The PeopleFluent Blog

Successful healthcare leaders need clinical skills, business competencies, and interpersonal or soft skills to guide their organizations to success. But which skills are the real must-haves when recruiting or developing leaders to manage healthcare organizations and teams? The Center for Creative Leadership (CCL) ranks 5 skills as “most important for success in healthcare organizations.”

Successful healthcare leaders need clinical skills, business competencies, and interpersonal or soft skills to guide their organizations to success. But which skills are the real must-haves when recruiting or developing leaders to manage healthcare organizations and teams? The Center for Creative Leadership (CCL) ranks 5 skills as “most important for success in healthcare organizations.”

The new hire experience is a critical aspect of onboarding. And great onboarding builds a sense of connection and delivers real value for the organization by boosting employee retention, accelerating individual and team productivity, and increasing revenue. Here are 9 steps to build an employee onboarding program that sets up your new hires for success.

HR Tech is over for another year, and the HR technology community is back at our desks. Now is the time to look through session notes and see what we can apply to propel our teams to greater success in talent management. Some of the top takeaways from conversations with industry analysts touch specifically on trends in talent acquisition and learning technologies. Others are broader signals resonating across the market that are—or will be—driving innovations in HR practices, processes, and technologies.

Compounded by the competitiveness of recruiting and retaining top talent, business leaders and HR managers face a common source of stress: the overwhelming pressure to keep up with change. Fluctuating trends in talent management processes and shifts in talent goals have typically been disconnected. But what weaves them together is learning, and today, it informs the very definition of the employee experience.

Despite the efforts of HR and business leaders, workforce management often falls short of its goal to inspire extraordinary performance at the individual and company level. This post offers insight into the five top challenges, with tips for HR leaders and business executives looking to transcend the ordinary.

Attracting the newest generation of talent is inciting some serious competition. As the mix of our multigenerational workforce evolves and the scale continues to tip toward a younger cohort majority, employers are likely to find that previously successful recruiting strategies are becoming irrelevant. Here are five ways to build your employer brand to attract and retain quality candidates.

Across industries, work and workplaces are shifting to keep pace with technology innovation and digitization. Experts may debate its pace and progress, but no one disputes that the digital transformation is irreversibly underway. And by its very nature, this constant technical innovation and the accelerated pace of business are putting organizations of all types squarely in the learning business. That is, if they want to succeed, companies must invest in the programs and technologies it takes to manage change, develop skills, grow knowledge, and instill desired attitudes and behaviors.

Organizations face constant pressure to build a strong, effective, and sustainable leadership pipeline. But like most strategic planning, this is easier said than done. When it comes to the succession planning process, many HR managers are challenged to ensure their succession strategy is flexible enough to meet the needs of the organization and the employee, as well as shifting dynamics within their industry. Proper succession planning instills confidence across the organization that selection of future leaders is strategic, comprehensive, and fair.

For recruiters and hiring managers, it’s often a major pain point. High-volume recruiting. Nearly 75% of companies admit they recruit the wrong people each year. Given that the average cost-per-hire is upwards of $4,000—and adding in costs associated with lost productivity, performance, and team morale—in high-volume recruiting that amount adds up fast. Volume recruiting poses issues beyond financial loss too. High-volume positions tend to be at risk for frequent employee turnover. By rushing to fill vacancies, recruiters may be creating more work for themselves as those employees leave.

Despite headcount planning being one of the highest priorities for HR leaders, 60% say that it is one of their weakest capabilities. Here are four steps organizations can take to simplify the process of creating a headcount plan.

In modern organizations, the hierarchal manager/employee relationship is no longer the sole focus of workforce planning. Instead, what’s been dubbed “the war room of HR” must account for a variety of matrixed teams and indirect reporting relationships. To plan for and around these relationships, first you must understand them. And spreadsheets with rows and columns of workforce data don’t help.