Latest news with #talentstrategy
Forbes
16-07-2025
- Business
- Forbes
5 Questions Leaders Should Be Asking Right Now: A Summer CEO Checklist For Smarter Talent Strategy
A summer CEO checklist for smarter talent strategy: 5 questions leaders should be asking right now As inboxes slow down and meetings taper off, summer offers a chance for business leaders to reflect and prepare. With AI accelerating, talent expectations evolving and pressure to deliver mounting, the choices leaders make now will shape their resilience tomorrow. Drawing on the latest insights from global research, here are five critical questions I believe every leader should be asking this summer. 1. Are we investing in employability or just managing vacancies? Hiring to fill gaps is one thing. Building capability for the future is another. Data shows that 67% of talent now prioritize long-term employability over remote work options. And more than 50% prefer access to skilling over flexibility. In short, people want to grow, not just work. Employers that make skills development part of their value proposition go beyond helping their teams stay relevant. They're building a more agile, future-ready organization, especially crucial in the face of accelerating AI adoption. 2. What are we doing to retain the talent we already have? Retention is the new recruitment. The data makes it clear: 60% of workers would take a lower salary to reduce stress, and 41% have already done so. We're also seeing people trade pay for time autonomy, flexibility and shared values. To retain great people, leaders must recognize that today's talent are strategic - and personal - in how they assess their career path. It's no longer only about salary or status. It's about support, progression and belonging. 3. How can we empower talent to shape the future with AI, not be sidelined by it? AI offers powerful opportunities to alleviate talent scarcity and address skills gaps, but only if its benefits are shared from a place of inclusion. According to the AI & Equity report, access to AI tools and training is uneven: only 29% of women say they have AI skills, and just 33% of workers globally have been offered training. Meanwhile, the WEF Future of Jobs Report shows that 86% of employers expect AI to transform their business by 2030. The risk? A growing AI skills gap that leaves talent behind and doesn't realize its full business potential. So, are we amplifying human potential with AI - or unintentionally excluding it? 4. Are we actually listening to our people, or do we just assume we know what they want? The Workmonitor 2025 report found that nearly half of workers would quit if they felt their values didn't align with their employer's, and over 30% have walked away due to unmet expectations. But here's the nuance: what flexibility, growth or wellbeing means can vary greatly by individual. Employers need to move from generalized assumptions to personalized listening, not just in engagement surveys, but in everyday interactions and decisions. 5. Are we leading with courage or comfort? Periods of calm - like the summer slowdown - are prime opportunities to challenge the status quo. Whether it's rethinking job design, piloting new work models, or working with inclusive approaches in how we attract and develop talent, it's the time for decisive moves. According to the WEF, up to 39% of today's core job skills will change by 2030, and 59% of the global workforce will need reskilling. It's a clear signal that businesses must act with urgency and ambition to develop and empower talent. A final word Leadership is about thinking longer, beyond the current trends and seeing the bigger picture on the horizon. Summer gives us the space to do that. The leaders who use this moment to reflect on their talent strategy will return stronger, more focused and better prepared to build the kind of organizations the future demands.
