The Challenge:
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Graduates, apprentices and interns are applying to more organizations than usual and yet may be chasing fewer opportunities. Furthermore, this is the first ‘digital-native’ generation of graduate jobs
The Challenge: Identify and hire the graduate cohort who will be the leaders of the future, capable of delivering the digital and technological strategy.
Ineffective staffing choices at law enforcement agencies puts their mission to serve the community at risk of failure.
Organizations are tackling rapid and exponential change due to the increasingly digital environment and the needs of business transformation.
How a large banking organization was able to identify those women ready for leadership positions and how these women were also identified as having the capabilities to move to a new function.
To build a sustainable DE&I program, we believe that you need a foundation of fair, objective and bias-free assessment processes.
There is plenty of debate about what is – and who has – potential. Surely, the majority of the workforce has potential to reskill and upskill?
The early careers landscape is changing. Organizations are facing new challenges, increased candidate expectations and are planning for an uncertain future.
In this blog, I will share my experience of helping one of the largest organizations in the world change their traditional assessment process for choosing Leaders in their company.
Many business sectors are going through a period of organizational and business transformation — and the banking sector is no exception.
“Assessing and identifying the key competencies effectively is now more important for employers than ever before.”
Long before the disruption of COVID-19, the financial services sector recognized the need to move outside of its traditional comfort zone.
In order to widen the talent pool for their early careers programs, many high-profile corporate recruiters have removed specific academic qualifications as prerequisites for applicants.
When lockdowns around the world began, those organizations with planned in-person, in-house development centers were forced to cancel them with immediate effect.
The Challenge: Develop an assessment process to accurately identify those with high potential in the current employee talent pool to join its two year leadership program.
As the economy emerges from the pandemic, a workforce wracked by layoffs, job stress and digital transformation will need to have a second wind. What can employers do to help?
