Latest news with #talentdevelopment
Forbes
a day ago
- Business
- Forbes
How to create a talent pipeline
Childress is a city of about 7,000 people in Northwest Texas, near the state border with Oklahoma. It's a rural community with ample open space and abundant energy resources — the ideal environment for the data centers driving today's digital economy. The talent to fill them was always there — someone just needed to recognize, invest in, and help it grow. That's where IREN came in. It's a next-generation data center company that uses renewable energy to power AI and other emerging technologies. In 2022, the company broke ground on a 420-acre data center in Childress when it encountered an obstacle: The local workforce it needed for the new facility couldn't be found using a traditional talent strategy, which screens out applicants without a college degree or highly specialized prior experience. How did IREN build a thriving data center without having the data center technicians, electricians, network engineers, and other skilled professionals to staff it? The company pivoted. Rather than looking solely at people's past jobs or where they attended college, IREN prioritized skills and aptitudes. While IREN's traditional hiring strategy suggested the workforce it needed for its new data center was in short supply, the company expanded its talent pipeline by giving people the chance to learn new skills and harnessing their motivation to contribute. IREN accomplished this through four talent development programs, which offered people options such as apprenticeships in skilled trades and financial assistance to pursue relevant careers. The company filled all its open roles in Childress, developed a more loyal, high-performing team, saved money, and improved the city's economic opportunity and mobility. Today, IREN continues to build a world-class workforce by cultivating local talent through an emphasis on their potential, their unique skills, and their interests. David Shaw, IREN's chief operating officer, says this mindset can benefit any employer, regardless of location. 'Any company, in any industry, can close workforce gaps by looking beyond traditional hiring and investing in people and communities,' he said. 'It leads to stronger local economies and a more inclusive and sustainable workforce across the nation.' Data centers store, process, and distribute the information that powers much of today's world. Shaw calls these facilities 'the backbone of the digital economy' because they anchor technologies such as generative AI, cloud services, fintech, the bitcoin network, and global communications. The rising need for computing power to fuel these technologies means the demand for data centers is rapidly increasing. But, as IREN discovered in Childress, staffing them with the data center technicians, network engineers, facility managers, and other skilled professionals these facilities need can be challenging. Fortunately, IREN found success by pairing top-tier external talent with untapped potential in the community. This blended model strengthens IREN's teams and deepens its local roots — a framework other employers can follow. 'We hire based on capability, drive, and potential,' Shaw said. 'We seek cross-functional skill sets and consider the whole person, not just a resume.' The results were impressive. Today, IREN employs over 100 full-time members in Childress. While long-term staffing may shift as operations evolve, IREN's investment has already created significant employment opportunities and made an economic impact in the area. IREN is now seeing better operational performance, less turnover, and deeper connections to its local workforce. Plus, the company saves money by reducing its use of resource-intensive external training and recruitment initiatives. IREN's talent practices also provide meaningful work, growth opportunities, and a better quality of life for people closer to their homes. IREN's People, Culture, and Community team is building the company's data center workforce by tapping into under-leveraged talent in rural Texas and helping it thrive. This bottom-up model requires believing in everyone's potential and cultivating close ties to the region's business, education, and nonprofit communities. IREN's strategy includes: For an example of how these programs work in practice, consider IREN's apprenticeship program. It recently helped an employee from a small rural community near Childress become a journeyman electrician. The program enabled the employee to attend trade school at night while working full time at IREN and receiving hands-on experience and mentorship. It also gave him a clear path to advancement: He's now in a leadership role and growing his skills — all because IREN recognized his strong work ethic and desire to stay near home. 'This shared value model strengthens our relationships with the regions we serve and reinforces our commitment to long-term sustainability, economic resilience, and mutual success,' Shaw said. IREN isn't the only organization interested in transforming regional talent ecosystems. The Education Design Lab is joining several other organizations to make Texas a leader in digital workforce development as part of the Texas Flywheel Initiative. Launched in 2024, the initiative aims to drive economic growth and ensure that all Texans can get the skills required to participate in the data center industry. The lab is a national nonprofit that codesigns, prototypes, and tests education-to-workforce models through a human-centered process, connecting learners to economic mobility. 