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It is reasonable to assume that a company would try their best to hold on to their employees. They have invested time and money into hiring and training them to be part of the company and don’t want to lose them.
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Succession planning is an outdated concept. That might seem surprising since organizations have focused on succession planning for years—and HR professionals have encouraged it as best practice—but it’s the wrong approach in today’s environment.
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As employers look at the year ahead, the job numbers are cause for ongoing cheer. The unemployment rate is still hovering around 3.6%, near a five-decade low.
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Companies have long been entangled in a war that shows no signs of slowing down: the battle for talent. Successfully pinpointing and securing talent is something of a rarity. Nearly 73% of companies have difficulties finding qualified individuals to join their team, which is partly due to rigid org charts that appear to be based on a set criteria of technical skills.
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Whether you founded a company alone or together with one or more partners, if things go well, there comes a time when it is necessary to learn to delegate, and at that point the entrepreneur must devote at least half of his or her time to managing human resources.
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High-performance teams use positive practices to build strong collaborative cultures and high-quality connections among team members. HR leaders aid this process by introducing team tools that produce results.
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