This fall, millions of eager (and some not so
eager) students returned to secondary schools, technical schools, and
universities and are now preparing for their first full-time
jobs.This is a time of
adventure, excitement, and uncertainty as graduation is now only a few
months away. Remember back in the day when this was you???
Unfortunately, this is also a time of adventure and uncertainty for
many employers.Many
organizations wrestle with the daunting task of determining how to attract
the best talent possible, develop their skills, and retain these talented
employees.Based on instinct
and past experience, they go on an adventure and tactically try to
attract, develop, and retain the best and the brightest without first
developing a comprehensive game plan or strategy.
As national demographics continue to change rapidly, the demand for
talent will increase while the supply of talent decreases in many
industries.Strategies to
select, train, and keep talent will become critical to organizational
performance and the bottom line.As
more of our leaders retire with fewer workers in the pipeline, retaining
and developing leadership within most organizations will become an
overwhelming task.
With the continual demand on organizations to do more with less, it
is paramount that our strategies to attract, develop, and retain talent
are thoughtful, efficient, and effective.Organizational survival and, more importantly, the ability to
thrive, continues to be related to an organization’s ability to hire,
develop, and keep the best and the brightest.This issue of our newsletter will hopefully stimulate thought and
dialogue around these workforce development issues.
Some things just don’t change.Talent is the foundation of organizational success.Although in the future more than ever, to thrive is not just an
adventure, it is a strategy….
These materials have been prepared for educational and information purposes only. They are not consulting advice or opinions on any specific matters. Transmission of the information is not intended to create, and receipt does not constitute, a consultant-client relationship between The Hill Group, Inc. and any recipient of this material. Readers should not act upon this information without seeking professional advice.