'What I appreciate about IREN is how they leverage local talent and try to collaborate with local stakeholders,' said Dr. Leah Ben-Ami, The lab's senior ecosystem designer. 'The company is providing them with a pathway into an emerging industry in Childress, where those pathways may not be as readily available.' Dr. Ben-Ami says the Texas Flywheel hopes to 'connect the dots' between the players in Texas' digital economy — including IREN — so that the state's training pathways help people acquire the skills employers need. The goal is a collaborative ecosystem to create awareness of — and access to — programs that empower people to contribute to the Lone Star State's emerging data center industry. For instance, Texas Flywheel has conducted several events to facilitate networking and thought leadership within Texas. One such gathering was the Texas Digital Economy Convening in Fort Worth last February, which featured over 60 stakeholders, including IREN. The event focused on building relationships and establishing a shared understanding of the upskilling and mobility opportunities and challenges facing rural prospective hires. The convening also sought to reduce industry silos and identify core education partners to help build credential pathways. Texas Flywheel has engaged with over 140 stakeholders through its convenings, including 60 employers, 40 training providers and educators, and 25 community and workforce groups. The lab's and IREN's talent development efforts come as Texas' number of data centers rapidly grows. Texas currently boasts America's second-largest concentration of data centers, with 363 data centers in 24 markets statewide. This number will only increase as rural Texas gains more energy infrastructure. The separate approaches to talent development from the lab and IREN are reaching the same destination: more economic mobility and opportunity for all. Their success shows that communities, employers, nonprofits, and talent can achieve big outcomes when they collaborate. Shaw says IREN's talent innovations strive to strengthen everyone the company touches. With IREN's Childress facility expected to have a business life lasting several decades, both the company and the community will reap positive returns for years. 'IREN's strategy is designed to create lasting, meaningful impact for everyone involved in the company, the communities we operate in, and the individuals who live there,' Shaw said. For any employer seeking to build a strong workforce pipeline, IREN's experience in Childress proves that the solution often lies within the community itself. By focusing on aptitudes and investing in skills, employers can unlock the talent that's been there all along. Join the Texas Flywheel Initiative. Education Design Lab is supported by the Charles Koch Foundation, which as part of the Stand Together community funds cutting-edge research and helps expand postsecondary educational options. Learn more about Stand Together's efforts to transform the future of work and explore ways you can partner with us.
Globe and Mail
a day ago
- Automotive
- Globe and Mail
Slkor Micro Semicon Honors Two Sales Leaders for Consecutive Quarterly Excellence
Dual Recognition Highlights Talent Development Strategy Slkor Micro Semicon announced its dual honorees of the quarterly "Golden Navigation Outstanding Employee Award": Huang Baoling (Q2 2024) and Zhang Junjun (Q2 2025). The awards recognize exceptional sales leadership and embody Slkor's commitment to cultivating industry talent. Huang Baoling: Sustained Excellence Catalyst Appointed in 2021, Huang achieved a remarkable breakthrough in 2024: "Her poise in adversity transformed persistence into explosive growth," noted GM Song Shiqiang during the July 15, 2024 ceremony. Huang attributes success to a principle: "Endure hardships others won't to earn rewards others can't." Zhang Junjun: Leadership & Belief-Driven Results As Director of Sales Department II, Zhang was honored on July 14, 2025 for: Deputy GM He Junju presented the award, praising Zhang's "dual excellence in individual performance and team mentorship." Executive Perspective "Huang and Zhang exemplify our belief: investing in people drives technological innovation," stated GM Song Shiqiang. "Their achievements accelerate our global vision as we establish R&D hubs across Asia and Europe." About SLKOR： SLKOR, headquartered in Shenzhen, China, is a rapidly emerging national high-tech enterprise in the power semiconductor sector. With R&D centers in Beijing and Suzhou, its core technical team originates from Tsinghua University. As an innovator in silicon carbide (SiC) power device technology, SLKOR's products are widely used in new energy vehicles, photovoltaic power generation, industrial IoT, and consumer electronics, providing critical semiconductor solutions to over 10,000 clients globally. The company delivers more than 2 billion units annually, with its SiC MOSFETs and 5th-generation ultrafast recovery SBD diodes setting industry benchmarks in efficiency ratio and thermal stability. SLKOR holds over 100 invention patents and offers 2,000+ product models, continually expanding its IP portfolio across power devices, sensors, and power management ICs. Certifications including ISO 9001, EU RoHS/REACH, and CP65 compliance demonstrate the company's steadfast commitment to technological innovation, lean manufacturing, and sustainable development. Strategic Growth ContextBoth awards align with Slkor's expansion milestones: New Product Spotlight Coinciding with the recognitions, Slkor announced its SL27517A Gate Driver's competitive edge: • 4.5V-20V operating range (vs. TI UCC27517's 4.5V-18V) • Symmetrical 4A peak drive current for power MOSFETs/IGBTs • Optimized for portable devices & DC-DC converters*Free demo boards: slkoric@ Media Contact Company Name: Shenzhen SLKOR Micro Semicon Co., Ltd. Contact Person: Support Email: Send Email Phone: +86 13008868302 Address: 2010, Block A, Bairuida Building Vanke City Community Bantian Avenue, Longgang District City: Shenzhen Country: China Website:
