A chief product officer’s (CPO) job description often contains two tall tasks: Drive innovation, and create a compelling product roadmap that delivers business value.
Your job description is the first step to recruiting the perfect candidate but if it is so long-winded that potential candidates never get to the end of it, you will end up with dozens of unsuitable resumés to wade through, meaning a waste of your valuable time.
The backbone of any company, an HR department can be a catalyst for a brand’s growth and success. A tech-supported, effective HR unit will help you improve employee experience, which translates into better engagement and higher performance.
You may be the mastermind behind the business idea that has led to establishing your company, but your employees are the backbone of its success. No brand, no matter how necessary it may be, is immune to failure caused by poor internal structure and leadership.
Dealing with cyber security issues had become increasingly important as more businesses, even ones that don't think of themselves as inherently tech-centric, become more dependent on internet applications, databases and analytics.
How many times have you read a candidate’s cover letter and found yourself actually dozing off? How many times have you (figuratively) rolled your eyes when candidates answer the question “what’s your greatest weakness” with “perfectionism”? How many times have you bored yourself asking that question?
In today’s competitive job market, acquiring the best talent can involve a long and drawn-out process often resulting in the employer settling for someone who may not be the best fit, or not finding the right candidate at all.
In many organizations, work is pretty consistent and predictable: go into the office, perform your tasks, and go home. Many people spend years doing their jobs without much advancement or ongoing career development.
Hiring is a deeply imperfect process that probably has as many misses as hits. You’ve probably seen it in action: a new hire looks perfect on the paper and interviews well but has mediocre performance or clashes with co-workers constantly. Finding the person with the right skills is hard, but there are ways to pick more of the right candidates for a job.
Anyone who has ever been on the hunt for a new corporate job knows that it can be one of the most difficult and frustrating processes in the world. The Internet has given us the tools to apply for thousands of different jobs every day, but it has also presented its own problems: application systems with no easy answers, automation, and stiff competition make the ease of online applications less attractive.
If you’re like a lot of people, your company is trying to drive innovation internally, with a workforce that wasn't really hired for that. It's a tough nut to crack, and the very reason we started Swarm Vision.
The legacy approach to talent selection involves matching education, length of experience and functional skills to the role. All of this makes sense as a baseline, and for well-established professions. But, we argue, selecting talent for innovation requires a whole new approach. Companies must recognize specific innovation skills that drive business outcomes. Yet today, most lack the tools to do so.
Over 69 percent of employees are still employed by a company three years after they start if they receive great onboarding. While training for job-specific skills should be part of an onboarding program, it is important that the program helps create connections between new employees and mentors, communicates the company's mission and core values and allows managers to make wise use of their time when bringing a new employee onboard.
Are you looking to hire creative employees at your company? If so, allow me to propose some characteristics you can advertise for and look for in order to find true creative thinkers. However, I also have a warning for you. But first, a little background.
We think of careers like ladders, don’t we? And when careers do not go straight up the ladder, we do not see them as (good) careers. But if you are in the business of providing talent this is a tradition that may need to be replaced by innovation. Replacing the traditional ladder with a lattice has led to significant improvements according to Cathy Benko, chief talent officer for Deloitte.