The adoption of AI is accelerating at an unprecedented pace, with generative AI making this powerful technology more accessible than ever before. Yet, many companies continue to struggle to fully leverage AI to enhance efficiency, effectiveness, and optimization within their organizations.

In today’s rapidly evolving digital landscape, the strategic adoption of AI tools in HR is revolutionizing employee decision-making. However, it is imperative to incorporate ethical considerations into our strategies to ensure fair and unbiased outcomes. AI tools have been known to mirror the common biases in society

The ongoing pandemic has increased stress levels significantly. There are at least five sources of stress (including job uncertainty and loneliness) and hence, mitigating pandemic-related stress requires a deeper understanding of these sources. 

Organizational leaders are rethinking the ‘where’ of work in a post-pandemic world. Most are looking forward to a new attitude toward work-from-home. 

The unprecedented nature of the current crisis caused by the COVID-19 virus is demanding new ways of solving organizational problems. 

In our March webinar on D&I, we discussed the barriers to inclusion and the business case for organizations to invest in diversity, inclusion, and belonging.  

Employees are being asked to constantly adapt and perform, while the ground under them is continually shifting. The ability to move through daily challenges—both small and large— is critical to thriving and flourishing in a turbulent world.

​A study by McKinsey & Company in late 2017 found that 66 percent of top executives said retraining and upskilling their employees were urgent business priorities. According to the 2019 Deloitte Human Capital Trends

In this interactive webinar, our guest is Andrew Wilhelms who until recently was the head of leadership development at Tesla and formerly the VP of talent management at McKesson. 

For too long, we have talked about ‘women’s empowerment’ and ‘taking charge’ and ‘leaning in’ – placing the onus of change primarily on women. Such a simplistic view contradicts the evidence which points to a problem that is multi-faceted and multi-level.

​Fifty leading organizations participated in the 2018 HCG Talent Development Benchmark study. In our May webinar we presented the highlights of the results and findings on learning and development practices. 

Lack of key skills is among the top three threats facing organizations today.  Yet, world over companies spend over $180 billion to address this issue.  Absence of information about what works in skill development is leading to a poor ability to manage risks and returns.

Organizations are being disrupted by digital business models.  According to an MIT study, 70% of leaders lack the skills to transform their organization to be digitally enabled. This deficiency puts firms at a significant disadvantage. 

​For those looking to revamp their performance management process, the big decision may appear to be “should we” or “should we not” continue with performance ratings. Yet this may only be a minuscule element of all that you will need to consider. 

Most organizations have persistent challenges in areas related to sourcing talent, leadership, engagement, and diversity to name a few. Existing solutions don’t appear to be delivering the desired results.  

There is growing excitement about people analytics; however, those who have been at it for a while are concerned that analytics efforts are failing to deliver the promised returns.  

HCG is pleased to invite you to a complimentary webinar that will review the latest advancements on making leader development more accountable, scalable and embedded into leaders’ jobs.

According to a recent Economist survey, 56% of global CEOs believe their firm lacks the right talent.  Training budgets in the US grew from 12% in 2013 to 15% in 2014, but few organizations appear to secure a return on investment.