistent growth to a boom/bust cycle that created uncertainty and volatility, impacting job stability. Since then, the employee-company relationship has entered a push-pull cycle. Companies push employees away via layoffs or involuntary job changes because of updated business models, advances in technology, mergers/acquisitions, consumer habits, and globalization.
Employees, in turn, push companies away by decreasing their level of engagement, causing companies to try to pull workers toward the business with programs or branding designed to re-engage them. According to Gallup, “The first quarter of 2024 continued this downward trend, with engagement dropping three percentage points to 30% among both full- and part-time employees. This decline represents 4.8 million fewer employees who are engaged in their work and workplace, marking the lowest reported level of engagement since 2013.” The cost of lost productivity is estimated at 8.8 trillion dollars.
Meet Employees Where They’re At
When employees are fully engaged, they tend to give a company more of their discretionary effort to help their organization achieve its goals. Less engaged employees tend to not feel excited about their job or experience fulfillment at the workplace. The downward trend of engagement was exacerbated by the COVID 19 pandemic which resulted in many more employees choosing to use their discretionary effort for their personal lives, and not their work. Although employee survey data can pave the way for incremental improvement in employee engagement, one layoff can remind employees of their tenuous relationship with work. Companies will continue to navigate this volatile world with an inevitable impact on their people so maybe it is time to ask a new question – how can companies satisfy employees instead of engaging them?
Factors that affect employee satisfaction with their job include work conditions, total rewards, nature of the work, relationships, advancement, career development, balance, recognition, leadership quality etc. These factors work together to influence an employee’s decision to stay or leave a company. Therefore, focusing on satisfaction is critical to retention and company success because talented individuals produce the products and services that keep a company going and growing. Of all the factors to prioritize, the one that can significantly impact retention is total rewards.
According to Randstad, studies show a direct link between higher pay and higher employee retention rates. A recent study conducted by Harvard University shows that a $1 per hour pay increase among warehouse workers resulted in a 2.8% increase in retention. Even more alarming results show that every $1 per hour loss in pay resulted in a 28% increase in turnover rates. It’s quite simple, if a company isn’t offering competitive salaries, workers are more likely to leave.
A Whole New World at Work
Many people are rethinking their relationship with work and their employers. It’s not just about more pay, more time off, or more expansive benefits. People view total rewards as a continuing negotiation of what they get for what they give. Therefore, a rigorous and ongoing analysis of a company’s total reward program is critical to ensure fair, competitive and equitable pay and benefits. A holistic organizational assessment of compensation and benefit programs can inform how to rebalance total rewards in a fiscally responsible way. Compensation includes guaranteed components like salary and other non-guaranteed parts like incentive, production bonuses, extra shift pay, to name a few.
Sometimes those components become unbalanced, and an assessment can inform the required changes. Even if more investment is required to bolster compensation and benefit programs, those costs can be offset. For example, in the healthcare industry, if average base salaries are below market, and staffing bonuses are overutilized, a company can increase base salaries which enable recruitment of staff and reduce the use and amount of staffing bonuses which contribute to burn-out.
Regarding benefits, hearing the voice of the customer is extremely important. Although changing benefit programs can be stymied by the enormity of effort required, a thorough analysis of program utilization and perceived value of benefits is critical to enable recruitment and retention. Focus groups or surveys can ensure that the benefits offered are valued by employees. Conduct a deep analysis of plan costs and utilization to determine the required changes. This review is also required to fulfill fiduciary responsibilities. Rather than viewing the assessment of total rewards as having the potential to add expense, view the balancing process as a mechanism to shuffle existing investments leading to a more effective use of budgeted dollars.
The shift from engagement to satisfaction can be predicated on a more practical and transparent employee value proposition that resets mutual employment expectations. Transparency in business means that leadership is open, honest, and straightforward about the true nature of the employment relationship. Here is what that proposition could be:
“We will operate our business with the utmost thoughtful decision-making. We will invest in programs to bolster your job satisfaction in exchange for your services and support of the company. However, there may be times when we must make difficult business decisions that will directly affect our people. During those occasions, we will be transparent, fair and respectful to all, especially those impacted.”
An employee proposition such as this one is honest and balanced. Business reality and the importance of employee satisfaction are not mutually exclusive. They can coexist because one does not negate the other. Focusing on employee satisfaction and retention in the context of a new employee proposition can help workers and companies find a healthier, balanced and realistic relationship.
By Vaso Peramenis
Originally posted on HR Exchange Network
by admin | Oct 2, 2024 | Human Resources, Workplace
In today’s diverse workplaces, effective communication across generations is essential for fostering collaboration, productivity, and a positive work environment. Understanding the unique communication preferences of each generation can help bridge the gap and create a more inclusive and harmonious workplace. Technology can play a crucial role in bridging the generational gap and facilitating seamless communication.
Understanding Generational Preferences
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Baby Boomers (born 1946-1964): While comfortable with traditional communication methods like face-to-face meetings and phone calls, Baby Boomers may also benefit from using technology to stay connected.
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Generation X (born 1965-1980): Gen Xers are generally comfortable with technology and may prefer email or instant messaging for communication.
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Millennials (born 1981-1996): Digital natives, Millennials are highly proficient with technology and often prefer using social media and collaboration tools.
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Generation Z (born after 1996): Even more tech-savvy than Millennials, Gen Z is comfortable with a wide range of digital communication platforms.
Leveraging Technology for Effective Communication
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Choose Appropriate Tools: Select communication tools that are familiar and accessible to all generations. Consider using a combination of platforms, such as email, instant messaging, video conferencing, and project management tools.
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Set Clear Expectations: Establish clear guidelines for communication, including response times, preferred methods, and expectations for etiquette.