Fast Company
a day ago
- Business
- Fast Company
How to maximize employee retention and career growth through supportive leadership
I recently said goodbye to a senior leader on my team. After half a decade of personal investment, intentional skill development, and leadership incubation, they transitioned to a role at a customer's company. I felt a lot of things as they walked out the door: • I was devastated. I like this person. • I was disappointed. Years of investment won't yield a return for our company. • I was proud of them. I'm so happy for them and want to see them succeed. That's not what you expected, right? Admittedly, I didn't either. This response challenges my instincts. On one level, I want to retain my best talent indefinitely, ensuring all my investments yield direct, measurable returns for me and my company. What I want more is a workplace where people feel empowered to grow, pursue new opportunities, and achieve their full potential, even if that means they eventually move on to bigger and better things outside of my organization. This loose grip, others-oriented philosophy isn't just altruistic or virtue signaling. It's proven pivotal for long-term organizational success. In other words, it's a hard leadership lesson, but it's worthwhile for everyone, from top-level executives to middle managers. THE 'LEAD TO LET GO' PHILOSOPHY Leading to let go isn't an active effort to push people away. It's about giving everyone the freedom to make the most of their professional career and realize their full potential, wherever that may lead. Put differently, leading to let go is a leadership philosophy that prioritizes an individual's best career trajectory, even if that path leads outside your organization. It's about recognizing that helping someone achieve their personal and professional best ultimately benefits not just them, but everyone involved. Today, too many managers are missing this vital truth. According to a 2024 employee survey, 46% of respondents said they lacked career support from their managers. Meanwhile, employees actively seek opportunities to advance their careers, maximize their potential, and pursue new challenges. The result? One-quarter of employees say they will likely quit within the next six months because of a lack of career development opportunities. According to Forbes, a lack of career growth opportunities may be the top reason for employee turnover in 2025. Consider the case of my employee who departed from my company. Their new role offered them an accelerated path to leadership, for which they were well-suited; however, they were still further away from achieving that position within our structure. This move cut their time to executive leadership in half, providing them with valuable experience in a new industry, where they can develop a new skill set while continuing to refine existing competencies. There is an immediate (and somewhat obvious) question for many leaders: 'How do I benefit from losing a good employee?' The answers, as I've discovered, are profound and far-reaching. While it can be difficult to watch people walk away, the long-term benefits significantly outweigh the short-term pain. Making people your top priority accrues several benefits, including: 1. CULTIVATING A SUPPORTIVE CULTURE Culture matters, and a workplace culture that only supports people when they are 'on our team' is toxic, not healthy. By openly supporting an employee's decision to move on for their long-term growth, you send a powerful message throughout your company: that leadership genuinely encourages and enables individual career ascension. This permeates your workplace culture, creating a company where people know they will be fully supported. This makes your organization a place where people want to stay. The results are more than just vibes. One analysis found that employees who feel connected to a company's culture are five times more likely to be engaged at work and six times more likely to recommend your company to others. 2. BUILDING A POSITIVE COMMUNITY REPUTATION When individuals witness or hear about companies that prioritize an employee's individual growth over their immediate retention, it creates a brand reputation with impact. Your company becomes known as a place where people can truly thrive and are supported in their professional journeys. This can become a powerful magnet for new customers and top talent, attracting high-caliber individuals who seek an employer genuinely invested in their long-term development. The employee who leaves with your blessing and support transforms into a lifelong ally. They become an advocate for your company, a potential future partner, or even a returning boomerang employee with enhanced skills. These boomerang employees account for up to 25% of all new hires, and Forbes notes the multifaceted benefits of welcoming these returning hires to your organization, including increased loyalty, fresh perspective, and 'a testament to your culture.'
