A strong employee value proposition can be essential for recruiting and retaining talent in today's environment.

And how to tackle them.

Okay, I now have three friends in the past year who have joined the green economy. Not the recycling economic, but the chronic, reefer and/or blunt economy. Obviously the laws on how legal it is to own and use pot is evolving quickly state by state, but have your HR policies? Note this (just the most recent) occurrence of a company firing an employee for failing a drug test in a state where it isn't criminal to partake. Have you talked to HR about their ganja policies and have you talked about making that policy known to candidates before they apply?

File under: the little things make a big difference. How to write a disposition letter (most people call them rejection letters) that doesn't make people mad.

In business, success means you can hire, engage and retain top talent. Here are several tips and links to help with employee retention.

I'm loathe to point to anything Elon Musk companies are doing in employer branding (when your CEO/Founder has developed a massive cult of personality, it's like having EB cheat codes). But I did like to see this example of how they use their employee manual to instill and reinforce the brand.

A reminder that we all need to be thinking in virtuous cycles to not just make an impact, but to ensure those impacts expand.

Covid hasn't just flipped the table on recruiting and employer branding these last few months. It is really making talent management functions re-think things from a clean sheet of paper (which is very much a good thing). As TM starts thinking about what the nature of what a job is, how skills can be installed and developed in near-real-time, how most staff is probably only using 50-80% of their abilities at work, there's an opportunity for you to step up and partner, connecting the "why" of work with the shifting "what" and "how."

Sometimes, the biggest potential talent source is right under your nose. But how can you foster a culture in internal career mobility? Let us show you!

I point this out not because you need to know it, but employer branders always need to have a full quiver of ways to explain what employer brand is (and isn’t), so here’s a solid article from South America on demystifying employer branding.

So, if you entitle your article ’7 Ways HR Can Build a Fairer, Data-Informed Culture,’ you are really asking for hurt. You know how I know? Because I have a brother and growing up, we each had a vastly difference sense of what 'fair’ meant. I have to imagine in your average 1,000-person company, you’ll be seeing dozens if not hundreds of definitions of same. It’s a tarpit, one which the article seems to acknowledge before skipping past it.