HR & Recruitment

 3h

How to create an effective upskilling strategy across the employee lifecycle


Skills development is not a one-time event; it's a continuous process implemented throughout the entire employee lifecycle. Here, Elliot Gowans of Access Learning outlines how to plan and implement an effective upskilling strategy - from onboarding to a culture of continuous learning.

There is plenty of industry discussion surrounding upskilling, spearheaded by a recent Fosway Group report... revealing that upskilling and reskilling is the top strategic priority for L&D professionals. As the skills gap widens, the function must invest in both role-specific skills and career development.

Upskilling and reskilling are powerful tools that go beyond merely filling skill gaps. They are catalysts for both employee growth and organisational success. This investment should begin on day one of a new employee's journey, with effective onboarding ensuring they have the essential skills for a strong start. This commitment to development should continue through their time with an organisation.

By prioritising employee development, companies can create a culture of continuous learning, innovation, and adaptability. This not only boosts job satisfaction and engagement but also nurtures a talent pipeline poised to embrace new challenges and drive business forward.

Moreover, the link between upskilling and career progression is undeniable. The People Profession 2023 report found that professionals who have upskilled are significantly more likely to say their career progression has exceeded their expectations. Additionally, PwC's latest Global Workforce Hopes and Fears Survey shows that employees who say they are likely to switch employers in the next 12 months are nearly twice as likely to strongly consider opportunities to learn new skills in such decisions.

Skills mapping across your organisation is necessary for a successful upskilling strategy.

A strategic approach to upskilling should:

Engaging in skills mapping across your organisation is necessary for a successful upskilling strategy. This process entails a detailed analysis of roles critical for business operations, ensuring a clear understanding of evolving skill requirements. Regular updates to these mappings are vital to reflect the dynamic nature of skills.

Upskilling employees (and offering training opportunities at any level) can't work with a one-size-fits all approach. Tailoring upskilling initiatives on both a departmental and individual basis ensures that training aligns with specific job requirements, maximising its impact.

From your initial roles and skills mapping, along with the current organisational level priorities and objectives, look at what departments or functions could most benefit from more support with their upskilling initiatives.

All employees should be given the opportunity to complete skills surveys or assessments and Individual Development Plans, or IDP's. This document is a personalised resource which helps employees to grow professionally. It will include specific steps which should be taken for them to meet the goals set out within the document. When an organisation utlitises personal development planning in this way, it helps to embed a culture of learning as an ongoing process and not just as and when it is necessary to review.

Prepare your workforce for change by anticipating future skill requirements based on industry trends and technological advancements.

Once you have established how you are going to approach upskilling within your organisation, you can work to introduce a framework in which upskilling individual employees can be integrated into your organisation's culture and operations. This section will guide you through a six-step process introduced by the L&D leader that can then be rolled out with supervision by line managers. more

HR & Recruitment

 1w

What Gen Z Want From Work (It Isn't What You Think)


Gen Z () is officially here. They're estimated to now take up a fifth of the working world, with many of them still at school and excited to enter the workforce in the years to come. Or not but it's not like they have a choice.

So we decided to find out what that means for businesses.

We surveyed 200 British Gen Zers, aged between 18 and 29, about how they feel about the world of work. What... motivates them? What demotivates them? And how can companies attract, retain, and train this new generation?

What Gen Z wants from the workforce isn't necessarily what companies have to offer. There's a canyon forming that could impact hiring as the TikTok generation becomes bigger and more influential at work.

Keep reading to discover more about our key findings and download your copy.

One of the biggest trends was that Gen Z want to be paid what they're worth. They'll happily move roles if they're offered more money elsewhere.

Given the current economic climate, this should come as no surprise. Offering more than competitors is a simple way for businesses to attract fresh talent, particularly in less popular industries like energy and utilities or print publishing.

Nearly half of Gen Z respondents said that they'd leave a role if somewhere else offered more money. Around the same amount saw themselves working in a new role in three years' time.

Our findings align with data from CareerBuilder, which found that Boomers stay in roles over 8 years, while millennials and Gen Zers are likely to leave within less than 3 years. Gen Xers were in the middle, staying for just over 5 years.

Younger generations aren't as loyal to their employers, which means employers must work harder to retain them, or spend more money on hiring, onboarding, and training.

The solution? Offer them what they want! (And find out what that is by reading our whitepaper.)

Younger gens aren't loyal, but they're more likely to be if you support their personal and professional development with tailored, scalable support (more on that below).

The most important company value for survey respondents was making a difference in the world. It was one of the biggest motivating factors alongside pay.

This is likely also why working in the tech sector was so popular: it's seen as an industry that pays well and it's at the forefront of driving change in every aspect of our lives.

But as the tech sector matures, and its focus on DEIA (diversity, equity, inclusion, and accessibility) declines, a gap may emerge for innovative industries and businesses to fill. One that aligns with Gen Z values (like DEIA) while keeping existing stakeholders happy.

Gen Z don't want their roles to revolve around work. Alongside pay and making a difference, they also value work-life balance. This was the second biggest marker of work success.

It makes sense: they aged into the workforce during Covid, where there was nothing to do but work and scroll endlessly through TikTok. Sometimes at the same time if they worked in marketing.

So now that they've had a taste of life not revolving around work, they want things to stay that way. And they may well decline roles that don't align with those values.

They've also seen the impact increasing house prices, wage stagnation, and all work and no play have had on their older colleagues, friends and family. And they're learning from those mistakes.

For millennials, things like flexible working, remote working, and being paid what they're worth were nice-to-haves. But for Gen Zers, they're non-negotiables.

Since the average house price is now 8x the average salary, being surgically attached to a desk won't get them any closer to traditional markers of success. The goalposts have been moved and may well never be within their reach. So now they're redefining success in a way that works for them and the ever-evolving environmental, social, technological, and political climates.

The most surprising finding from our survey is that 27% of Gen Zers don't care about career progression and only 14% value it. The gender divide on this one is stark, too: just 8% of male employees care about career progression compared to 19% of females.

