The pandemic has only increased the gap between education and new-age job requirements and given that it costs up to six times more to hire externally than to reskill current employees, the latter needs to become part of the “new norm.”
A key priority for any CEO in the digital age has to be a focus on keeping highly skilled employees which means keeping them happy. This applies to every stage of an employee’s tenure, from recruitment to exit.
America’s CEOs cite the ability to attract and retain talent as a top business challenge for 2019. Rather than see rampant employee turnover as inevitable, CEOs and management can help spearhead robust advancement pipelines within their organizations.
Bottlenecks in the flow of information encourage silos, halt transfer of best practices, and stunt your future leaders’ professional growth. Poor information flow also creates blind spots, a potentially critical error in strategy execution.
Businesses in the U.S. spend in excess of $150 billion per year on employee learning, yet research indicates that 90 percent of its impact disappears within a year. Why are we all so ridiculously bad at this?
If you initially tolerate ambush communications, it can become a pattern of behavior. Unchecked, these “well-intended requests” can wear you down, change your mood and worse, affect your value of the messenger.
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