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?
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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.
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.
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.
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.
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?
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.
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.
Just as the agile mindset is sometimes paid lip service and poorly implemented, many organizations say they have policies for talent management but also implement them poorly. So, after recognizing why the process is a good one, let’s see how talent management operates for agile teams, and what the future likely holds...
Project managers increasingly find themselves managing resources who aren’t in the office much—if ever. How do they do that effectively?