Yahoo
18-06-2025
- Entertainment
- Yahoo
NBCU Veteran Jessica Kurdali is Versant's New SVP, Talent Strategy
Jessica Kurdali, who has supervised news talent relations for years for NBCUniversal's news properties, will jump to Versant, the cable-networks operations that parent Comcast is spinning off, where she will oversee talent strategy across all platforms, including news, entertainment and sports. More to come… More from Variety NBC Plans 'Today' Fan Festival With Events Scheduled for Fall Trump Military Parade May Not Get Much Coverage on CBS, NBC, ABC Welcome, Tom Llamas, to TV's Never-Ending Evening-News Battle Best of Variety New Movies Out Now in Theaters: What to See This Week 'Harry Potter' TV Show Cast Guide: Who's Who in Hogwarts? 25 Hollywood Legends Who Deserve an Honorary Oscar
Zawya
14-06-2025
- Business
- Zawya
Sohar International named ‘Middle East Best Employer Brand'
Muscat: Reaffirming its position as a distinguished employer of choice in the region, Sohar International was recently awarded the prestigious 'Middle East Best Employer Brand' award, an accolade conferred by the World HRD Congress in association with the Employer Branding Institute. Known for its rigorous and multi-tiered selection process—comprising expert recommendations, independent research, and jury evaluation by global industry leaders—the Employer Branding Awards celebrates organizations that exemplify excellence in talent strategy and forward-thinking people practices. Sohar International's recognition underscores its steadfast commitment to fostering a performance-driven, inclusive culture—anchored in the belief that human capital is central to long-term value creation and institutional the bank at the ceremony, Ms. Mahira Saleh Al Raisi, Chief People Officer at Sohar International, attended the event and received the award on behalf of the bank—further highlighting the leadership's active role in driving the bank's people agenda forward. Commenting on the achievement, Ms. Mahira Saleh Al Raisi, Chief People Officer, at Sohar International stated, 'Our people are integral to every milestone we achieve and every transformation we lead. At Sohar International, we believe that sustained performance stems from an environment where talent is nurtured, ideas are valued, and purpose is shared. We approach human capital with the same clarity and ambition that drives our business strategy—ensuring our people grow as the organization evolves. From fostering inclusive leadership to building next-generation capabilities, our focus on empowering individuals at every level is a strategic imperative that supports our broader goals of being a resilient and future-forward institution. This recognition reaffirms that the investment we place in our people is both meaningful and measurable.' Sohar International's selection for the award was based on its ability to deliver impact-driven HR practices aligned with the bank's overarching transformation agenda. The jury commended the bank's integrated talent strategy—ranging from proactive recruitment models and competency-based development pathways to inclusive leadership pipelines and retention mechanisms designed to future-proof the workforce. Notably, the bank's structured efforts toward fostering diversity, and women's empowerment have set a regional benchmark. In parallel, Sohar International has embedded robust health, wellness, and recognition initiatives that cultivate a high-engagement culture, while its broader social responsibility efforts reflect a values-based approach to growth. The award underscores Sohar International's holistic and progressive approach to workforce development, reflecting a careful balance between operational excellence and human capital sustainability, as well as organizational ambition and long-term societal impact. About Sohar International: Sohar International is Oman's fastest-growing bank, guided by a clear vision to become a world-leading Omani service company that helps customers, communities, and people prosper and grow. With a purpose to help people 'win' by delivering responsive banking for their ever-changing world, the bank offers innovative solutions across Commercial and Investment Banking, Wealth Management, Islamic Banking, and more. Operating with a strong digital-first approach and an expanding regional footprint—including presence in the Kingdom of Saudi Arabia—Sohar International is committed to driving value through strategic partnerships and a dynamic customer experience. Learn more at
CTV News
11-06-2025
- Business
- CTV News
Adapting to change: Local employers focus on the future
