Vincent Lecerf

What do you think? "... His comments came following an increase in reports of workplace discrimination incidents against PLHIV over the past five years, with the first half of this year recording 66 cases – more than doubling previous yearly totals..." Another trend / challenge HR Malaysia need to be ware. In reality, it maybe be difficult in implementation, as the MEF rightly pointed out there is no existing law on it. Questions popped up! How about Employers responsibility to enaure "safe" work place for all? How about other Employees perception on "Safety" of his or her work place? What is the feeling of the "hiv infected employee"? Any disclosure needed? What is the guidelines? Who (HR?) to trace on the periodic health examination results? What nature of work is suitable? At what stage, if health condition deterioration can be considered a medical board out? Perhaps MEF and Socso to come out with some guildelines dealing with this challenge.

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How can talent leaders create an organizational culture that fosters experimentation, innovation and continuous learning? While I agree the task may appear daunting at first, it’s important not to lose sight of the progress that can be made, step by step. Find out more in the new paper from our Advisory team ⬇️

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Hiring in 2024? A big task awaits you. But here are some insights which might help. In the age of AI and digitalization, businesses face a critical imperative: to attract, retain, and nurture talent that can evolve at the pace of the shifting landscape. However, a significant shift has emerged post-Great Resignation - workers now feel they have less control over their careers, with a pervasive "fear of the unknown" hindering professional growth. LHH President, Gaelle de La Fosse joined Bill Banham on HRchat by The HR Gazette to how today's leaders can develop teams fit for the future of work and shared some of the insights from LHH and The Adecco Group's latest research, ‘The Great Potential: Global Workforce of the Future' which reveals the shifting dynamics at play and offers some food for thought for employers. The advice? Stay ahead: Leaders need to understand the evolving needs of the workforce and address organizational skill gaps for long-term success. Upskill: To thrive and remain attractive to top talent, companies must provide opportunities for upskilling and ensure their workforce is well-prepared for the evolving demands of business. Listen to the discussion on the #HRchat podcast here: https://lnkd.in/e76iXseH #FutureOfWork #TheGreatPotential #TheGreatPotential

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If diversity of thought and perspective is the environment that enables great ideas to materialise -  then curiosity is the fuel for such innovation. Finding solutions involves collaboration with other viewpoints, leans heavily on asking the right questions, and lots of them – even for tasks that might seem routine and mundane, if you want them to change. The key is to be always on the look  out for  fresh approaches and finding creative ways to  continuously improve, innovate and when the obstacles present themselves ( because they always will) learning to stop and reflect, in order to build the  resilience you need to turn setbacks into valuable learning opportunities – it’s about viewing challenges as stepping stones rather than stumbling blocks. #InnovativeMindset #ContinuousLearning #CareerGrowth #Leadership #Diversity #Curiosity #Creativity

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Hiring in 2024? A big task awaits you. But here are some insights which might help. In the age of AI and digitalization, businesses face a critical imperative: to attract, retain, and nurture talent that can evolve at the pace of the shifting landscape. However, a significant shift has emerged post-Great Resignation - workers now feel they have less control over their careers, with a pervasive "fear of the unknown" hindering professional growth. LHH President, Gaelle de La Fosse joined Bill Banham on HRchat by The HR Gazette to how today's leaders can develop teams fit for the future of work and shared some of the insights from LHH and The Adecco Group's latest research, ‘The Great Potential: Global Workforce of the Future' which reveals the shifting dynamics at play and offers some food for thought for employers. The advice? Stay ahead: Leaders need to understand the evolving needs of the workforce and address organizational skill gaps for long-term success. Upskill: To thrive and remain attractive to top talent, companies must provide opportunities for upskilling and ensure their workforce is well-prepared for the evolving demands of business. Listen to the discussion on the #HRchat podcast here: https://lnkd.in/gcQqZ9rh #FutureOfWork #TheGreatPotential #TheGreatPotential

