Recent TRG blog posts

Diversity and inclusion (D&I) are increasingly recognised as critical factors for enhancing business performance. In a comprehensive survey conducted by Deloitte for its 2017 Global Human Capital Trends report¹, two-thirds of the 10,000 leaders surveyed expressed the importance of D&I to their organisations.

High levels of equality, diversity, and inclusion have been proven to have numerous positive impacts on talent and HR management [1]. Organisations that embrace diversity and foster an inclusive culture experience greater innovation, productivity, and performance. Moreover, they enjoy enhanced talent recruitment and retention rates, as diverse individuals are attracted to organisations that value their contributions and create a sense of belonging.

However, with an increase in the number of bad hires and early attrition rates, recruiters cannot rely solely on the flawed traditional hiring approach. The incompetence of bad hires can cost an organisation in many different ways. One of the greatest threats is the desire or immediate need to fill the employment position.

Today, different types of pre-employment assessments have changed how hiring is conducted globally. Human Resource Managers have traditionally used telephonic and face-to-face interviews to fill employment positions.

Skill gaps appear when your employees lack the skills needed to achieve a specific goal, preventing them from succeeding. In other words, the term stands for when the employees cannot fulfil the needs/requirements of their employers because they don’t have the right knowledge, skills, or abilities.

If you think organisations that embrace the "work from anywhere" arrangement are progressive enough, think again!

While deciding whether to employ a four-day work model or a completely virtual or hybrid workforce will give those involved a massive headache, this could be the key to unlocking productivity that we have never imagined before.

Behind every great athlete, every winning team is a great coach, who knows how to unlock others’ full potential. For organisations, the same principle applies.

A key tenet of the Fourth Industrial Revolution (Industry 4.0) is the rise of automation, robotics, and A.I. There will be fewer jobs for humans. Who will most likely be affected?  Which skill sets will employees need to develop between now and 2030 in order to stay relevant in this new world? A recent report from the McKinsey Global Institute has attempted to answer these questions.