All businesses try to identify the most promising talents, those “who excel at their jobs and missions, and those who have the potential to rapidly develop new, even more complex skills, while maintaining that excellence.” These profiles are oftentimes called “high potential”. They’re the leaders of tomorrow, the company
Big data. It’s a term that we hear everywhere, all the time. It’s invading, little by little, all spheres of business. In HR, the phenomenon is still relatively new, but it’s pointing toward a huge expansion. Big data is arriving in all spheres of business. It’s
With the rise of the digital economy, new activities are being created within businesses. It then becomes HR’s job to match a candidate with a position that is likely still poorly defined, and integrate them within the company. With that in mind, here are three pieces of advice for
Human Resources needs to handle numerous parameters in order to manage talent. What was previously presented as the most intuitive part of a company must now lean on data to better manage problems and issues with concrete arguments. 1. Turnover: 10% increase each year since 2012 - Hays Increased turnover
Discover the article by Bénédicte de Raphélis Soissan that appeared in Les Echos on April 27, 2014. Digital advances are currently creating real ruptures: ruptures of usage, of business models, of market rules. Consumers are generally the first to change their behaviors, causing considerable transformations in practices and their digitalization.
In April of 2015, Le Figaro published an Opinionway study according to which “more than 50% of employees want to leave their company”. That’s a number that makes you pay attention, and we wanted to look one of its underlying issues: the significant loss of value that it represents