Employee Recruitment and Onboarding

With 77 million baby boomers preparing to retire in the near future, and only 44 million Gen X'ers to fill the leadership void, the organizations that effectively and purposefully collect, utilize, and disseminate the tacit knowledge — know-how, beliefs, and experiences — of their workers will be more effective at achieving their organization missions. Learn how tacit knowledge cultivation and enablement are part of the leadership of knowledge.

Since its founding in 1982, Sun Microsystems has weathered multiple rounds of broader economic boom and bust. The latest downturn prompted an overhaul of their long-standing New Director Training program. The results of this overhaul drive home the dire need for investments in human capital regardless of the current economic temperature.

Recruit. Develop. Retain. These key human capital management activities are most often thought of as linear and time sequential. However, with the generation gap growing and the talent pool shrinking, some organizations are asking, "What does it mean for business outcomes if we substitute development for recruiting?" It's time to consider the nonlinear relationship between recruitment and development within organizations.

Organizations that effectively and purposefully collect, utilize, and disseminate the individual tacit knowledge (or know-how, beliefs, experiences, and values one has learned over the course of a career) across their workforce are more effective at achieving their mission. This case study, reviewed in the October 2009 issue of Chief Learning Officer, highlights the Lab's work with Boys Town, and how this non-profit organization is augmenting its knowledge management information systems to develop a stronger and competent workforce.

Co-authors of The NeXt Revolution: What Gen X Women Want at Work and How Their Boomer Bosses Can Help Them Get It, presented their eye-opening research at the Fall 2008, Human Capital Lab Colloquium. The presentation discusses how Gen Xers and Boomer employees' career expectations and values differ creating a unique workplace dynamic.

Co-authors of The NeXt Revolution: What Gen X Women Want at Work and How Their Boomer Bosses Can Help Them Get It, presented their eye-opening research at the Fall 2008, Human Capital Lab Colloquium. The presentation discusses how Gen Xers and Boomer employees' career expectations and values differ creating a unique workplace dynamic.

Human Capital Lab researchers, Ernie Stark and Jennifer Murnane, discuss five important considerations when making a decision about purchasing a psychometric instrument to be used in personnel selection in an article published online at humanresourcesiq.com. You can read the article on the Human Resources IQ website.

Did you know that one-quarter of the U.S. workforce has been with their current employer less than one year? Or that by 2010 the projected top 10 in-demand jobs will be positions that didn't even exist in 2006?

Frank J. Anderson, Jr., Director of Human Capital Initiatives and President of Defense Acquisition University, reveals the danger of operating under old assumptions, and how he developed strategies to maximize human capital investments at his organization.

Did you know that one-quarter of the U.S. workforce has been with their current employer less than one year? Or that by 2010 the projected top 10 in-demand jobs will be positions that didn's even exist in 2006?

Frank J. Anderson, Jr., Director of Human Capital Initiatives and President of Defense Acquisition University, reveals the danger of operating under old assumptions, and how he developed strategies to maximize human capital investments at his organization.

Psychometric Profiling - does it really result in enhanced productivity? Academic verification underway.

By documenting your learning initiatives from the planning stage to implementation and beyond, you will gain the respect and understanding of senior executives.

David L. Vance, former President of Caterpillar University, suggests starting with a written business plan, which outlines clear and measurable objectives that align with your company's strategies – such as increased production levels or reduced injuries, your projected learning program outcomes, and evaluation methods to determine if you've met your goals.

In just four short years, the Defense Acquisition University (DAU) increased the number of employee learning program graduates from 60,000 in 2002 to 114,000 in 2006. DAU President Frank J. Anderson, Jr., shares how he moved learning initiatives to the next level by engaging and empowering the workforce through strategic partnerships, centers of excellence, cohort training, high impact performance support, and providing students learning opportunities at their point of need.

Dr. Mike Echols' presentation at the recent CU Summit was instrumental in his participation in federal Human Capital strategy development.

It is critical that you start with a solid definition of your organization’s goals, before you can measure the impact and value of your learning programs on the bottom line. With this information, you can explore which outcomes you should measure, the variables that may affect your metrics, and how to determine the percentage of budget needed for accurate measurement and analysis.