There are lots of political and social reasons this divide could be so large. Regardless of why it is, though, businesses can and should show all employees that with the right support, they can achieve their goals. Whatever they may be. This will help foster company loyalty so that your employees are happy and productive. You can't have one without the other.

Regardless of their career goals, respondents still valued continuous learning. This is likely because they know the world is changing at an exponential rate. Continuing to grow their skills will be the key to them navigating and surviving the evolving climate.

Gen Z values continuous learning, but not in the way that it's often delivered. Webinars were unpopular, likely because they've become nothing but background noise to most of us after a seemingly endless stream of them during the pandemic.

Instead, they want to be taught in a more tailored, one-to-one way. This allows them to upskill and reskill in a way that suits their learning style, fitting for an independent generation that's used to having everything tailored to them, thanks to growing trends in personalisation and AI.

So it should come as no surprise that the most popular ways for Gen Z to learn were coaching and mentoring. Both allow for far more tailored approaches to learning, so they can grow the skills that will benefit them the most in the short and long term. more
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HR & Recruitment

 6d

What keeps employees loyal to their company? HR survey says...


Entry-level workers value continuous upskilling opportunities.

Employees tend to stay longer in a company that fosters a culture of innovation and use of cutting-edge technology. Other top factors valued highly include opportunities to upskill, access to high-end training and ample career development, finds a survey by the Mumbai-based Courseplay, an international learning experience platform... of the CIEL HR Group.

The survey, 'Key Drivers of Employee Development and Longevity', took responses more than 650 professionals across sectors, company sizes and seniority levels to understand their perspectives.

In a competitive and uncertain job market, the survey revealed, 49 per cent of senior professionals considered career growth the most critical factor in their long-term association with a company, while 52 per cent of entry-level employees prioritised continuous upskilling and development opportunities as key to staying loyal to an organisation.

For 60 per cent of mid-level employees, taking on new responsibilities to advance their careers -- along with access to training that supports their progression -- was essential.

"Structured career development and robust learning opportunities are crucial for employees. While they drive individual fulfillment, they also contribute to organisational success. When employees feel recognised and supported in their career journeys, their loyalty and engagement with the company follow naturally," says Aditya Narayan Mishra, MD and CEO of CIEL HR.

Mansee Singhal, careers leader-India at consulting firm Mercer, shares that rapid learning opportunities and career growth are becoming key differentiators beyond compensation and benefits. She highlights companies' focus on a wide range of areas, including skill development, managerial training and leadership development, often building a comprehensive learning stack for each.

"Since employees across job roles and age groups have different preferences and requirements, companies strive to stay relevant by offering a strong skills and domain stack as a competitive advantage," says Singhal, adding that organisations often develop in-house training programmes -- especially for specific technologies or domain skills with mid-term focus rather than buying talent.

This shift is largely due to the rising costs of hiring and replacing employees lost to attrition. As a result, companies are increasingly investing in skilling initiatives to build a robust talent pipeline. "With the shelf life of skills shrinking and technology constantly evolving, investing in learning and development helps companies stay relevant and maintain a competitive edge," adds Singhal.

Training programmes can be job- or task-related, helping managers perform their roles more effectively, or focused on people management and behavioral skills to develop better leaders. more

  • aide dennis

    3
    5d

    All that is highly recommended in every job to improve performance and better service delivery,
    Dennis.

HR & Recruitment

 5d

What keeps employees loyal to their company? HR survey says...


Entry-level workers value continuous upskilling opportunities.

Employees tend to stay longer in a company that fosters a culture of innovation and use of cutting-edge technology. Other top factors valued highly include opportunities to upskill, access to high-end training and ample career development, finds a survey by the Mumbai-based Courseplay, an international learning experience platform... of the CIEL HR Group.

The survey, 'Key Drivers of Employee Development and Longevity', took responses more than 650 professionals across sectors, company sizes and seniority levels to understand their perspectives.

In a competitive and uncertain job market, the survey revealed, 49 per cent of senior professionals considered career growth the most critical factor in their long-term association with a company, while 52 per cent of entry-level employees prioritised continuous upskilling and development opportunities as key to staying loyal to an organisation.

For 60 per cent of mid-level employees, taking on new responsibilities to advance their careers -- along with access to training that supports their progression -- was essential.

"Structured career development and robust learning opportunities are crucial for employees. While they drive individual fulfillment, they also contribute to organisational success. When employees feel recognised and supported in their career journeys, their loyalty and engagement with the company follow naturally," says Aditya Narayan Mishra, MD and CEO of CIEL HR.

Mansee Singhal, careers leader-India at consulting firm Mercer, shares that rapid learning opportunities and career growth are becoming key differentiators beyond compensation and benefits. She highlights companies' focus on a wide range of areas, including skill development, managerial training and leadership development, often building a comprehensive learning stack for each.

"Since employees across job roles and age groups have different preferences and requirements, companies strive to stay relevant by offering a strong skills and domain stack as a competitive advantage," says Singhal, adding that organisations often develop in-house training programmes -- especially for specific technologies or domain skills with mid-term focus rather than buying talent.

This shift is largely due to the rising costs of hiring and replacing employees lost to attrition. As a result, companies are increasingly investing in skilling initiatives to build a robust talent pipeline. "With the shelf life of skills shrinking and technology constantly evolving, investing in learning and development helps companies stay relevant and maintain a competitive edge," adds Singhal.

Training programmes can be job- or task-related, helping managers perform their roles more effectively, or focused on people management and behavioral skills to develop better leaders. more

HR & Recruitment

 1w

Effective Human Resource Management for Employee Retention - Techicy


An organization's functioning and success depend heavily on effective human resource management practices. Employee retention stands as one of the most critical responsibilities that HR managers must execute. Many organizations struggle to maintain their skilled employees' dedication to their positions. Organizations that maintain stable employment relationships achieve higher productivity levels... alongside improved employee morale and operational success. This blog demonstrates why human resource management matters for employee retention and shows how strategic approaches lead to better organizational performance.

