Explore Insights

Each month, the U.S. Bureau of Labor Statistics (BLS), which describes itself as “the principal fact-finding agency for the Federal Government in the broad field of labor economic and statistics,” releases their “Employment Situation Summary,” or what many of us in the industry refer to as the “Jobs Report.” It’s a detailed report which analyzes job growth or losses and other labor force statistics across many industries.And each month, largely to spare you from having to sift through the lengthy report to glean everything you need, we provide you with a high-level overview consisting of leading and lagging professional industries, geographic highlights, and more. We also provide you with some timely and relevant economic and workforce management news not included in the Jobs Report.

The following article is part one of a four-part series about the ins and outs of layoffs and outplacement services.

Recognizing the value of career progression conversations is one thing; making it a pillar of your talent management strategy is certainly another. It can be done with a patient strategy to equip frontline managers with the tools and mindsets to start the conversation, and a focused process to translate the outcomes of those conversations into talent management.

As hard as it is to imagine, business news outlets are rushing to at least ask the question about whether Musk – the billionaire who bought Twitter this fall, laid off half of its employees and pressed remaining staff to go “hardcore” or just go – had somehow become a role model for the modern CEO.

It is a simple and elegant approach to an age-old problem companies face whenever they are going through a business transformation. Bring on board steady, experienced hands to deal with a specific challenge over a defined period.

How does a downward economic trend affect the future of remote workers? All these companies have several critically important characteristics in common that could – under the right combination of circumstances – change the trajectory of remote work.

Rebecca Macieira-Kaufmann shared her story as part of the Executive Conversation Series hosted by the International Center for Executive Options (ICEO)

Caught between a sluggish economy and an enduring global skills shortage, displaced workers do not really want quick, self-serve fixes to help them navigate to the next stage in their careers. They want expert guidance and market intelligence that will help them find the right job for the future.

A new global survey by LHH and The Adecco Group reveals that interest in job-jumping remains high and that seeing others quit is creating a “quitting contagion” which is tempting co-workers to take the same path to career advancement.

A new survey by The Adecco Group – which captured the opinions of more than 34,000 working people in 25 different countries – revealed just how important it is for leaders to create the culture, working environment and career opportunities that convince skilled workers to stay.

Despite the success of their redeployment policy, which helped successfully retain over 1200 employees since the policy was first established in 2010, BAE Systems felt there was still the opportunity to do more. What came next was an award-winning approach to outplacement and redeployment support.

If Imperial Brands was to have any chance of maintaining its position at the forefront of the industry, it wouldn’t be enough to simply ‘keep up’ with a changing market; it would need to lead the change by building global leadership capability that steers ambitious transformation.