There is no doubt that organisations and companies today are in very different places to where they were 20 years ago. It is not uncommon for organisations to reorganise and consider creative ways to do more with fewer resources. This particular trend has implications for the workforce, which in many ways have had to restructure the nature of jobs to become more task orientated with clear accountabilities.
 
Professionals should be cognisant   of the fact that careers are being tracked by head hunters who are constantly on the lookout for the best talent. In the current skills climate, counter offers are becoming an automatic response from managers desperate to hang onto talented people.
 
The headhunting industry is bracing itself for its busiest period as companies bed down annual strategies and identify crucial human resources gaps. Incidentally, says a top executive headhunter, it is also the time of year in which highly skilled individuals are much more willing to hear about new employment opportunities as they take stock of their careers.
 
Personality tests are a popular component of many organizations’ hiring processes. As these tests contend to measure traits and characteristics that remain stable over time. It is intuitive to believe information regarding candidates’ individual differences in these areas would be helpful when making selection decisions. Yet the evidence supporting the usefulness of personality tests in the hiring process has been called into serious question.
 
In the upper echelons of the job market, professionals often share their opinions of ex employers with their peers and thus an ex employee can be a companies best ambassador in the corporate world. Organizations should therefore do their utmost to ensure that staff members leave on a positive note.
 
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