Did you know that a whopping 83% of organizations face a skills gap in their workforce? That’s according to a recent survey from the Association for Talent Development, which also reported that 78% of employers said they expect to face skills-related issues in the future.

That saying — “style over substance” — makes an important point. Sure, a rocker’s getup is part of the package, but no one wins a Grammy on an outfit alone. 

When it comes to Leadership Styles, the same lesson applies. Leaders can’t succeed on swagger. But I believe style does have something to do with their success. In fact, when leaders discover their style, they unlock greater “substance” and lead with improved agility and heightened confidence.

We’re well into the first quarter of 2023, and that means we have a good idea of the trends that will shape the year unfolding before us.

I like to think about the trends marking the job market for two reasons. As an employer, I want to stay on top of the evolutions we’re seeing from big employers — and the economy. As a leader in the human capital space, my focus is to assess trends in how people are impacting the performance of companies.

Bring your whole self to work – that’s what many companies are asking their employees to do in a push for greater authenticity in the

With so much attention on the workers who say “sayonara,” there’s good reason employers are asking the big question above. Why do employees quit? Is something pushing them out? Or is the grass really that much greener on the other side?

What role does feedback play in an organization? Surely, it’s important to guide employees throughout their tenure, ensuring they don’t just log hours, but learn and grow. But feedback is tricky to get right. A recent essay in the Harvard Business Review featured two business leaders’ musings on the subject: “The research is clear,” they wrote. “Telling people what we think of their performance doesn’t help them thrive and excel, and telling people how we think they should improve actually hinders learning.”

As the Great Resignation swept across the business world this year, companies reached for new strategies to boost retention and slow turnover. Organizations rolled out enticing new benefits, upped employee appreciation measures, and handed out competitive counteroffers.

We’re more than half-way through the year, and I’ve got a scary question for you: Where are you with your annual review? Have you thought about it since you walked through it with your boss just before the holidays? Have you made any progress on the goals you set in January?

We’re officially into the third quarter now, and the end of the year will arrive sooner than any of us will believe. How are those beginning-of-the-year goals doing? Are they starting to feel out of reach? Do you have a ways to go before counting them accomplished?

Bring your whole self to work — that’s the commandment every employee-friendly company wants workers to live by. Bring your cat to team meetings. Post photos of your trip to Barbados on Slack. Host a brown bag on how to create the perfect cheese board.

The office is a complicated place for managers right now. First of all, that word “office” — what does it even signify today? It’s more than the space between four walls cement walls. It now encompasses corporate-owned locations, coworking spaces, and people’s home offices, living rooms, and dining room tables.

In many workplaces, teamwork ain’t what it used to be. The pandemic replaced good old fashioned meetings with Zoom calls, Slack standups and other tech-enabled solutions. Those fixes got us through a terrible time, but they couldn’t reproduce the camaraderie and collaboration of in-person coworking.

Companies that teach workers to understand their skills as scalable are in a much better position to retain talent. Workers need to feel that their work connects to their personal passion — it motivates them, and it impacts the bottom line.

How do you shift skill, performance, and expectations for an entire group of people? What are the hallmarks of a high-quality workforce? How do employers develop those traits in their employees? These are questions every business leader asks themselves, especially in this tricky employment landscape of 2022.

Employee appreciation day is Friday. Do you have a plan? It’s an important question. Don’t let yourself be the workplace version of the poor saps standing in line for self checkout at 5 p.m. on Valentine’s Day, holding a sad bouquet of wilted roses. But there’s a more important question out there: How do you make sure your employees feel recognized for their effort when they head home for the weekend, not only this Friday, but every Friday?

Our approach to talent is reflected in our name: We want you to find the best people for your company, and then we want to empower you to treat them the best you can.

PeopleBest offers a path forward. In this white paper, we will explore three ways a holistic talent system powers your people decisions.

• Part 1 — Learn
  Envision your talent goals and learn how a system can help you achieve them.

• Part 2 — Discover
  See how talent systems use data to generate insight.

• Part 3 — Find
  Learn to assess a talent system’s functions and judge for success.

When workplaces encourage employees to forgo the occasional sick day — even if it’s for a mild head cold — they tell workers that their health comes second. Somehow, the COVID-19 pandemic put the sick day in danger. That may sound impossible — it’s definitely ironic. But emerging research says it’s true. HR tech company Beamery recently reported that 39% of workers are more likely to work through sickness from home. And a quarter said they believe sick days themselves are a thing of the past.

What are the factors that allowed people to get through the enormous challenge that was and is the COVID-19 pandemic? When the coronavirus began its first sweep through the U.S., the country transformed, almost overnight.