Can Gaming Push Back Retirement?

As discussed in previous posts, gaming continues to transform workplace training. From pilots to surgeons, video games are increasingly being used to train professionals in a wide range of contexts. While some industries rely on games to simulate actual workplace environments, in other cases, games are being adopted as an innovative and engaging way to deliver training modules. To date, however, much of the focus has been on using games to train younger workers who have grown up playing video games and already intuitively know how to interact with games. There is evidence, however, that games might also hold surprising benefits for older workers.

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Building and Evaluating Digital Reputations

In several earlier posts and white papers on social media, we’ve explored the extent to which social media platforms from Facebook to Twitter to LinkedIn are now used by recruiters. Indeed, well over 90% of recruiters report that they rely on some form of social media in their recruitment process. Whether they use social media to actively advertise openings and/or find potential job candidates or rely on these platforms to verify the identity and claims of applicants, every sign points to the fact that social media platforms now play an integral role in most recruitment efforts. With the emergence of Traity—a platform that provides individuals with a “reputation passport” based on data obtained from their broader digital footprint—the role of social media in recruitment is likely to expand.
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Diversity in the Workplace: Part III

In this post, the final of three posts on diversity in the workplace, we examine why diversity is good for organizations and more specifically, how diversity can drive growth.

While diversity in the workplace is sometimes approached as an obstacle (e.g., something one must accommodate), it is important to bear in mind that diverse workplaces in fact have a competitive edge on a myriad of levels. Below, we summarize just some of the reasons why diverse workforces are at an advantage Continue reading

Diversity in the Workplace: Part II

In this post, the second of three posts on diversity in the workplace, we examine how last week’s Supreme Court ruling on gay marriage will impact organizations in states where gay marriage is now legal for the first time and further examine how organizations can prepare their HR staff for the pending changes.

Last week, two years after the Supreme Court first voted to strike down DOMA (the Defense of Marriage Act), the Supreme Court reinforced its support for gay marriage. Continue reading

Is Your Campaign Team Ready? Training Under Pressure

Chances are, you are not a presidential hopeful, but even if you aren’t, you likely have something to learn from how campaign teams are onboarded and trained.

A recent article in the New York Times described campaign teams as the “ultimate start up,” and there is some truth to this claim. Successful campaign teams need to be brought together quickly, hit the ground running, and maintain their stamina—ideally, without a single stumble—to the finish line. This means finding exceptional talent and more importantly, finding exceptional talent who are able and willing to Continue reading

The Uber Decision: Training and the 1099 Workforce

For several years now, the popular peer-to-peer car service Uber has been gaining popularity and raising controversy. In short, Uber has attempted to maintain the advantages of working with contractors (e.g., not offering health benefits or providing job security) while treating their contractors much like employees (e.g., setting prices and dictating interactions with customers). Last week, the California Labor Commission ruled that at least one of Uber’s so-called contractors was in fact an employee and as a result, the company was ordered to reimburse the driver for her expenses (e.g., car repairs) for the four months she spent working on the platform. While last week’s decision only applies to a single driver, the ruling gives a major boost to a class action lawsuit against Uber, which is expected to be ruled on in August. In short, the ruling suggests that Uber drivers are employees not contractors but if this determination is reified in the class action case, it will have far-reaching effects not only on Uber drivers but on anyone whose work relies on a peer-to-peer platform (e.g., Lyft and Handy employees) and on any company that relies on the so-called 1099 workforce.
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The Multigenerational Workforce: Part IV

In the previous three posts, we explored different segments of the four-generation workforce: Older workers (65 to 75); Millennial workers (15 to 35); and Generation X to late Boomer age workers (36 to 64). In this fourth and final post, we examine how to retain and make the most of a four-generation workforce.

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The Multigenerational Workforce: Part III

In this post, the third of four on how to tap into your multigenerational workforce as a training resource, we focus on the core of today’s workforce—Generation X to late Boomer age workers.

The majority of today’s workforce is either part of Generation X or the late generation of Boomers—in other words, they were born between the mid 1950s and early 1980s. It goes without saying that many workers in these generational categories are at the prime of their careers. However, they are also part of the “sandwich generation.” This means that beyond carrying high levels of responsibility at work, they are often caring for both children and aging parents—a situation that can stretch anyone’s time, energy, emotional reserves and finances to the limit.
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The Multigenerational Workforce: Part II

In this post, the second of four on how to use a multigenerational workforce as a training resource, we focus on the workforce’s future–Millennnials or people who are now between the ages of 15 and 35.

As discussed in last week’s series of posts on summer jobs, while young workers, especially very young workers, can pose training challenges, they also have much to offer organizations, even at the level of training.
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