The stability of organizations depends directly on employee retention which stands as a vital component of human resource management. Organizations benefit from employee retention because long-term employees provide both operational experience and expert knowledge which strengthens corporate culture and improves operational efficiency. High employee turnover results in the loss of essential organizational knowledge and creates skill-level gaps that require significant time and financial resources to recruit and train new personnel. HR managers need to make employee retention their top priority by creating programs that maximize workforce satisfaction and career development possibilities.

Human resource management is effective in creating strategies that improve employee satisfaction and reduce turnover. Competitive compensation packages represent a fundamental strategy for retaining employees. Employees tend to remain with companies that demonstrate their appreciation through fair compensation packages, comprehensive benefits and performance-based rewards. Career development opportunities including mentorship programs and training and internal promotions create employee progression pathways which boost job satisfaction and increase retention rates within the organization.

The investment in compensation packages and career development opportunities by HR managers results in a loyal and motivated workforce. Additionally, celebrating individual and team achievements creates an atmosphere of appreciation that helps retain employees and ensures that they continue to contribute to the organization's long-term goals. If employees feel the company is invested in their personal and professional growth, they will likely feel more engaged and make a deeper connection with the company's mission and values.

Employee engagement stands as a fundamental element for workforce retention across human resource management practices. When employees feel engaged they show increased commitment to their roles and organizational success which results in enhanced productivity and job satisfaction. Engagement initiatives implemented by HR professionals help create workplace environments where employees feel valued, heard and appreciated. Building strong employee engagement requires regular feedback and recognition programs alongside creating a supportive workplace environment. The combination of positive work-life balance initiatives and flexible work arrangements leads to higher employee morale and minimizes employee attrition.

Professional growth opportunities along with meaningful contributions to organizational goals directly improve employee engagement. Organizations can enhance employee retention through HR-managed career development plans coupled with ongoing learning opportunities. By adopting this comprehensive approach organizations build stronger employee retention while simultaneously creating a more motivated and productive workforce. Organizations that maintain high employee engagement develop better reputations while drawing superior talent into their workforce.

The work environment directly determines how long employees choose to stay with the company. Organizations that establish positive inclusive work environments experience decreased turnover rates because their employees feel secure and valued and remain motivated. Human resource management has the responsibility to create and sustain this environment by promoting diverse workforces alongside open communication channels and collaborative practices. Employee satisfaction and long-term organizational commitment increase when staff members feel their voices matter and experience true inclusion within their teams.

A culture built on trust and transparency enables employees to share their ideas and concerns without facing judgment. Employees who feel valued develop stronger connections to both the organization's mission and its values while experiencing increased workplace belonging. Regular assessment and improvement of the work environment by HR professionals ensures that it remains aligned with employee needs while fostering a workplace where people can truly succeed.

Any organization that wants to retain top talent needs a well-structured performance management system. Through human resource management, employees get regular feedback about their performance while also receiving clear goals and expectations. Achievement recognition and performance feedback create employee appreciation and foster individual development. When organizations implement strong performance management systems they achieve better employee retention and higher productivity levels. Employees stay committed to their roles because they receive acknowledgement for their work and access to development opportunities.

A properly designed system encourages ongoing learning opportunities which enables employees to develop new skills while they experience career advancement. Through routine performance reviews HR teams can identify top performers for customized development plans that enhance employee motivation. A well-designed performance management system functions as both an evaluation tool and a strategic approach to build enduring employee commitment and satisfaction.

Employee retention depends heavily on human resource management's effectiveness in addressing employee concerns and delivering sufficient support. Employees require a dependable support network to help them navigate both personal and professional challenges. Human resources managers need to actively support employees by providing counselling services and conflict resolution while helping workers manage their workload. Organizations that demonstrate they care about employee wellness build loyalty and trust with their staff while improving talent retention. Employees who feel supported by their organization demonstrate higher engagement levels in their roles and approach challenges with enthusiasm.

The establishment of open communication channels enables employees to share concerns and suggest improvements while building trust and loyalty within the organization. Human Resources must establish a workplace culture that promotes personal and professional development while supporting mental health needs. The combination of improved job satisfaction and employee retention creates a positive impact on organizational stability.

Finally, human resource management is crucial in retaining employees by implementing strategies that foster a workplace that is engaging, supportive, and rewarding. Employee retention goes beyond competitive salaries because organizations must provide growth opportunities and maintain positive workplace cultures while meeting workforce requirements. Organizations that effectively handle these elements can sustain a committed workforce which drives enhanced long-term organizational success. more

HR & Recruitment

 2w

What Is Preboarding And Why Does Your Organization Need It?


In a time when employment opportunities are abundant and potential employees are more skilled than ever, organizations are not having trouble finding talent but retaining it. An onboarding study from BambooHR shows that almost one in three employees quit within the first six months of employment, while almost 20% don't make it past their first month. These numbers highlight that the employee... experience during the initial stages of their employment is critical for their engagement down the road. This refers to your organization's onboarding strategy, specifically the very first stage known as preboarding. This comprehensive guide will explore what preboarding is, how it differs from onboarding, and its importance. It will also provide tips and best practices to ensure its success.

Preboarding is best described as the first stage of the employee onboarding process. It typically spans the period between the new hire accepting the job offer and their actual first day at work. Preboarding has a few basic functions, the most important of which are getting as much administrative work done as possible before the first day, reducing first-day anxiety for newcomers, and preparing them for transitioning into their new work environment as smoothly as possible.

Before we get into the details of preboarding, it's best to tackle the most common question: are preboarding and onboarding the same? If not, what are their key differences?

What is important to understand is that although they sound very similar, preboarding and onboarding are two distinct processes. Some may say that preboarding comes before onboarding or, as we mentioned earlier, that preboarding is the first stage of onboarding. Whichever of the two definitions you choose, it's important to remember the two following timelines. Preboarding starts on the day the new hire accepts the job offer and ends on the first day of work, while onboarding spans the period between the first day of work and can go up to the first year of employment.

