Caterpillar conducts virtual interviews and uses social media to contact workers with relevant skills who are not actively looking for a job.
Does your manager proactively and intelligently plans for your professional development and career advancement? Or does he or she essentially go on autopilot--or simply pay lip service when it comes to evaluations, training exercises, collaboration sessions and other professional development opportunities? It's a serious situation, as organizations struggle to recruit and develop those in scientific, technology, engineering and mathematical (STEM) fields. In fact, 80 percent of employers say it's difficult or very difficult to secure workers with scientific skills, according to a survey from APQC. And 65 percent say it's difficult or very difficult to retain workers with an engineering background. APQC recently released "Technical Talent Management: Sourcing, Developing and Retaining Technical Talent," a report that reveals best practices for recruiting and developing IT workers. These best practices are based on the experiences and insights of five high-performing companies: Caterpillar, General Mills, IBM, Lockheed Martin Space Systems Company (SSC) and Schlumberger Ltd. APQC is a member-based nonprofit designed to expand the use of knowledge management, benchmarking and best practices business research. For more about the report, click here:
Dennis McCafferty is a freelance writer for Baseline Magazine.
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