In today’s New York Times, Catherine Rampell reports that some employers are discouraging the unemployed from applying for job openings and/or filtering out jobless applicants. Rampell’s article, “The Help-Wanted Sign Comes With a Frustrating Asterisk,” lists a number of reasons why employers may be taking this step, some of which I have listed below.
Amidst economic struggles and high unemployment levels, skills shortages endure. Particularly persistent and acute is the shortfall of scientific, technical, engineering, and mathematical (STEM) talent. Consider these findings from APQC’s recent Work force Capabilities survey.
APQC research suggests that while many aspects of knowledge management (KM) relate to the work force, KM isn’t typically a top priority for HR. But at organizations where HR is involved in KM efforts, the benefits to business performance can be significant.
What are the essential ingredients for work force planning success? What work force planning strategies, processes, and practices give your organization an advantage over competitors? In thinking about these questions, did any of the following approaches come to mind?
In 2011 organizations are shifting focus from a mode of preservation to one aimed at proliferation. Business leaders are cautiously moving growth objectives above cost-cutting goals. This gradual yet significant strategic shift will have substantial implications for the HR agenda. Based on findings from a recent literature review, APQC has identified six action items for HR in 2011.