There are more differences between preboarding and onboarding, such as their focus. Preboarding focuses on initial engagement, preparation for the new work environment, and reducing first-day jitters. On the other hand, onboarding emphasizes general and role-specific training, smooth integration of new employees into the workforce, and speeding up productivity. In other words, preboarding fosters enthusiasm about the first day of work, while onboarding ensures long-term employee engagement and development by providing access to necessary tools, skills, and knowledge.

Preboarding is not simply a suggestion for a better employee experience. It is a strategic choice that businesses must make to streamline employee development and boost organizational success. Here are a few of the reasons why preboarding is an essential process.

Recruiting new employees requires significant resources and effort. Therefore, losing a new hire after only a few weeks or months will force you to start from scratch. To prevent that, make sure to foster an engaging preboarding experience during the early stage of your relationship with the new employee. This way, you will prevent them from experiencing new hires' remorse or accepting counteroffers.

Imagine this scenario: a new hire comes in, and all they do during their first days or weeks is fill in paperwork or wait for their company accounts to be activated. It's easy to see how this approach puts their development and productivity on the back burner. Employee preboarding solves this problem by handling all preparation and administrative tasks before day one. This way, on the new hire's first day in the office, they can hit the ground running, diving straight into the details of their new role and contributing meaningful work right away.

An effective preboarding process is not only beneficial for your employees but also for your organization and the image it projects. Potential candidates are very interested in discovering businesses that are actively involved in creating a better welcoming experience for their employees and taking measures to ensure their long-term career development. Therefore, when you show your appreciation to existing and prospective employees through a well-crafted preboarding experience, your company becomes an attractive employer that easily draws in new talent.

While the number of administrative tasks that need to be completed when a new employee comes on board remains the same, preboarding can significantly streamline this process. Specifically, instead of scrambling to get everything sorted during the first few days of a person's employment, preboarding makes it possible for these tasks to be spread out over several weeks. This approach enables your HR department to work through their checklists at a manageable and realistic pace, thus preventing errors and oversights.

The final reason why the HR department should be interested in implementing a successful preboarding experience is to protect company culture. By introducing new hires to the company's core mission, vision, values, and culture, they set clear expectations from the get-go. As a result, when new employees are finally introduced to their teams and the rest of the company, they will have a better idea about how to behave themselves in order to achieve a strong cultural fit.

Preboarding begins with a welcoming email to get new employees excited about their first day. Make sure to include important details like the start date, clock-in time, office address, and required paperwork. To set expectations, you may also provide a brief overview of company policies, such as the code of conduct and office environment handbooks.

After completing the first step, it is time to prepare the agenda for the employee's first day and week at work. The first day is dedicated to helping new hires familiarize themselves with their new workplace and colleagues. As a result, it usually starts with an office tour -- a virtual one for remote employees -- and an introduction to their closest colleagues, direct supervisor, and CEO. The rest of the week should focus on their new responsibilities and the company culture, with their training plan centering around compliance training and role-specific skills. Make sure to plan daily check-ins to optimize the onboarding experience.

An important part of preboarding is handling all paperwork before the new hire's first day at work to save time, streamline HR tasks, and ensure compliance. Therefore, in the weeks following the acceptance of the job offer, gather all necessary documents, such as tax forms, benefits enrollment, employee contracts, etc., and send them to the new employee, preferably through a digital platform. Provide them with clear instructions and deadlines so that they fill in and return everything on time.

Coming into the office for the first time and finding their workspace ready for them can significantly improve the onboarding experience for new employees. This involves finding a clean and well-stocked workspace with a computer and office supplies waiting to be used. All new employee accounts must also be ready, allowing them to log in immediately. Regarding remote employees, HR should coordinate the shipment of necessary equipment a few days in advance.

Don't forget to inform the rest of the team about the arrival of a new member, as a warm welcome from them is also essential for a strong start. The HR department should remind the managers to introduce the new employee on their first day, either through an email or a team meeting, where they will share a few details about their role and background. This will encourage early interactions and help foster a positive and welcoming environment.

It's essential to create a clear roadmap for the first three months to set expectations and goals for the new employee. This will help achieve professional development and maintain alignment with organizational objectives. For that to happen successfully, the HR department must collaborate with managers to create a -day plan that outlines responsibilities, key milestones, and performance expectations. This will enable new employees to track their progress and know what is expected of them.

The final object on your preboarding checklist is to ensure effective communication between new hires and their supervisors or the HR department. Make sure to schedule frequent meetings where new hires can ask questions, voice concerns, and discuss their progress. Additionally, clarify which communication channels they can use to reach out to colleagues or management for clarification or feedback between scheduled check-ups.

As the precursor of onboarding, preboarding can be particularly useful in paving the way for a smooth onboarding experience. Let's see how.

Starting a new job can be stressful for employees, especially when they don't know what to expect. Effective preboarding handles this issue by helping new hires familiarize themselves with company culture, team dynamics, and processes early on. This way, they feel more confident and comfortable on their first day instead of anxious and uncertain.

Onboarding is designed to help new employees get to know their colleagues and foster relationships with them. Preboarding can facilitate this process by arranging early introductions and assigning a mentor or onboarding buddy with which new employees can interact before the first day. As a result, when new hires start working, they have already established connections that will make them feel comfortable.

It is essential to keep employees engaged between the job offer and the first day of work, as this is a period during which they easily change their minds. Preboarding can effectively maintain their enthusiasm about their decision to join your organization by sharing personalized welcome messages, company updates, and success stories.

How can you ensure that your preboarding process will be successful in helping new hires transition smoothly into their new role? Here are some essential preboarding tips to keep in mind.

Preboarding doesn't have to be complex and overwhelming for new employees. On the contrary, it must only focus on basic processes and procedures that will help ensure a smooth onboarding experience later on. Therefore, assign only necessary tasks, such as completing mandatory paperwork, meeting immediate team members, and receiving a basic overview of their new role. Don't forget to provide them with a point of contact for any questions they may have.

