Workforce Institute executive director Chris Mullen writes about the results of a new survey on closing the talent gap in manufacturing.
Director of The Workforce Institute at UKG, Chris Mullen, writes about the Institute's latest research on the impact of COVID-19 on the workplace.
Workforce Institute board member Dennis Miller writes about how the COVID-19 pandemic is impacting the workplace at Universities.
Workforce Institute board member Alexandra Levit writes about the five components of career durability and how to make yourself indispensable.
Workforce Institute board member David Creelman writes about how to do more with less in HR.
Workforce Institute board member Steffi Burkhart writes about what Millennials want at work and how COVID-19 has impacted those desires.
Workforce Institute board member Bob Clements writes about how to understand your organization's "COVID overhead" and what you can learn from digging into the data.
Bad bosses are on my mind because of a new survey, by the resume advice website ResumeLab, digging into the topic of those terrible people who "keep you up at 2 am and give a whole new meaning to Monday blues, not to mention sapping away your energy from a potentially very fulfilling role." That being said, there is some good news about bad bosses.
Managing a business with frontline workers during a global pandemic is extremely difficult. Employers need to rethink their operations from small gestures to fundamental assumptions.
I’ve always said that one of the worst things that organizations can do is ask employees for their opinions and then do nothing with it. The same philosophy applies. It doesn’t make any sense to collect a bunch of data and then do nothing with it.
Even when we know the truth, it may not change our behavior. This is largely due to prioritization. We weigh, often unconsciously, the trade-off of changing behavior or staying the same based on what is in it for us. Combine an irrational sense of our own strengths and infallibility, and we often do not change when we should.
Despite its maturity, workforce planning analytics can be a frustrating topic to address. No matter how good our analytics tools, we are still making predictions about an uncertain future based on managers' estimates about what the business will need. Also, managers may be unclear about what specifically they want from workforce planning analytics, leaving analytics pros with an unmanageably large task. Here are four steps that will guide your approach to workforce planning.