Max Ventilla

I don’t really understand how you have an organization where managers review all their reports, but reports don’t review their manager. Frankly, if I had to have one, I would rather have all reports reviewing their manager than the other way around.

The Manager’s Guide to Inclusive Leadership — Small Habits That Make a Big Impact

Massella Dukuly, Tania Luna, Dr. Vaneeta Sandhu and Vanessa Tanicien of LifeLabs Learning stopped by First Round recently for a tactical discussion on why and how leaders can become more deliberately inclusive. Given the much-needed push for change that has been taking place in the tech industry, we thought we’d share our notes from this internal conversation with a wider audience here on the Review. … [ Read more ]

Employee Engagement: Making a Difference

When clients, customers and other end users express feedback and appreciation, employees develop stronger beliefs in the impact and value of their work. Interaction also increases empathy for customers, even when the interaction is virtual.

Quantify Your Company’s Impact on People

Much attention has been paid to measuring companies’ impact on the environment. But when it comes to impacts on people, there has been far less scrutiny, standardization, and innovation in the data used to evaluate which businesses are ‘getting it right’ than we see in the environmental field. The current state-of-the-art involves just scanning for words in corporate-issued documents. This is inadequate. Instead, we should … [ Read more ]

Getting Diversity Wrong

Good intentions can go south fast in a whole host of ways. A field guide to perils and pitfalls—and how to overcome them.

Brooks Holtom, David Allen

Past research points to two main reasons why people leave their jobs: turnover shocks and low job embeddedness. Turnover shocks are events that prompt people to reconsider whether they should stay with the organization. Some shocks are organizational (e.g., change in leadership, M&A announcement) and others are personal (e.g., receiving an outside job offer, birth of a child). Job embeddedness is when people are deeply … [ Read more ]

Carolyn Dewar, Martin Hirt, Scott Keller

Of the 50 most value-creating roles in any given organization, only 10 percent normally report to the CEO directly. Sixty percent are two levels below, and 10 percent sit farther down. Most surprising of all is that the remaining 10 percent are roles that don’t even exist. Once these roles are identified, the CEO can work with other executives to see that these roles are … [ Read more ]

How to Design a Better Hiring Process

The standard interview is a tradition of sorts that has been passed down from one generation to another. But, as we discovered through our own missteps, it is unreliable. Behavioral questions might be useful for testing someone’s ability to relay biographical information. However, unless storytelling or some equivalent skill is a requirement of the position being filled, they often fail to reveal sufficient information about … [ Read more ]

Patrick Ewers

Research has shown that thinking “I am like you” instantly translates to “I like you.” It’s how we process likability.

Julie Zhuo

Hiring is not a problem to be solved but an opportunity to build the future of your organization.

How Companies Benefit When Employees Work Remotely

Letting independent workers choose their locations can boost companies, employees, and even the economy, according to research by Prithwiraj Choudhury and colleagues.

Josh Levs, Amy C. Edmondson

Psychological safety has received significant attention in recent years. Harvard Business School professor Amy C. Edmondson, credited with coining the term, has defined it in these pages as “the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed — with relevant ideas, questions, or concerns — without being shut down in a gratuitous way.”

But I’ve found … [ Read more ]

What Really Helps Employees to Improve (It’s not Criticism)

“Some employees have more potential than others.”

“The best employees are well-rounded individuals.”

“People can reliably rate others’ performance.”

It’s safe to say most HR professionals wouldn’t take issue with these basic tenets. But Marcus Buckingham flat-out calls them “lies.”

Adam Bryant, David Reimer

A company’s most powerful cultural signals aren’t communicated by talking points. They’re determined by who gets promoted and who receives outsized rewards. Yet compensation and bonus frameworks in most organizations are still based almost solely upon financial results. In an effort to rule out subjectivity, such plans emphasize — and often focus exclusively on — achieving numerical targets. This oversimplified focus on the what of … [ Read more ]

David Loftesness

At a certain scale, you’re growing so fast that you might have five to 10 or more employees starting in a given week. Take advantage of these new hire cohorts and help them to bond like a freshman class at college. Even without team rotations, they can use these personal connections to learn more about other teams. It’s a particularly effective way to formalize onboarding … [ Read more ]

Moneyball for business: How AI is changing talent management

Fifteen years after Billy Beane disrupted Major League Baseball by applying analytics to scouting, corporations are rewriting the rules of recruiting.

Anne Dwane

The best reference check tip I’ve ever received is to leave voicemails for the references provided by your candidate. If you get a voicemail, which you almost always do, say: “Please call me back if this is an outstanding candidate for a job that requires learning.” If the candidate is outstanding, you’ll get a call back immediately. The reference might even apologize for missing your … [ Read more ]

Anne Dwane

If you only follow one hiring mantra let it be this: Hire people for the way they approach problems. It follows, if you can only ask a reference one question about a candidate, this should be it.

Anne Dwane

We all want to hire people who have successfully done what we need. That’s really rare, though. Just because someone has done something before doesn’t mean they can do it again. It’s not a self-fulfilling prophecy. This is where you can say that experience can be overrated.