Successful preboarding requires taking things step by step. To reduce uncertainty and ease newcomer stress, you should let new hires know what their first week will look like. For example, you can share a calendar that outlines meetings with supervisors, team members, or other departments, as well as training sessions or any task they must complete by the end of the week. This will help them feel prepared for their new role and its responsibilities.

Preboarding is a great opportunity to introduce new employees to the company's culture, values, and mission. This can be achieved by personalizing the various steps of preboarding through sharing success stories and welcome messages, gifting company swag, arranging casual meetings with other departments, etc. This will not only make these employees feel welcomed by the rest of the company but also facilitate their integration into the company culture.

The casual and informal meetups that we mentioned in the previous tip can and should start before the first day at work. More specifically, you can plan in-person or virtual coffee meetups, a buddy system, or informal welcome calls as part of the preboarding process. All of these steps will help employees feel more comfortable and establish early connections, which will make their integration into the company much easier.

If you want to prevent the enthusiasm of starting a new job from fading fast, you must take steps to make the preboarding process as engaging as possible. A great way to achieve this is to incorporate interactive elements, such as videos, quizzes, and gamification, at various stages of preboarding. These features will capture the attention of new employees and make the overall experience more enjoyable and impactful.

New hires need to stay connected with their managers and mentors during preboarding to maintain communication and offer support. This doesn't need to be more complicated than a simple email sharing your enthusiasm about welcoming them on board or a virtual meeting where you can get to know each other and urge the new employee to express any questions or concerns they have about their new job.

Preboarding needs to start as soon as the candidate accepts the job offer. If you wait and leave preboarding tasks for the last week before starting work, you risk losing your new hire's initial interest and excitement. Spread out the tasks you need to do, such as filling in paperwork or reading through essential company information, to achieve a smooth introduction to the company without overwhelming or under-engaging new hires.

Starting a new job may be exciting, but it also comes with a certain level of stress and uncertainty. Help new hires combat these feelings and start their new job prepared and confident by creating a preboarding strategy that explains everything they need to know before their first day, describes processes and expectations, and provides a reliable point of contact that they can reach out to for additional clarifications.

We've already mentioned incorporating tech tools into your preboarding process to maximize employee engagement. However, leveraging technology can also have a particularly positive effect on the efficiency of preboarding. HR software, online learning platforms, and digital communication tools can help streamline the various stages of onboarding and ensure a seamless and pleasant experience for newcomers.

Preboarding should be tailored to the specific needs of each employee entering your organization. In particular, it is essential to personalize the process based on the new hire's position, job level, and overall learning preferences. Providing new hires with training resources and materials that align with their unique circumstances will not only make them feel valued but also enhance their development and productivity.

Once the new hire starts working in your organization, you must gather feedback regarding the preboarding process they just experienced. Ask them whether it prepared them adequately for their new work environment, what their favorite part was, and what they think could be improved. These insights will help you refine your organization's preboarding strategy and improve it for future hires.

Finally, let's look at three common preboarding mistakes you need to be wary of to achieve the best results possible.

The biggest mistake you can make during preboarding is failing to maintain communication with your future team members. If new hires don't hear from you in the weeks following their acceptance of the job offer, they might start questioning their decision to join your organization. This can ultimately lead to disengagement and may even push them to accept an offer from a competitor. Prevent this less-from-ideal scenario from happening by sending them regular updates, arranging quick and informal meetups with their supervisor or team, and giving them opportunities to ask questions. This way, they will remain excited about this new step in their career and turn up on their first day feeling prepared and positive.

Understandably, there might be a large amount of information you want to present to new hires during the preboarding stage. However, bombarding them with training resources, employee handbooks, compliance policies, and paperwork all at once may have adverse effects, such as stress and confusion. Instead, consider spacing out the preboarding tasks and focusing only on what is absolutely necessary for new hires. For example, start with the mandatory paperwork and the specifics of their role, and leave additional information about the company culture or the setup of their internal accounts for the following days. This approach will make preboarding more manageable, allowing new hires to comprehend and complete one task before moving on to the next.

Last but not least, companies need to remember that not all hires are the same. Depending on their previous experience, age, job role, working style, and learning preferences, each hire might require a different approach during preboarding. For instance, technical roles may require more support from your IT department, while managerial roles could benefit from leadership courses. Additionally, you might have to modify preboarding to address the needs of employees who will be working exclusively remotely versus those working on-site. Personalizing any messages you send to new hires, modifying their training plans to align with their strengths and weaknesses, and providing them with mentors who can make a difference in their performance are all steps that will make your new hires feel appreciated and valued for their unique skills.

Despite its great significance, it seems that preboarding has not yet gained the same level of attention as onboarding. However, designing and implementing a comprehensive preboarding strategy can greatly impact a new hire's experience, engagement, and subsequent development and long-term success. In this detailed guide about preboarding, we discussed everything that you need to know about it, including the factors that set it apart from onboarding, its advantages, and best practices to ensure its success. Create your own preboarding strategy today to attract and retain new talent, reduce their time to productivity, and effectively integrate them into your company culture. more
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  • Janet Moses Ajawo

    1w

    You are blessed. Thank you for this sir.

  • Florence Ndungu

    3
    2w

    Thanks for this elaborate explanation on preboarding and onboarding of a new hire. Very insightful for sure.

    1

HR & Recruitment

 3mo

Succession Management: 11 Steps For Success in 2025


Succession management enables organizations to place the right people with the right skills in the right positions at the right time. Whether adapting to shifts in leadership or changes in critical operational roles, a robust succession management approach minimizes disruption and builds organizational resilience.

This article explains why succession management is essential and how HR can... develop a succession management plan that works.

Succession management is a systematic approach to identifying, selecting, and developing key employees and bringing in talented new hires to assume critical roles and prepare the organization for the future.

