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It’s time to change the way we think about and deploy learning within organizations. We need this shift not only to meet future skills needs, but also to start mining the maximum value possible from human capital, the real engine of growth and success.

For organizations struggling to find their way in a world reshaped forever by COVID-19, three practices can help companies more effectively manage downsizing, minimize layoffs, and enhance their talent strategy with reskilling, upskilling and redeployment.

When building a coaching culture, leaders must keep these three must-know qualities in mind to successfully create the conditions to generate new ideas while keeping employees confident and engaged.

At a time of extraordinary economic uncertainty, contracting with a human capital firm with no prior experience in outplacement is simply not a well-advised option for an organization undergoing massive change.

Resilience is like a battery; to maintain a full charge, it must be properly maintained and periodically recharged. Run the resilience battery too long in an environment that is harsh and unwelcoming, and it will eventually be drained and lose power.

In the eighth edition of the Lee Hecht Harrison Severance & Separation Benefits Benchmark Study, we look at the reasons why severance is offered, how severance is typically calculated at various levels of employment, and what common severance and separation benefits, such as outplacement and redeployment, are offered.

Current trends—many accelerated by pandemic forces beyond our control—have changed the rules of recruiting and hiring, requiring organizations to adapt and embrace new practices to compete and triumph in the future war for talent.

The COVID-19 pandemic has, in many ways, transformed some of the assumptions we have made about workforce planning in the midst of an economic downturn. The human capital industry simply cannot only offer traditional solutions when faced with a non-traditional challenges.

Coming out of the pandemic, some organizations will be leaders in treating their talent as a renewable resource, while other organizations will be left behind, focusing too much on wholesale layoffs and other wasteful practices. This is the moment to get your organization on the right side of that equation.

A global survey from Peakon—with views from tens of millions of respondents—confirms that future business success requires employers to identify and deliver on a variety of employee expectations, most importantly the desire to work for an organization that supports mental and physical well-being.