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Are you striving to concretely cultivate a continuous learning culture? At L’Oréal, we unite our skills-based organization with our growth mindset and passion for learning… and importantly access for all. Our leaders and our teams can be particularly proud of our continuous learning culture… This Fast Company article champions the need for upskilling and cultivating a culture of continuous learning in the workplace AND to thrive in the age of AI, companies need to prioritize employee upskilling. Aytekin Tank elegantly provides a 3-step framework for leaders to create a learning culture: • INTEGRATE: Embed learning directly into daily work, offering short, relevant training opportunities within employees' work... 70/20/10 100% of of the time... • PERSONALIZE: Ditch the one-size-fits-all approach and leverage AI to create customized learning paths aligned with individual career goals. • AUTOMATE: Utilize platforms and tools to automate aspects like program management, skill matching, and training delivery, making learning seamless and efficient. By investing in continuous learning, companies can retain talent, boost innovation, and stay ahead in the rapidly evolving job market. #learntodayshapetomorrow #Createthebeautythatmovestheworld #LearningAndDevelopment #BusinessStrategy #continuouslearningculture Read the full article here:

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How to build and operationalize your future-proof HR target operating model …

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In recent weeks I have been posting frequently about efforts at @Gi Group Holding to boost awareness of the need to bring greater social justice to the global labour market. Through efforts led by the @World Employment Confederation and the @International Labour Organisation (ILO), my colleagues and I are striving to amplify messages about why a fair, just world of work is critically important to a sustainable future economy. One aspect of efforts to support fairer job market conditions relates to youth employment and how we can continue to assist younger populations in getting proper access to training and skilling programmes. Likewise, we need to nurture their beliefs and trust in viable job opportunities and career development. Research we did through the @Fondazione Gi Group shows just how dire the situation is for many of our youth in Europe. In fact, the study points out that just under 2 million young people in Italy alone now rank among the Not in Employment, Education or Training (NEETs) segment of the population. There are varied reasons for why our youth end up in the NEET category. Most often they report family obligations (23%), they rank among the short-term unemployed (21%), or they find themselves in the “other NEETs” category (16%) where they are pursuing atypical careers, i.e., in the arts or are perhaps financially privileged. No matter what the cause, the NEET phenomenon is worrying, as persons in this category risk potential full future exclusion from the labour market which can lead to social marginalisation. At a time when labour market supply is mismatched against demand (in some cases in extremes that approach 60%), it is critical that society’s stakeholders (businesses, educational institutions, governments) step up to support training and reskilling initiatives that can bring some of the NEET population back into the active labour force. I recommend you give the linked publication a read and consider how you might contribute to a more youth-inclusive labour market. If you are already involved in efforts in this space, feel free to let me know in the comments below. Hopefully, together we can make progress in getting the NEET phenomenon under control: in Italy and around the world. #GiGroupHolding #FondazioneGiGroup #NEETs #YouthEmployment #LabourMarketInclusion

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Social connectedness is critical to thrive and innovate. However, get together with return-to-office might not meet expected outcome since it might serve only one connection dimension. 4 connections at work : Colleague, Leader, Employer and Role. Focusing only one might trigger risk of demotivation or resignation of key talent. Combine initiatives to balance and maintain all connection health. https://lnkd.in/giVsX2-M

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Hiring in 2024? A big task awaits you. But here are some insights which might help. In the age of AI and digitalization, businesses face a critical imperative: to attract, retain, and nurture talent that can evolve at the pace of the shifting landscape. However, a significant shift has emerged post-Great Resignation - workers now feel they have less control over their careers, with a pervasive "fear of the unknown" hindering professional growth. LHH President, Gaelle de La Fosse joined Bill Banham on HRchat by The HR Gazette to how today's leaders can develop teams fit for the future of work and shared some of the insights from LHH and The Adecco Group's latest research, ‘The Great Potential: Global Workforce of the Future' which reveals the shifting dynamics at play and offers some food for thought for employers. The advice? Stay ahead: Leaders need to understand the evolving needs of the workforce and address organizational skill gaps for long-term success. Upskill: To thrive and remain attractive to top talent, companies must provide opportunities for upskilling and ensure their workforce is well-prepared for the evolving demands of business. Listen to the discussion on the #HRchat podcast here: https://lnkd.in/gb9uaQs5 #FutureOfWork #TheGreatPotential #TheGreatPotential

