Whitepapers & E-books | Knowledge Hub | Kelly Services

 

 Whitepapers & E-books 

 KH EBOOKS  

Our whitepaper and e-book library provides insight into the world of social media, talent acquisition, employee engagement and more.

 

 

 TALENTOMICS   Talentomics - 9 Ways HR Must Adapt to Find Talent
A couple of hundred years ago, talent (or labour) was a simple commodity. The rich and powerful had access to as much labour as they needed, and those with the discipline and ability to work, did. The supply-chain, and the transaction between employer and employee, was straightforward. But that was then. Now, despite global economic instability, and large variations in employment rates, finding the right people is harder than ever. This is what we call ‘talentomics’—the ‘economics of talent’—and the supply-demand equation that underpins it has changed.
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 GENNOW   Gen Now - Understanding the Multi-Gen Workforce
You’ve read plenty about the challenges presented by the multi-generational workforce. You get it. The generations are wired differently, they work differently and organizations have to adapt or they’ll go the way of the dinosaur. There are fundamental reasons why organizations, not just HR departments and HR leaders, must respond to generational issues—and quickly.
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 CANDES   The Candidate Experience
The Candidate Experience research not only assessed the employers’ practises during screening and how they impact experience, but delved deep into the candidate’s role in the process. A candidate that has a positive relationship with the employer prior to applying is more likely to be hired.
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 Helping Employees  

Helping Employees Help Themselves
There has been a pronounced shift in how employers and staff are approaching personal career development. More and more, training is being perceived as a constant cycle of evolution, renewal and empowerment. 
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 Reconstructing leadership

 

Reconstructing Leadership
Even though the basic elements of leadership remain constant, we always grapple with how to be leaders among our competitors. Commerce, unlike leadership basics, evolves constantly. For example, major market evolutions always seem to happen on or around the turn of a new century.
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 Microscope

 

Remote Work Under the Microscope
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. Response to the announcements came quickly from business analysts and the mainstream media, speculating about the effect these decisions would have on the companies and their employees and how those effects might eventually.
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 EMEA Talent Gap   How to Adapt to the Talent Gap
There is no one-size-fits-all for managing talent. Yet, many organisations still behave as though there is. The wake-up call of changing workforce demographics and the mismatch between the skills that organisations need, and those that are on the market, is taking a greater toll. As unemployment climbs in southern European markets and jobs remain unfilled in others, the question of how best to match skill with opportunity becomes more pressing.
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 TalentAcquisition      Mapping the Value of Talent Acquisition
How can we demonstrate the value of talent acquisition? We need a new way to demonstrate value beyond the walls of our own function. We need to better articulate how and why talent acquisition contributes to the overall worth of the organisations we work for.
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 intothejawsofthesnake   Into the Jaws of the Snake 
Once upon a time, productivity increased alongside job growth. Not so any longer. For the past decade, a critical decoupling of job creation from productivity has occurred, and this has major repercussions for workforces the world over and the economies they’re built on. Now, we need to learn to live (and work) within this gap.
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 social enteprise   Exploring the Promise of the Social Enterprise
Is it always true that a business must grow big - very big - to succeed? The widely held assumption goes something like this: as a company
grows larger, it benefits from tremendous efficiencies and competitive advantages that arise from scale.   
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 Working Socially Jpeg   Working Socially
Two worlds have collided: the personal and the professional.The widespread use of social media by the general public is on a permanent
trajectory, and it has overflowed into the workplace and this brings us to the two obvious risks in the social-professional mix: worker distraction
and corporate over-reaction.   
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 Talent in the 21st Century   Talent in the 21st Century
Diversity may have started out as an attempt to increase the representation of the broader community, with inclusion coming along as a
close partner allowing new voices to be heard, however, they are now so much more than this. 
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 Employee Engagement2   4 Reasons to Improve Employee Engagement
No matter what your employee engagement results have been in the past, it is possible to create a highly engaged workforce quickly,
easily and without disproportionate investment in time, money or technology. This paper gives you the tools to make it happen. 
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 Don't Tell Me, Show Me   Don't tell me who you are. Show me.  
What unites your most dedicated employees? What makes working for your company different from others in your industry—not from
the perspective of marketers and professional image-makers, but based on what your employees feel about their daily routines and each
other? Most job candidates see through employer brands that feel too scripted and too perfect. They don't want to be told who you are;
they want you to show them. 
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 Virtual Scientific Workplace   The Virtual Scientific Workplace 
The days of the insular workplace may be approaching their end, especially in the science industry. As the need to address the global
marketplace has arrived, most companies have found they must free themselves from the constraints of bricks and mortar. Additionally,
this means embracing the knowledge sharing that is happening around the world.  
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 Don't Manage Me   Don't Manage Me, #understand me 
This whitepaper looks at the challenges organisations face when responding to generational issues. With a focus on leveraging the
Gen Y mindset and making it work within your organisation the paper outlines the need to stop trying to manage Gen Y employees
and learn to understand them. 
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 Keep Talent   Want to keep talent? Give them an opportunity to develop! 
Employees are seeking meaning and a sense of achievement in their work - without it they will look elsewhere in spite of economic
uncertainty. Organisations and employees have common goals – they both wish to maximise individual achievement and performance.
Yet, these common goals are experiencing a clear disconnect, which is compounding issues of retention, turnover and productivity.
 
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 Won't tell you they're leaving   They won't tell you they're leaving
Not so long ago, counter-offers and an open dialogue about employment dissatisfaction were common. When employees planned
their careers inside one organisation, and sought to stay put rather than moving organisations or industries, the platform for this dialogue
was there.  
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