Bertrand Duperrin's Library tagged attraction → View Popular, Search in Google

Mar

2012

10 Reasons the Human Capital Zeitgeist is emerging

"The race for skilled talent is picking up speed and could have long-term implications in the job market. A Human Capital Zeitgeist, is emerging as companies big and small are getting smacked with the realization that talent management is SO critical to competing in a volatile marketplace, they might actually have to throw a bit more respect at the “human” in the human capital equation."

www.forbes.com/...-capital-zeitgeist-is-emerging

- Preview

humancapital recruitment humanresources attraction talent engagement loyalty stress wellbeing worklife worklifebalance talentmanagement resilience

Feb

2012

les DSI sont-ils aussi des DRH ?

"les DSI cumulent de plus en plus de missions, avec récemment celles de séduction, d'embauche et de fidélisation des employés. Sont-ils en train de devenir des DRH ?"

blogs.orange-business.com/...nt-ils-aussi-des-drh-byod.html

- Preview

IT HR BYOD attraction technology employerbrand

En deux mots, les employés ne sont pas satisfaits des mesures prises par leurs DSI en termes de mises à disposition de terminaux.
st-ce que la technologie est un facteur attractif pour travailler dans une entreprise ? C'est sans surprise que 72% des français répondent oui
1 more annotation(s)...
- On vient bien avec ces statistiques que l'aspect sociétal de la technologie est très important puisqu'elle affecte non seulement la productivité des employés mais aussi leur volonté de rejoindre (ou rester) dans l'entreprise et de donner le meilleur d'eux-mêmes

Mar

2009

Tomorrow's Talent Networks - The Big Shift - HarvardBusiness.org

Even these questions indicate a dated view of where talent is and how to get the most out of it. Sure, no one disputes the importance of talent, even in a recession. But, as a Deloitte report contends (.pdf link), companies spend entirely too much time focused on attracting and retaining talent. Moreover, as they do, they often lose sight of what appeals to and keeps hold of talent in the first place. (See John's perspectives on the report and on the mindsets that limit firms.)

blogs.harvardbusiness.org/...tomorrows-talent-networks.html

- Preview

talents talentmanagement attraction retention humanresources networks talentnetworks pull

Talented workers join companies and stay there because they believe they'll learn faster and better than they would at other employers.
Talented workers develop instead by:

- Trying new things.
- Experimenting with what they do in their jobs and how they do it.
- Tackling real problems with talented people who have different backgrounds and skills.
- Participating in talent networks, the largely invisible matrix structures that run within firms and, with increasing frequency, between and across them.
1 more annotation(s)...
- Pull platforms are essential to fostering learning on the job since they can make it easier to access unexpected resources in unexpected ways and thereby encourage participants to try new approaches that simply would not be feasible in more rigid push programs.