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Had a rewarding time leading a Leadership Bootcamp for our EMEA people leaders, focusing on the crucial role of leadership development in driving culture change. Empowering our leaders with effective leadership strategies is essential for nurturing business growth and success. The past two days were enriching, filled with valuable insights and relationship building. #leadershipdevelopment #teambuilding #xrite #strategicleadership

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After two intensive days (and 40K+ steps counted), I am back home from Gartner ReimagineHR in London. I wanted to say a few thanks first: - To my former Gartner peers, for their wisdom and great advice across sessions and 1on1s, and for their warm welcome - many hugs included! - To my numerous friends in #HR and HR tech, for stopping by for a chat, it was great to learn from their perspectives. - And, very, very importantly, to the tireless team of Dayforce colleagues in booth 419 (Aneka, Jordan, Lisa, Emma, Norbert) for their abundant passion and kindness, and for their support to deliver my session on our latest #research about unlocking value in the frontline workforce. And, as usual, a couple of my own takeaways: - Skills-based talent management: clearly more on the radar of HR professionals (and vendors). The challenge is where to start and how to progress, taking into account a number of prerequisites (e.g. providing learning activities at scale or bringing the right data together). - (Gen)AI pointing towards outcomes: the direction of travel shifts increasingly towards identifying and solving specific problems. The degree of cohesion between (Gen)AI, other tech and non-tech solution components for each vendor will ultimately determine adoption. - HR tech buyers become more mature and specific: making more targeted visits to the exhibition floor, asking more nuanced questions, requiring more effort by vendors to understand their context before pitching their solutions. #hcm #hrtech #makesworklifebetter #gartnerhr #research #frontlineworkers

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People & Culture Challenges in M&A: What are the stakes? How important is this? How much attention should you give it? Here is some astounding research! I'm hoping you will find this useful for #MergerIntegration, #culture management in general, and measuring the impact of culture on the business: #Metrics. You can’t underestimate the #stress and uncertainty employees experience during mergers: new roles, bosses, colleagues, processes, and cultures are all recipes for #conflict, confusion, and error. And there is so much pressure in mergers to deal with urgent financial, operational, and administrative issues that the #people side of merger integration is often neglected. Why Mergers Fail: Neglecting Culture: • Study after study puts the failure rate of M&A somewhere between 70% and 90%. (C.M. Christensen, HBR) • 50% of executives cited org. cultural differences as the most significant post-deal issue they faced. (Marsh Mercer Kroll) • 58% reported they did not have a specific approach to assessing and integrating culture in a deal. • 0% reported that its cultural integration practices were effective. • 33% blamed “cultural integration issues” as the reason their deal failed. (Aon Hewitt) How much is your talent worth? In a study by the Hay Group: • 78% of acquired company employees opposed the mergers • 38% expressed dissatisfaction with the post-merger climate • 22% described the early months as “culture shock” • 16% labeled it “trench warfare” Many studies demonstrate that losing employees costs on average 100% of their annual salary, and at least 3x more for top performers (I've posted on that topic a few times). And when change is unbearable, you will lose your best players because they are the most employable. There is no magic bullet. If your talent bucket is leaking, it‘s not enough to keep filling the bucket. Fix the leak. Finally, some data from participants in my own workshops on post-merger integration management: Risks & Costs of Poor Integration: • Dual loyalties, turf wars, silos, conflicts • “Us vs them”; resentment; internal competition • High stress, errors, and safety issues • Low morale, productivity, trust, and loyalty • Poor communication, teamwork, and alignment • Employee absenteeism and turnover • Time to full productivity for new employees • Time to adapt to new culture and values • Lack of clarity about roles, goals, and big picture • Under-leveraging new talent and talent synergies • Opportunity costs: busy putting out fires • Negative impact on your reputation / brand • Difficult to compete for talent All leaders understand how expensive and debilitating these problems are, including your CFO. Use this data to make a strong case for excellence in post-merger integration in your organization, and engage everyone you can in contributing to your integration project. Happy to help. #Leadership #Coaching #HR #OD #Mergers #Acquisitions #Engagement #LeadershipDevelopment

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How can an organisation be successful with increasingly scarce talent? When you start developing a sustainable workforce mindset. Let me explain the concept and how we implement it at T-Systems International in the Talent Development Hotseat Podcast by Andy Storch! Thank you, Andi, for having me 🙏 - and the amazing Podcast you produce!