Malay Mail
3 days ago
- Business
- Malay Mail
Putting People First: ONYX Hospitality Group's Strategy for Sustainable Leadership
By nurturing talent and cultivating a high-impact culture, ONYX redefines hospitality excellence. BANGKOK, THAILAND - Media OutReach Newswire - 22 July 2025 - ONYX Hospitality Group, a leading hospitality management company in Southeast Asia, specialising in luxury hotels, resorts, serviced apartments, and residences, underscores its commitment to human resource development, reaffirming its belief that "people" are at the core of the hospitality and service company is moving forward with a comprehensive human resource strategy, focusing on caring for, supporting, and developing employees to their fullest potential. This approach aims to deliver high-quality, sincere service experiences to customers, creating a strong competitive advantage and driving sustainable business growth. ONYX Hospitality Group aspires to becomeIn recent years, ONYX Hospitality Group has earned recognition as a leading hospitality management company with a strong focus on human resource development. Its business strategy not only aims to position the organisation as a regional leader but also places people at the centre of its success. This commitment is reflected in numerous prestigious awards received both locally and internationally - highlighting ONYX's dedication to nurturing the potential of its personnel at every level, in line with its mission to empower people and grow the business together, sustainably and steadily., stated, "With our vision to become, ONYX Hospitality Group concentrates not only on expanding our business both domestically and internationally, but also on prioritising strategic human resource development. We believe that in the hospitality and service industry,are at the heart of delivering exceptional experiences to our guests. Therefore, every position plays a vital role in driving the business toward success. That's why we place great importance on supporting every stage of thewith care, encompassing both workplace welfare and quality of life, from the very first day an individual joins the company to the moment they achieve their career goals."Driven by the belief that "people" are the cornerstone of the service industry, ONYX Hospitality Group has established a comprehensive human resource strategy—covering every aspect from talent selection and potential development to career advancement and long-term growth key approach emphasised by ONYX Hospitality Group is the careful selection of personnel who possess a genuine "service mindset" and a personality that aligns with the distinct identities of its brands—, and. The company believes that individuals with a heartfelt commitment to service and a clear understanding of each brand's essence can naturally embody and convey the brand's identity, delivering the best possible experience to that all employees seek growth in their careers, ONYX Hospitality Group established ONYX Academy to support systematic, end-to-end development. The Academy designs clear career paths and delivers tailored learning programmes aimed at enhancing the skills and potential of personnel at every level. By focusing on future-ready skills that align with both business needs and individual career development plans, ONYX Academy provides employees with practical knowledge and opportunities to grow in line with their career ONYX Academy received four prestigious honours at the, including:from the GM (General Manager) Track, which emphasises the comprehensive development of general managers;from The NextYou initiative, designed to cultivate emerging leaders;from the ONYX HR Development Program, which empowers HR leaders in hotels to become strategic business partners; andin recognition of ONYX's commitment to driving Sustainably Crafted Hospitality. These four awards reflect ONYX Hospitality Group and ONYX Academy's ongoing and dedicated efforts to enhance the capabilities and potential of every addition, a key factor supporting employee success is a corporate culture rooted in "dynamism" and "openness." This culture encourages employees to think boldly and act confidently, share new ideas, and experiment with innovative approaches to help the organisation grow. Guided by the belief that "every voice can drive the organisation forward," ONYX promotes active participation in organisational development and change—adapting swiftly to evolving business and social landscapes—with strong backing from an executive team that deeply understands both its people and the business environment."We believe that focusing on '' is the foundation for delivering the best experiences and service. The success of ONYX Hospitality Group's human resource management is rooted in the unwavering support of all executives, who empower our employees to grow in every dimension—from recruitment and creating a robust learning system to designing a supportive environment, encouraging experimentation and learning from mistakes, and providing platforms for employees to fully showcase their potential. With this foundation, ONYX Hospitality Group has become not only a sought-after employer but also a trusted organisation where customers and guests across all our brands are confident they will receive the highest quality service from our dedicated and talented employees," said Ms ONYX Hospitality Group stands not only as a leader in managing luxury hotels, resorts, serviced apartments, and residences across Southeast Asia but also as an organisation deeply committed to its people. The company prioritises employee well-being, supports career growth, values individual talents, and creates an environment where everyone has the opportunity to grow and create truly meaningful more information about Onyx Hospitality Group, visit .Hashtag: #ONYX The issuer is solely responsible for the content of this announcement.
