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CAHRS Top 10 November 2023

1. eCornell: Internal Talent Mobility - Posting, Slotting, and Hoarding Webcast   

Summary: The majority of jobs today are filled by hiring internal candidates — either through “posting,” where a manager posts an open job and candidates apply, or “slotting,” where a manager personally identifies a preferred candidate and “slots” them into the job. Outcomes for posted employees versus slotted employees vary greatly, particularly in quality of hire and compensation. In this webcast, Cornell's ILR HR Studies Associate Professor JR Keller looks at the nuances of these employee categories and how they can affect the organization as a whole.
 
Another article related to hiring preferences features new ILR School Research, suggesting that positive bias can be corrected.

 

Summary: Employee experience takes center stage for HR as many elements of the employee-employer relationship turn rocky. HR leaders hope to reinvigorate trust and engagement while settling the organization into new work norms.    

3. Human Resource Executive: Workday Jumps Into Talent Intelligence with New AI Career Growth Tool
Summary: CAHRS Partner Company Workday has introduced its generative Artificial Intelligence (AI) tool called Growth Plans, designed to help HR leaders and managers leverage analytics and assess employee skills, interests, and career development, contributing to talent retention amid low unemployment rates.   

 

Summary: Onboarding is no longer just about acclimating new hires to their roles or company tools -- it is also about creating an inclusive experience that instills a sense of belonging. Companies can tailor the onboarding experiences to individual employee personas by using digital experience management tools and maintaining a balance between digital and human elements.   
 

5. Fast Company: Are you Pretending to Know More About AI Than you Actually do? You're not Alone    
Summary: While many professions are excited about embracing AI in the workplace (91%), 49% of workers think they should know more about AI than they do and 39% feel overwhelmed by the change AI can bring. 
 
For more insight into this hot topic, listen to CAHRS Advisory Board Member Nickle LaMoreaux and ILR School Dean Alex Colvin's "AI and the Future of Work" webcast. 

 

Summary: Some companies are making it even easier for employees to take time off by giving them additional funds for their time off. However, financial incentives should not be used to mask the need for strong cultures and health and wellbeing support for employees.    

 
7. Deloitte: The Skills-Based Organization — A new Operating Model for Work and the Workforce    
Summary: To meet the demands for agility, agency, and equity, organizations are moving towards viewing employees’ roles as collections of skills as opposed to job titles.    
 
Take a look at ILR School Research about how managers can be more equitable with their hiring practices, which shows that when given the option to see potentially biasing information about job candidates, hiring managers are more likely to choose not to opt in.

 

Summary: A monster.com survey showed that 62% of candidates would turn down a job offer if their company did not support diversity, equity and inclusion (DEI). Employers could be turning off diverse candidates before the candidates even apply. 

 
For more ways to look at talent management and promotion, take a look at this article, featuring the latest findings from ILR School research on this subject.


9. Spice Works: Transforming Performance Management with Generative AI
Summary: While a manager’s emotional quotient (EQ) is not replaceable, generative AI has the ability to help managers become more effective and efficient at understanding their talent pool.   

 

Summary: Organizations are increasingly shifting from a focus on headcount to a focus on skills and are evaluating tasks and workflows to anticipate future shifts in critical work. However, many questions still remain about how to predict and respond to rapidly changing skills needs. In this working group, CAHRS members shared their lessons learned so far and discussed ongoing challenges as well as their strategies to address them.