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Hiring in 2024? A big task awaits you. But here are some insights which might help. In the age of AI and digitalization, businesses face a critical imperative: to attract, retain, and nurture talent that can evolve at the pace of the shifting landscape. However, a significant shift has emerged post-Great Resignation - workers now feel they have less control over their careers, with a pervasive "fear of the unknown" hindering professional growth. LHH President, Gaelle de La Fosse joined Bill Banham on HRchat by The HR Gazette to how today's leaders can develop teams fit for the future of work and shared some of the insights from LHH and The Adecco Group's latest research, ‘The Great Potential: Global Workforce of the Future' which reveals the shifting dynamics at play and offers some food for thought for employers. The advice? Stay ahead: Leaders need to understand the evolving needs of the workforce and address organizational skill gaps for long-term success. Upskill: To thrive and remain attractive to top talent, companies must provide opportunities for upskilling and ensure their workforce is well-prepared for the evolving demands of business. Listen to the discussion on the #HRchat podcast here: https://lnkd.in/gE_ejpMq #FutureOfWork #TheGreatPotential #TheGreatPotential

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Embracing Hybrid Work Models: HVR's Guide to Future-Proof Talent Acquisition #3   In the wake of unprecedented global shifts in work dynamics, the traditional office-centric model has given way to a new paradigm: hybrid work. As organizations adapt to this transformative change, the need for future-proof talent acquisition strategies has never been more pressing. At HVR, we embrace this evolution and offer a comprehensive guide to navigating the complexities of hybrid work models while ensuring a robust talent pipeline for the future.   ·       Fostering Inclusivity and Engagement   Another critical aspect of hybrid work is ensuring that all employees feel included and engaged, regardless of their location. Remote and hybrid work arrangements have the potential to exacerbate feelings of isolation and disconnection if not managed effectively.   At HVR, we prioritize diversity, equity, and inclusion in talent acquisition to foster a culture of belonging and empowerment. Our guide includes strategies for promoting inclusivity in virtual environments, facilitating effective communication and collaboration, and fostering a sense of community among distributed teams.   Connect with us today at https://hvrecruitment.com/ to explore how we can support your talent needs in this dynamic tech era.   #HybridWork #FutureofWork #TalentAcquisition #HVR #Recruitment

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🌍 Navigating the Future of Talent: A Personal Journey 🧭💡 As a passionate advocate for inclusive hiring practices and neurodiversity in the workplace, I'm always eager to explore new insights and strategies that can help organisations thrive. Recently, I came across a startling statistic from Taleo360: 61% of hiring managers face employee retention challenges. 🔍📈 This finding resonates deeply with me, as I've witnessed firsthand the struggles that companies face in attracting and retaining top talent, especially when it comes to creating an inclusive environment for neurodiverse individuals. Just last week, my 14-year-old daughter was diagnosed with ADHD and ASD, further reinforcing my commitment to making a positive change in the world of work. 👨‍👧💜 At GMZTAlent, we've been working tirelessly to develop solutions that help organisations navigate the complexities of talent acquisition and employer branding. Our latest eBook, "Navigating the Future of Talent" is a testament to our dedication to this mission. 📚💫 By subscribing to our newsletter, you'll gain exclusive access to this valuable resource, which is based on insights from the Talos360 Future of Talent and Eploy UK Candidate Attraction reports. You'll also stay up-to-date with the latest trends, best practices, and innovative solutions in the field. 📧🔔 But more than that, I invite you to join me in a conversation about how we can create a more inclusive and supportive workplace for all. Let's share our experiences, ideas, and strategies for building organisations that value diversity and foster a sense of belonging. 🤝💡 Together, we can make a real difference in the lives of neurodiverse individuals and their families, while also helping organisations unlock the full potential of their workforce. 💪🌟 Click the link in the comments to subscribe to our newsletter and download your copy of "Navigating the Future of Talent" today. Let's embark on this journey together! 🌐📥 #NeurodiversityAtWork #InclusiveHiring #EmployeeRetention #TalentAcquisition #EmployerBranding #GMZTAlent

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