As business conditions become increasingly challenging, it takes skilled individuals at all levels to confront them and continue driving the organization forward. However, organizations often don't have an abundance of employees who are equipped with the abilities and qualities necessary to step into critical roles when needed. Succession management ensures a steady pipeline of capable and engaged talent is in place to fill key positions, keeping the organization resilient and future-ready.

Although the terms "succession planning" and "succession management" are frequently used interchangeably, they are distinctive practices with different scopes and approaches. Succession planning is a focused process within the broader framework of succession management.

To clarify, here are explanations for both:

Put simply, succession planning is a critical component of succession management, but the latter takes a more holistic view, integrating talent development with organizational strategy to ensure long-term success.

HR plays an essential role in succession management: facilitating and operationalizing the process to embed succession management throughout the organization.

Why is succession management important?

Success management is vital for organizational stability and long-term success. Here's why it matters:

Developing a strong talent pipeline for a competitive advantage

Effective succession management fosters a steady flow of skilled employees ready to meet current and future organizational challenges. By continuously identifying and nurturing talent, organizations build resilience, strengthen market confidence, and maintain trust with shareholders.

Building critical skills for success

Investing in and nurturing talent within your organization helps ensure your team members have the critical skills required to lead and grow the business successfully. This approach broadens the focus beyond leadership roles to create a versatile and capable workforce.

Reaching business objectives with the right talent

With key organizational goals and objectives in mind, you can strategically hire and develop promising individuals with the skills necessary for achieving these goals in the most efficient way.

Minimizing disruptions through proactive planning

Unexpected departures at any level can lead to delays and operational setbacks. Succession management prepares skilled employees to step into key roles, minimizing disruptions and maintaining momentum during transitions.

Enhancing employee engagement and reducing turnover by filling positions internally

When employees experience personal growth, believe promotions are feasible, and visualize a future with their employer, they will feel more valued in their jobs and connected to the organization.

Internal candidates are also more likely to succeed and remain in your organization than external hires. In fact, a study found that external hires are 61% more likely to be laid off or fired. They're also 21% more likely to leave their job than internal hires.

Overall, investing in employee career development and succession management programs can help improve employee retention. Research done by leadership consulting firm DDI revealed a 77% decrease in turnover for organizations with effective leadership training programs.

Furthermore, research compiled by Harvard Business Review uncovered that external hires often get paid more yet score lower in performance reviews and are more likely to leave the company.

Preserving institutional knowledge

Succession management facilitates the transfer of critical insights and institutional knowledge. By mentoring and developing talent across the organization, businesses can retain and share valuable expertise, enabling smooth transitions during leadership or role changes.

As an HR professional, you need to proactively address talent gaps to deliver lasting impact on your organization's success. Learn how to build robust talent pipelines and succession plans that ensure organizational stability and long-term success.

Succession management strategies

Succession management is a continuous and strategic approach that should be deeply embedded in the organization's culture and practices. The HR department integrates succession management into HR processes like recruitment, performance management, and learning and development strategies.

Here are three of the strategies HR can use to bring succession management to life:

Talent pools

Although traditional succession planning that primes specific individuals for specific roles contributes to succession management, organizations should also embrace the broader concept of talent pools. This involves sourcing a group of trained and developed candidates who can step into a range of leadership positions. This approach fosters agility and prepares the organization for business changes and leadership openings.

Job rotations and cross-training

(Future) Leaders need a strong overall understanding of their organization's operations. Providing opportunities for employees to move between different departments or roles in job rotation programs enables them to expand their skill set and knowledge of the organization and equips them with a well-rounded perspective when they step into key roles.

Mentorship and leadership development programs

Organizations that implement systems of leadership development can shape future leaders who align with business strategies and organizational culture.

Formal training and coaching programs teach required skills to potential successors throughout the organization with a consistent approach. Mentorship opportunities pair high-potential employees with experienced leaders who model leadership capabilities and provide insights that will help them succeed in future roles.

11 steps to create a succession management plan

Having a solid succession management plan in place and following and adjusting it along the way is essential in preparing for future challenges. That way, the organization remains equipped with capable talent to meet evolving needs and sustain growth, even during transitions or unexpected changes.

Here are 11 steps to help you start crafting your plan today:

1. Embed succession management into organizational strategy

Your company's organizational strategy is the foundation of your succession management plan. Consider where the business aims to grow over the next ten years. For example, what is the overall vision for the future? Will you be entering new markets? Who will your competitors be if your strategy or focus changes? What does your current structure look like, and will this be changing in the coming years?

Business acumen is a key competency in understanding your organization's goals and vision. It allows you to create processes and policies that support and align with this. Knowing how best to serve and grow your organization allows you to tailor day-to-day activities and policies, ultimately leading to an increase in profits.

2. Ensure leadership commitment and engagement

Although HR professionals play a significant role in operationalizing a succession strategy, it's imperative that you seek buy-in and support from business leaders. This will ensure that you can implement your plan successfully and secure the resources necessary for creating the desired results.

Communicate to leadership that succession management is a strategic collaboration with HR, and related activities will reinforce long-term organizational goals.

3. Determine key positions for succession management focus

Identify the positions you want to ensure are consistently filled by qualified and capable people in your succession pipeline. These will be the roles that are crucial to maintaining the organization's operations and ensuring its success. They may include leadership positions, technical roles, or other specialized jobs critical to business continuity and long-term objectives.

A useful benchmark is to identify the top 5 to 10 critical roles in the organization. This doesn't mean focusing solely on leadership roles -- consider positions that require unique expertise, are difficult to fill externally, or would create significant disruption if left vacant. Prioritize these roles in your succession management plan to ensure a steady pipeline of qualified and capable individuals ready to step in when needed.

4. Continuously identify and develop high-potential employees

Seek out employees who could fill the key roles in the near future. Focus on individuals with the greatest potential. These may be your high-will, high-skill employees or the (future) stars from your 9-box grid. You can base your decisions on valuable data such as employee performance metrics. The benefit of this approach is that you're investing your efforts and resources in people who have the highest probability of succeeding.