Zawya
3 days ago
- Business
- Zawya
Putting People First: ONYX Hospitality Group's Strategy for Sustainable Leadership
By nurturing talent and cultivating a high-impact culture, ONYX redefines hospitality excellence. BANGKOK, THAILAND - Media OutReach Newswire - 22 July 2025 - ONYX Hospitality Group, a leading hospitality management company in Southeast Asia, specialising in luxury hotels, resorts, serviced apartments, and residences, underscores its commitment to human resource development, reaffirming its belief that "people" are at the core of the hospitality and service industry. The company is moving forward with a comprehensive human resource strategy, focusing on caring for, supporting, and developing employees to their fullest potential. This approach aims to deliver high-quality, sincere service experiences to customers, creating a strong competitive advantage and driving sustainable business growth. ONYX Hospitality Group aspires to become The Best Medium-sized Hospitality Management Company in Southeast Asia. In recent years, ONYX Hospitality Group has earned recognition as a leading hospitality management company with a strong focus on human resource development. Its business strategy not only aims to position the organisation as a regional leader but also places people at the centre of its success. This commitment is reflected in numerous prestigious awards received both locally and internationally - highlighting ONYX's dedication to nurturing the potential of its personnel at every level, in line with its mission to empower people and grow the business together, sustainably and steadily. Ms Saranya Watanasirisuk, Senior Vice President of Human Resources at ONYX Hospitality Group, stated, "With our vision to become The Best Medium-sized Hospitality Management Company in Southeast Asia, ONYX Hospitality Group concentrates not only on expanding our business both domestically and internationally, but also on prioritising strategic human resource development. We believe that in the hospitality and service industry, people are at the heart of delivering exceptional experiences to our guests. Therefore, every position plays a vital role in driving the business toward success. That's why we place great importance on supporting every stage of the Employee Life Cycle with care, encompassing both workplace welfare and quality of life, from the very first day an individual joins the company to the moment they achieve their career goals." Driven by the belief that "people" are the cornerstone of the service industry, ONYX Hospitality Group has established a comprehensive human resource strategy—covering every aspect from talent selection and potential development to career advancement and long-term growth support. Recruiting the Right Talent, Creating Differentiated Experiences One key approach emphasised by ONYX Hospitality Group is the careful selection of personnel who possess a genuine "service mindset" and a personality that aligns with the distinct identities of its brands— Amari, OZO, Shama, and Oriental Residence. The company believes that individuals with a heartfelt commitment to service and a clear understanding of each brand's essence can naturally embody and convey the brand's identity, delivering the best possible experience to guests. ONYX Academy: Strategically Developing High-Performance Talent Recognising that all employees seek growth in their careers, ONYX Hospitality Group established ONYX Academy to support systematic, end-to-end development. The Academy designs clear career paths and delivers tailored learning programmes aimed at enhancing the skills and potential of personnel at every level. By focusing on future-ready skills that align with both business needs and individual career development plans, ONYX Academy provides employees with practical knowledge and opportunities to grow in line with their career aspirations. Recently, ONYX Academy received four prestigious honours at the EXA: Employee Experience Awards 2025 Thailand, including: Best Management Training Programme from the GM (General Manager) Track, which emphasises the comprehensive development of general managers; Best Career Development Programme from The NextYou initiative, designed to cultivate emerging leaders; Best In-House Certification Programme from the ONYX HR Development Program, which empowers HR leaders in hotels to become strategic business partners; and Best ESG Programme in recognition of ONYX's commitment to driving Sustainably Crafted Hospitality. These four awards reflect ONYX Hospitality Group and ONYX Academy's ongoing and dedicated efforts to enhance the capabilities and potential of every employee. Fostering Success Through a Flexible Corporate Culture In addition, a key factor supporting employee success is a corporate culture rooted in "dynamism" and "openness." This culture encourages employees to think boldly and act confidently, share new ideas, and experiment with innovative approaches to help the organisation grow. Guided by the belief that "every voice can drive the organisation forward," ONYX promotes active participation in organisational development and change—adapting swiftly to evolving business and social landscapes—with strong backing from an executive team that deeply understands both its people and the business environment. "We believe that focusing on ' people ' is the foundation for delivering the best experiences and service. The success of ONYX Hospitality Group's human resource management is rooted in the unwavering support of all executives, who empower our employees to grow in every dimension—from recruitment and creating a robust learning system to designing a supportive environment, encouraging experimentation and learning from mistakes, and providing platforms for employees to fully showcase their potential. With this foundation, ONYX Hospitality Group has become not only a sought-after employer but also a trusted organisation where customers and guests across all our brands are confident they will receive the highest quality service from our dedicated and talented employees," said Ms Saranya. Today, ONYX Hospitality Group stands not only as a leader in managing luxury hotels, resorts, serviced apartments, and residences across Southeast Asia but also as an organisation deeply committed to its people. The company prioritises employee well-being, supports career growth, values individual talents, and creates an environment where everyone has the opportunity to grow and create truly meaningful contributions. For more information about Onyx Hospitality Group, visit #ONYX The issuer is solely responsible for the content of this announcement. ONYX Hospitality Group
