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Get ROI from Your Talent Investments

Get ROI from Your Talent Investments

Finding the right talent takes up more time and resources now than ever before. Unfortunately, average time to fill has increased by 50% in the past five years while there has been almost no improvement on quality of hire. Too often, talent identification uses subjectivity, gut instinct and ineffective, unreliable methods.

Most recruiting executives recognise that the way they use assessment needs to change. In fact, upgrading assessment and selection capabilities is a top priority for two-thirds of recruiting leaders. Most organisations already use aptitude tests as part of their recruitment process, but this is not enough. Assessments need to enable discussions to drive business results, not just test competencies to fill a role.

In this paper, we propose that a critical shift is needed to understand and achieve business results associated with talent assessment programmes. Specifically, we propose that a shift in role is needed for HR professionals responsible for talent assessment programmes—a role that is characterised less as process owner and more as talent advisor. This shift includes embedding talent strategy as part of business strategy and positions assessment as part of talent strategy that facilitates objective, data-driven decision making and indication of return on investment. The transformation from process owner to talent advisor requires the recruiter to become familiar with the levers that increase the strategic nature of talent assessment programmes. This paper introduces 10 best practices that underpin strategic talent assessment programmes.

Click here to read the white paper.

Provided by CEB

Reorienting HR to create the Employee Experience

Massive changes have happened in the workplace over the past few decades, including globalization, the virtualization of work, and most recently, the consumerization of technology, which have opened up new markets and poised companies for great expansion.

However, these very same factors bring challenges to supporting the workforce that will need to be resolved to achieve new business results.

Horses for Sources, a leading industry analyst, wrote with the support of NGA HR a white paper that outlines sound service delivery principles that should allow workers to focus on what is truly productive, drives performance and delivers value. It also provides key recommendations to help drive the operational and organizational change to achieve these results

Click here to download the white paper

Provided by NGA Africa

New BCG Report: How Governments and the Private Sector Can Transform Employment Services

New research from global management consulting firm, Boston Consulting Group suggests that governments are increasingly tapping the private sector to manage the vital task of helping job seekers find employment—but few are realising the full potential of those relationships. BCG has identified five success factors for working with private-sector employment-service providers.

Click here to download the white paper.

Provided by Boston Consulting Group

Detecting derailers

This white paper from Talent Africa- Korn Ferry Institute on "Detecting derailers" is all about recognize the warning signs before hogh potential leaders or new hires go off track.   Organizations place big bets on their rising stars. They dispatch them to foreign countries to develop new markets, charge them with innovating new products or services, and entrust them with leading large-scale changes. But what happens when these promising leaders are pushed too far too fast? The team builder fizzles in the foreign culture. The innovator takes too much risk.

The change leader struggles to keep pace with competitors. This is derailment: an unexpected—and involuntary—stall during a leader’s career ascent. The challenge for organizations and individuals is to detect derailment risks and defuse them before the leader is sidelined, demoted, or terminated.

With early detection, derailment risks can be addressed so that careers— and businesses— stay on track.


Guangrong Dai
Senior Director of Research, The Korn Ferry Institute

Maynard Goff
Senior Director of Research, The Korn Ferry Institute

Joy Hazucha
Global Vice President of Research, The Korn Ferry Institute

James Lewis
Director of Research, The Korn Ferry Institute

Click here to download the white paper. 

Provided by Korn Ferry Institute

Protection of Personal Information Act

POPI's purpose is to give effect to the constitutional right to privacy by introducing measures to ensure data subjects' personal information, i.e. employees, is safeguarded when responsible parties, i.e. employers, process it.

Employers will have to comply with the principles enshrined in POPI whenever their employees' personal information is collected, stored or used:

  • If the employer breaches the duties imposed by POPI, it could be faced with an administrative fine of up to R10 000 000.

Owing to the serious consequences that arise from non-compliance with this act, it's essential employers rigidly stick to POPI's provisions by putting compliance procedures in place to ensure the obligations imposed on them are satisfied.

Jacques van Wyk, director: labour and employment law at Werksmans Attorneys has prepared a white paper for us on these requirements.

Follow this link to download this booklet.


      Provided by Jacques van Wyk             



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