Is the term “talent management” a management theory or practical reality? This two-part series takes a practical look at four primary elements from a common definition of talent management. Up next: develop and retain.
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Even though we consider software engineering as an extension of mathematics, measurement of the developer or team’s performance is very subjective. In the end, most of the time we only look at the deliverables. We need to embrace the human element to realize success and innovation.
Does the employer you work for say anything about you? Should it? How do you separate your job and career from the organization that employs you?
Many business owners think that getting peak performance from employees is simple—just tie cash rewards to goals. This is a mistake. One size doesn’t fit all, as every human being is at a different stage of their life and will be motivated by different rewards and recognition.
RPA is often perceived as a means to reduce headcount. But in reality, the key drivers of RPA adoption are improved operational effectiveness along with an enhanced employee and customer experience.
To be successful, an individual or organization must open their minds about what may be possible in the near term—but perhaps has absolutely no tie to the past whatsoever. This is especially the case when it comes to the seemingly unlimited possibilities of new technologies that are beginning to emerge.
Many organizations have already begun to experience difficulty recruiting and retaining resources for their projects and programs. However, when you add the extreme shortage of resources for new and emerging technologies, the problem becomes much worse—and we should all be deeply concerned.
Legislation across the globe is mandating that public and private sector businesses include accessibility requirements in their environments, including digital channels and platforms. How do your efforts measure up?
Capital program management is an effective method for managing engineering improvements in a facility. Too often, project engineers are managing projects on a short-term basis in a “firefighting” mode. A strategic capital management program provides the foundation for good project execution, improved plant infrastructure, cost savings, enhanced quality, and meeting customer deliverables.
This article provides insight into how to best recognize staff with neurodiverse traits and how to effectively manage these team members so that both the project and the individual can be successful.