Ben Eubanks

In the digital world we live in, we spend a TON of time work on computers and mobile devices. Screens aren’t just part of our work life–they are how we interact with most people during the course of the workday

While there may be some minor generational differences in workplace preferences, the truth is ALL your people want to learn, grow, use their strengths and be recognized and appreciated for their efforts. In the book “Born for This,” author Chris Guillebeau tells the story of a supervisor that approached his organization’s management team in order to secure a small budget for pizza to celebrate his team’s wins and hard work. The shifting baby boomer population is creating a domino effect in many organizations, but for the foreseeable future organizations will still have four generations in the workforce: baby boomers, Gen Xers, millennials and Gen Zers. This group is starting to focus on future-oriented areas like retirement but at the same time many are climbing the career ladder and looking for ways to continue advancing as baby boomers make their exit from the workforce.

Organizations that have analytics talent, whether it’s a dedicated team or just a single data-loving person within the HR function, often struggle with how to leverage the expertise they bring to the table. In today’s discussion, Ben interviews the team at Cox Enterprises: Debbie Morris, Sr. Talent Management Consultant, and Hal Halbert, Reporting Manager, to talk about how the HR/talent function can align and work with the analytics team. Also, if you’re interested, you can connect with Debbie and Hal on LinkedIn: Download the new research Ben mentioned on reskilling and upskilling employees: http://lhra.io/reskill

In the last few years, it seems like I’ve become the expert on internal talent mobility (the process of moving people inside the organization via promotions, transfers, etc. )