Business minds across the region came together in Severn Township on Thursday for the County of Simcoe's 4th annual 'Workforce Connect' conference, where they discussed ways to navigate the challenges and opportunities of the current economic landscape. 'It's an opportunity to educate employers and service providers in the area about local trends that are impacting the workforce,' said Ruth Walker Scott, County of Simcoe senior economic development officer. Wednesday's themes included navigating change, empowering talent for tomorrow, building and retaining a resilient workforce, cultivating workplace cultures that attract top talent and future-proofing talent strategy. 'To ensure that they are creating those really welcoming workplaces that help them attract and retain the workforce the they need,' added Walker Scott about the goal of the conference. County conference Michael Agema (left) Founder and CEO of Agema, speaks on a discussion panel at the Workforce Connect conference in Seven Twp., Ont., on Wed., June 11, 2025. (CTV News/Mike Lang) The more than 100 people in attendance learned from presentations delivered by industry experts and bounced ideas off each other throughout the day, sharing their professional advice and lessons they have learned. 'I think it was an excellent opportunity to express our vision as a business in Simcoe County, what we need and what to expect,' said conference panelist Dr. Mikhail Pliousnine with Simcoe Family Dentistry. 'Change is always going to happen,' said conference panelist Michael Agema, founder and CEO of AGEMA Work. 'Be able to adapt to it.' Among the main challenges discussed, of course, was tariffs and uncertainty. Matthew Stewart, director in the economics and financial advisory group at Deloitte Canada, spoke about the impact of that uncertainty on local manufacturing. 'Forty per cent of all the jobs within the manufacturing sector are dependent on demand from the United States,' explained Stewart. 'The economic impact from the tariffs are much larger in this economic region and we're seeing the impact from delays in the battery investments, electric vehicles, and this is resulting in some layoffs within the economic region.' County conference Matthew Stewart, Economics and Financial Advisory group director at Deloitte Canada, speaks at the Workforce Connect conference in Seven Twp., Ont., on Wed., June 11, 2025. (CTV News/Mike Lang) 'They've cut themselves off from a lot of the inputs that feed into their production,' continued Stewart. 'We are seeing some benefit to the agriculture within the region if they can take advantage in places like China and Europe, where we're now more competitive than the United States.' With manufacturing being one of the main local sectors impacted by tariffs, County staff say they expect resilience and perseverance to be among the main themes of their upcoming annual Manufacturer's Forum in November.
Forbes
19-05-2025
- Business
- Forbes
Champions In The C-Suite: Reimagining Talent Strategy For ‘Wild Success'
In today's dynamic work environment, matching employee talent to business needs is a challenge for most organizations. Yet recruiters often miss a huge pool of high-potential candidates for one simple reason: They rely on a talent strategy that focuses on credentials at the exclusion of equally important success indicators — such as local knowledge and the ability and motivation to learn. Stand Together Casting a wider talent recruitment net can significantly boost business results. Three organizations that are engaged with the Corporate Coalition of Chicago — an alliance of companies working to address inequities in the Chicago region — are proof. Leaders at each had breakthroughs in their thinking about talent that delivered major business benefits: Each had a different catalyst that inspired them to make the change, but they all drew the same conclusion: Thinking outside the box on hiring practices created profound, positive change in their organization. Here's how Accenture, Brown, and University of Chicago Medicine did it. A 'wild success' is how Jim Coleman, former managing director of Accenture Chicago, described the company's learn-and-earn apprenticeship program, which launched in 2016. Tapping into and developing a new source of talent, Coleman said, 'gave us a more informed and diverse workforce.' This was a mission-critical goal for the people-oriented management consulting company. Prior to expanding its recruitment parameters, Accenture Chicago had a hiring system that required most job candidates to have a four-year college degree. This meant motivated talent without the credential didn't have a way to get in the door. Inspired by a talk from then-Mayor Rahm Emanuel about the need to make Chicago's community colleges more relevant — and reflecting on his own experience as a community college student when he was young — Coleman and his team crafted the Chicago Apprenticeship Network as well as Accenture's apprenticeship program. For the latter, Accenture recruiters identify promising local students and invite them to join a 12-month, on-the-job training program with salaries and benefits. Those who are judged to be a good fit at the end of the 12 months are offered full-time employment. 'The apprentices were … very dedicated, very hardworking — they brought a different perspective to our business,' Coleman said of the initial cohorts. Because they came from different backgrounds, they approached work from a nontraditional perspective. 'They were immediately additive to our culture — not only in the office, but in our client work as well.' Coleman noted that Accenture Chicago's goal in launching the program was never about philanthropy or being just a 'nice thing to do.' 'I knew it had to be purposely built into our P&L,' he said. 