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For WorldatWork Members ;Considerations When Applying AI to People Analytics , Workspan Daily Plus+ article; ;Pro Tips on Utilizing Data to Spot and Close Skills Gaps , Workspan Daily Plus+ article; ;3 Reasons Why Your Talent Marketplace Isn’t Working , Workspan Daily Plus+ article; ;Internal Talent Marketplaces Get a Boost from AI , Workspan Magazine article; ;Identify and Build a Wide Talent Moat , Workspan Magazine article; For Everyone ;Why Internal Talent Development Is Increasingly Popular , Workspan Daily article; ;Elevate Engagement and Workforce Planning Through AI, Workspan Daily article; ;Structure, Definition, Clarity: The Business Case for Job Architecture , Workspan Daily article; ;Traditional Job Architecture Career Streams Collide with Modern Work , Workspan Daily article; Talent planning is generally viewed as a balancing act between present workforce needs (and available talent) and future business plans (the talent needed to

Modernized employer reforms also call for fewer compliance burdens, stronger social security, establishment of a wage floor and an expanded definition of employees to include gig workers.

And in fact, many of the skills hiring managers prioritized in the recent survey resonate with the modern take on leadership.

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The modern C-suite is structurally interdependent in ways traditional incentive plans don’t fully capture.

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Our findings from both groups are summarized in Table 2, where we list the 11 potential knowledge-transfer practices and how prevalent they were in organizations as ranked by risk managers and recent retirees.

Further, the final rule does not alter Interpretive Bulletin 75-8, D-2 ( 29 CFR 2509.75-8 ) (IB 75-8) under the Employee Retirement Income Security Act of 1974 (ERISA), which states that individuals “who perform purely administrative functions for an employee benefit plan” and “who have no power to make decisions as to plan policy, interpretations, practices or procedures, are not fiduciaries.”