Once you've identified the high potentials who demonstrate foundational skills to succeed in those higher positions, discuss the situation with them and encourage them to participate in development opportunities. However, be sure to manage their expectations. Make it clear that there are no guarantees, and all roles and circumstances are subject to change.

For each candidate, establish key goals and competencies needed to fulfill the future role. Set out realistic timelines for these to be achieved. Clear expectations are vital here.

One way to do this is to create structured leadership development plans for these individuals and empower them to follow them through regular check-ins and feedback loops. An isolated training session or learning initiative will not suffice. Organizations collectively spend over $350 billion per year on leadership development. Yet, 74% of executives alarmingly report not being adequately prepared for the senior leadership challenges they face.

Actively engage your employees in the process and encourage them to set their own development goals. Monitor their leadership readiness progress with regular performance assessments. Develop their leadership skills by offering them mentoring and coaching. Also, help them gain experience, build confidence in various roles, and test how they cope with new responsibilities and adapt to new environments.

When done consistently, leadership development programs will ensure your people are highly skilled and qualified and feel confident negotiating any challenges future senior management roles present.

5. Implement suitable succession management strategies

Successful succession management requires a holistic approach to HR practices, such as recruitment, workforce planning, learning and development, and performance management. This means looking for ways to attract and develop promising talent wherever feasible.

As discussed above, examples of targeted succession management strategies you could consider include:

A steady succession pipeline is crucial to effective succession management. However, it also requires a significant amount of time and effort. In fact, 74% of public companies and 52% of private companies state that maintaining a strong talent pipeline is the most challenging aspect of succession planning.

However, overlooking your pipeline can be a costly mistake that leaves the organization in a vulnerable position. Therefore, even if there are no current openings, it's important to start building your pipeline today. That way, you'll have a consistent pool of successful candidates to tap into for the next generation of leaders.

Analyzing your existing leaders, pinpointing skill gaps, and keeping in mind the organization's future vision can help you make effective development plans that truly prepare people for upcoming roles and set the business up for success.

7. Regularly evaluate and adapt your leadership bench strength

Evaluating the progress your potential successors are making on a regular basis ensures that your leadership pipeline remains strong at all times.

For example, if a specific candidate shows little to no improvement over time despite continuous training and mentoring, it may be time to revise your plan for this employee. Without monitoring and assessing, you would be unable to make this informed decision. You could end up promoting someone into a role that they are not a good fit for and passing up on another candidate who is an ideal match.

Analyzing how strong your leadership bench currently is also offers you a better grasp of where to focus in the future to improve your succession pool.

8. Adopt a data-driven succession management strategy

Using metrics and analytics in succession management ensures that you're determining employee potential objectively and selecting strategies based on facts.

Ways to use data insights in succession management include:

A data-driven succession management strategy requires HR to leverage technology. The larger an organization is, the more unrealistic it becomes to adequately manage talent and a succession management plan using paper files or spreadsheets.

Today, most HR systems enable you to centralize, automate, and manage various tasks, including recruiting, onboarding, training and development, and performance management. These systems generate an abundance of data and can produce reports to help you easily identify talent gaps, compare employees, and simplify the succession management process.

9. Make succession management a part of your recruitment planning

While it makes sense to focus on your current employees, succession management must also be factored into your hiring strategy.

Once you've identified the critical roles you want to fill in your organization, along with any talent gaps, you have a clearer idea of the type of candidates you need to hire. For instance, let's say that the organization aims to explore new markets and expand overseas within the next five years. This means you're ideally looking for candidates who speak multiple languages and would be happy to travel extensively.

Integrating your succession management plan into your recruitment process will ensure your talent pipeline remains strong and aligned with the organization's future.

10. Foster a culture of knowledge-sharing

A knowledge-sharing culture encourages the open exchange of information, ideas, techniques, and expertise. Along with helping employees do their jobs better, this environment nurtures their personal development as they absorb insight from the successes and failures that occur throughout the organization. This wisdom and knowledge transfer becomes an added value to high-potential employees.

Organizations can promote knowledge sharing in a variety of ways, such as:

11. Develop leadership resilience and adaptability

Strong formal and informal leaders must be able to navigate uncertainty, overcome obstacles, and rebound after setbacks. When they can adjust, innovate, and make good decisions during stressful times, they inspire others to remain diligent in their work. This is the type of guidance every organization needs.

There are many avenues to developing resilience and adaptability in future leaders, including:

A strong succession management plan is a must for future success

It's true what they say: failing to prepare is preparing to fail. Knowing where you want to grow as a business is key to creating a winning succession management plan that will give your organization a vision and actionable map for the future.

Continually monitoring your succession management program and adjusting accordingly will help you develop tomorrow's leaders and maintain your competitive edge in an ever-changing market. more
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HR & Recruitment

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How artificial intelligence is transforming HR departments


Human resources departments are finally shedding stereotypes of being a company's unofficial paper-pushers: They're now at the forefront of integrating artificial intelligence. While many HR professionals have traded filing cabinets for cloud storage, the transition to digital has unlocked vast amounts of "juicy, rich, people data," Will LaSala, field chief technology officer for the cybersecurity... firm OneSpan, told HR Brew.

This data fuels AI-driven processes with the potential to streamline hiring, training, and managing employee experience and performance. As these tools surge in popularity, however, HR departments must grapple with whether algorithms designed to boost efficiency can also deliver the empathy and critical thinking employees expect from the industry.

Amber Cabral, founder and principal at Cabral Co., told Stacker that AI is best understood as a support tool that still requires active user engagement. "Having a good understanding of the organizational culture and aspirations is a great place to start because it's going to inform the way you will engage," Cabral said. "I think what's happening, though, is we're looking at AI and HR to create those things -- and I don't know if that's the best approach."

A 2024 Society for Human Resource Management survey found that 1 in 4 organizations now use AI for HR tasks, with roughly 3 in 5 (64%) employing it to automate candidate searches and write job descriptions. And while roughly 3 in 5 HR professionals are also optimistic about the potential for the effective use of AI, about a quarter (24%) are worried it will lead to job displacement, according to SHRM's survey.