'To really achieve scale and full potential, it needed to have a place in our DNA.' Now, nearly a decade later, Accenture's apprenticeship program has proven to be good business for Accenture and transformative for the individuals involved. Coleman acknowledged that it's 'a big change,' in that it offers a different way to think about recruiting, onboarding, mentoring, and day-to-day management of the people who now constitute a significant portion of Accenture's national entry-level roles. While it can be challenging to alter the way things have always been done, according to Coleman it's well worth the journey. For Brown's Super Stores, a supermarket chain in the Philadelphia area, hiring from the local community gave it unparalleled insight into its customers that no degree could have provided. CEO Jeff Brown's inspiration came when he was challenged to solve another problem — food deserts, which were impacting health outcomes in disadvantaged parts of Philadelphia. Brown said these conversations revealed an important insight: Many customers had criminal records, creating barriers to employment and participation in the community. That realization reinforced the importance of removing those barriers and creating pathways for people to get a second chance and contribute. He also learned a hard lesson. At a town hall, an employee called Brown out directly. Overlooking hardworking people just because they've interacted with the justice system, they said, is a 'bad business model.' Brown knew that for a store to succeed, it has to meet the real needs of its community. In this case, that meant more than selling groceries — it was about creating a space where people could connect and feel a sense of belonging. That pushed him to ask a new question: What would it look like to build something that works for everyone? 'Investing in the community is good for business,' Brown said. Despite some pushback from his team, Brown made the call to hire six individuals with criminal records at a store in Southwest Philadelphia — giving people who had been impacted by the justice system a shot at meaningful work. 'I said, 'We're going to judge the future based on how these six people do. We're going to give them a fair chance and we're not going to worry about what they did in the past.'' Over time, the success of those six people led Brown's to hire thousands like them. Adopting a fair chance employment policy turned out to be a game changer (and inspired Brown to support the Chicago Coalition's efforts to promote these practices). 'While our competitors struggled during the pandemic and other times when the labor market was tight, we did not struggle at all,' Brown said. 'We could out-operate our competitors. Our policy led directly to better business performance.' Before implementing the new approach to talent recruitment, Brown said, the Southwest Philly store had annual revenue of $5 million. Afterward, he said, 'We ended up doing $35 million a year.' Brown admitted that developing more flexible hiring practices took some imagination, but the results created a new mindset among managers. A lot of the applicants had not graduated high school, and some had been in the drug trade, but they understood business. 'They're not permanently broken people,' Brown said. 'So many of the problems that occur can be addressed through education and training.' These hires also brought something new to the table: an elevated understanding of the business's social context. Brown recalled one supermarket that was having a problem with a local man with mental health issues. He would disrupt the store every day, late in the afternoon. The group replaced the store manager with a local hire and the problem evaporated. How? With food. 'When I asked what had changed, the new manager said, 'Yes, he's got problems, he's homeless, he comes every day at 5 p.m. for dinner, we make him a bologna sandwich. He leaves.' A Harvard MBA wouldn't see it, but a person from the neighborhood could.' Tom Jackiewicz, president of University of Chicago Medicine, which employs 13,000 people, adjusted his hiring practices after a chance conversation with an Uber driver in Las Vegas. She'd moved away from the South Side of Chicago, due in part to the fear of random violence in her neighborhood. 'Only innocent people get shot,' he recalled her saying. Her story was a reminder that barriers like safety and limited opportunity can quietly hold people back. For business leaders like Jackiewicz, addressing those barriers is part of creating a future where more people can contribute and thrive. Jackiewicz realized there was a huge untapped source of workers on his doorstep. If he could invest in them, it could rejuvenate the area and bring real benefits to the university's health system. The key to success was to look at what the community needed and build from there. 'It wasn't a case of 'here's what we're going to do,'' he said. 'We talked to community leaders to analyze the need and try to fill it, rather than just focusing on what we could bring.' The results of this experiment are paying dividends: 'Our participation is going to be tremendous for the South Side community, but it's also going to be tremendous for the University of Chicago,' Jackiewicz said. 'It's a true win-win situation.' Jackiewicz now understands firsthand the cost of untapped potential when people aren't given a chance. He sees this moment as a call to action: While business leaders can't fix everything, they can lead by removing barriers and creating opportunities. 'This is a time to be bold,' he said. 'We have a chance to change things for the better.' The Stand Together community is proud to support the Corporate Coalition of Chicago.