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Provide Training: Offer training on how to use communication tools effectively, especially for those who may be less tech-savvy.
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Facilitate Face-to-Face Interactions: While technology can be a valuable tool, don’t overlook the importance of face-to-face interactions for building relationships and fostering trust.
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Encourage Open Communication: Create a culture where employees feel comfortable sharing their thoughts and ideas, regardless of their generation.
Specific Technology Tips
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Video Conferencing: Use video conferencing tools to facilitate virtual meetings.
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Instant Messaging: Choose a platform that is widely used and accessible to all generations, such as Slack, Microsoft Teams, and WhatsApp.
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Social Intranet: Create a company-wide social intranet to foster connections and facilitate knowledge sharing.
By leveraging technology and understanding generational preferences, organizations can create a more harmonious and productive work environment where employees from all generations feel valued and respected.
by admin | Sep 23, 2024 | Hot Topics, Human Resources
Positive employee experience begets customer experience. It’s the circle of life in business, in fact. The concept is simple to follow. Employees, who feel valued and whose wellness at work is a priority of their managers and executives, will have the motivation to produce and treat customers with respect and white-glove service. Any organization who abides by this philosophy is rewarded with employee retention and repeat business.
“To be the best place to buy, you must be the best place to work,” Shep Hyken, bestselling author, keynote speaker, and customer service thought leader, has said. “Treat your employees the way you want your customers to be treated, maybe even better.”
Therefore, Human Resources professionals, who collaborate with the C-suite and middle management to improve the employee experience, can have a great impact on customer service and therefore the bottom line.
The Impact of Employee Happiness on CX
Recently, on CX Network, a sister portal to HR Exchange Network, writer Jerome Small shared a guide to the connection between employee engagement and customer experience. He offers much in the way of data and case studies. Here is one example:
“Spotify is a standout performer when it comes to employee engagement and its subscribers reap the rewards through innovative personalization, automation and a great customer communication strategy. When it comes to traditional employee engagement Spotify has a range of tech platforms to support collaboration and goal measurements, but the streaming platform offers a range of other competitive perks for its employees that help it stand out from competitors and motivate its huge global workforce.”
Another example is the retail chain Wegmans, which consistently get ranked on lists of the best places to work and leads in customer service, too. The company has made it a priority to connect employee’s purpose to their work as means of ensuring people feel purposeful and find meaning in what they do. They have established different channels of communication for employees to voice concerns or campaign for changes. Often, leaders respond and act on those suggestions. In addition, they have set up an employee advocacy system. And advocates do not report to people in the employees’ chain of command. Instead, they report directly to HR to ensure objectivity.
“We are united in delivering on this mission together, and recognize it takes all 53,000 employees to succeed,” said Peggy Riley, Vice President of Employee Communications and Engagement, on a case study on the website Great Place to Work. “On employees’ first days at Wegmans, we take time to explain our mission, values, and the integral role they play in our success. We explain how every individual’s work and role at Wegmans helps us collectively deliver on our mission.”
Nick Hedderman, Senior Director of Microsoft’s Modern Work business group, has talked at conferences about a study his company led that found a highly engaged workforce had a better performance on the stock market and therefore better profitability, according to CIO.
Key Strategies to Boost Employee Experience
Positive Work Culture – Building a culture that makes employees feel included and safe to share their genuine opinions, findings (even when they’re not positive), and experiences goes a long way to set the tone of a workplace.
The culture should foster a healthy relationship with management that is built on respect. It should also enable teams to get creative, brainstorm, and feel camaraderie. Leaders should demonstrate that they care for the employees, including their well-being, the well-being of their families, and their progress in the company and career.
Recognition and Rewards – Organizations that want to foster a positive employee experience must recognize the hard work and dedication of those who work for them. People need to feel appreciated. There are simple ways to show gratitude for someone’s work. Shout outs at the weekly meeting, an employee of the month, or a reward like a gift certificate can make someone feel valued. A simple thank you does not cost anything.
IAG in Asia-Pacific recently revamped its recognition program. They turned two previous programs into one, put more power into the hands of employees to recognize each other’s work, and created a system to help those with outstanding performances gain monetary rewards when appropriate. Niki Kesoglou, Executive Manager Culture, Diversity, Inclusion and Belonging at IAG and APAC Advisory Board member, shared details with the HR Exchange community recently.
Training and Development – Creating a way for people to learn and continue to grow both in their roles and careers is another way for leaders to show they care. It is also a necessity in today’s business world, which is centered on swiftly advancing technologies and unpredictability in geopolitics and the markets. To create an adaptable and flexible workforce, organizations must provide opportunities for continuous learning or risk getting left behind. Recently, Kathryn Carpenter-Fortin, Senior Technical Account Manager at LinkedIn, talked to HR Exchange Network about the skillsets being lost and how companies fail to teach at their own risk.
Measuring KPIs
HR can work with other departments in the organization to compare the results of employee surveys with those of customers. They can also look at the employee engagement versus sales and bottom-line results. Taking the pulse of the employees and the customers is vital.
Gartner calls this the Total Experience. Taking into consideration the multi-experience (MX), customer experience (CX), employee experience (EX), and user experience (UX) and how they all relate to technology is a strategic way to look at an organization’s road to success. The suggestion is to keep tabs on all these stakeholders and recognize the links in the data for each and how they relate to one another.
The point is that there is no turning back now. Employee experience is forever linked with customer satisfaction. This realization, although perhaps tardy, is motivating companies to simultaneously improve customer and employee experiences. Finding ways to reach employees through the building of a positive culture, recognition, and training are key to beginning this process. Once the plan is in motion, Human Resources leaders are charged with measuring KPIs and continuously tracking performance to ensure no one gets complacent.
By Francesca DiMeglio
Originally posted on HR Exchange Network