WorkTango examined how companies plan to use AI for personnel management and what concerns they might have using data from the SHRM's 2024 Talent Trends report.

For many companies, AI has dramatically transformed the hiring process. At Genesis10, a New York City-based HR staffing firm, AI-powered chatbots prescreen résumés, filtering out unqualified candidates. "This not only expedites the hiring process but also improves the overall experience," Genesis10 CEO Harley Lippman told SHRM in a 2024 interview.

Similarly, at Integrity Staffing Solutions, AI helps generate job descriptions, leaving the rest of the hiring process to human recruiters. "We view AI as an invaluable tool rather than a substitute for human interaction," said Ellen Kuntzmann, the company's director of talent acquisition in Newark, Delaware.

In a 2024 McKinsey article, thought leaders examined how AI technologies are transforming HR and found that these tools relieved professionals up to 70% of their administrative tasks. From AI-driven chatbots that deliver individualized learning plans to management platforms that collect performance ratings and 360-degree feedback, such automation allows HR representatives to focus on strategic, human-centric work.

Despite its benefits, AI comes with risks that could undermine critical HR functions and values. SHRM's survey revealed that only 7% of companies use AI for tasks like prescreening interviews, which could reflect concerns over bias, data privacy, and a lack of empathy in automated systems. Without human oversight, systems may inadvertently harm both candidates and employees.

Potential employees, too, remain apprehensive about using AI in HR, viewing it as a detached system that may elide the depth of their skills and career histories. Many worry that algorithms reject their résumés before they reach a human decision-maker, missing out on professional qualities or experiences that do not fit rigid metrics.

Computerworld reports that AI tools are increasingly used to rank employee performance, recommend training, and even suggest terminations. However, these tools are criticized for eliminating qualified candidates or unfairly flagging employees for dismissal, particularly in low-wage jobs. To counter these challenges, some companies have started manually reviewing résumés rejected by AI to ensure automation is vetted by human oversight.

Cabral emphasized the risks of unchecked AI. "What is [AI] learning from?" Cabral asked, adding that there are already systems in place that don't work optimally and reinforce inequities. "What's teaching it to be better?"

Conclusions are mixed about AI's ability to reduce or eliminate existing biases, with some studies indicating it further entrenches them. Adding to these concerns, almost all (95%) HR leaders surveyed by Eightfold AI in 2022 said they use AI to support diversity, equity, and inclusion efforts. However, only 26% employ anonymous résumé reviews to reduce bias, indicating a gap between intention and execution. What's more, SHRM's survey found that 2 in 3 organizations that bought AI tools from vendors said they were somewhat transparent or not transparent at all about the steps taken to eliminate bias and discrimination.

Growing reliance on AI to perform tasks informed by experience and emotional intelligence raises critical questions about preserving the humanity in HR while embracing technology. Organizations must imbue their values into AI tools to ensure alignment with their culture, Cabral said.

"It's the responsibility of the organization to tap in with the creator [of the AI platforms] and say, 'Give me a good working understanding of what you taught this thing to do. ... How do I report if there are issues with it or things that I wanted to not do in my organization that you already embedded in it?'" Cabral said.

People already struggle with empathy and emotional intelligence, according to Cabral, which will reflect in AI: "It's going to show up in the systems. ... It's very difficult to really expect a machine to do those things well when we as people aren't doing a great job at making sure that people do those things well."

Cabral also cautioned against overreliance on AI for tasks requiring empathy and nuanced judgment, such as exit interviews and DEI initiatives. While AI can assist with creating job descriptions or drafting policies, maintaining an engaged and inclusive workforce still requires a human touch. "You're not going to have the same level of probing and clarifying and assessment [from automations] that a person who is experiencing the culture the same way is going to have," Cabral explained.

New technologies, such as emotion-aware AI, are attempting to bridge the gap between machine efficiency and human empathy. Conflict management and responding to crises in real time -- along with "soft skills" like emotional intelligence, communication, and creativity -- are also part of the HR function. Distinct from traditional AI, emotion-aware AI is evolving in this direction, with systems that interpret body language, facial expressions, and vocal tones to adjust responses in real time -- similar to human behavior, according to Massachusetts Institute of Technology Media Lab scientist Javier Hernandez.

Research published in the Journal of Business Research in 2024 showed that empathic AI, such as voice assistants like Amazon Alexa, can increase trust and engagement by combining practical functions with emotional connections. However, how these systems are received across industries has yet to be seen.

As AI adoption transforms HR processes, frameworks to guide its responsible usage should also evolve. Cabral emphasized the importance of teaching critical thinking alongside technology adoption.

As Cabral noted, success depends on how well organizations balance efficiency with empathy. "It has to be taught, and you have to work with it, and you have to build a relationship with it so that it can support you," she said. "We need to be a bit more intentional, careful, and make sure that we're honing our own skills to be able to be critical thinkers about [AI]." more
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  • timothy matembu

    4
    2w

    sure AI improves human resource functions but it cant replace the hr function like soft skills assessment emotional intelligence innovation and... critical thinking and the human touch of HR more

    1

Byensi Levi
HR & Recruitment 3mo
If I have done MBA-HRM, Where else can I develop my career that is more relevant to my training .
2   

  • Elizabeth Anyango

    3mo

    since HR is broad based, I believe training and consultancy will be of great help. You can also venture counselling as it forms a greater part of the... organization workforce  more

Nikunj Upadhyay
HR & Recruitment 1y

With over 18 years of experience in the administrative, accounting, and customer service fields. I am confident that I have the skill set to meet your company's requirements.
I am an excellent communicator with strong organizational and time management skills, but I can also effectively deal with people at all levels.
My résumé describes in detail my project and work experience during my... tenure with each company I have worked for. Looking forward to hearing from you.
Thank you for your time and consideration.
Sincerely,
Nikunj H. Upadhyay
San Francisco, CA
upadhyay.nikunj0701@gmail.com
(707) 652-4060
 more
1