1426 Posts Found

Specialization. Scarcity. Rivalry. Humanity. Companies that understand—and harness—these forces will have an edge in creating vibrant workforces capable of achieving sustained, positive outcomes.

Content: Article | Authors: Bhushan Sethi, Blair Sheppard, Nicole Wakefield | Source: strategy+business | Subject: Human Resources

Diversity and inclusion efforts that focus on business outcomes alone rarely address root causes. Jamillah Bowman Williams, a visiting fellow at the Institute for the Study of Business in Global Society, offers tips for companies navigating their next stage of the DEI journey.

Content: Article | Authors: Barbara DeLollis, Jamillah Bowman Williams, Katherine Hutt Scott | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Diversity, Human Resources

New managers typically receive no training for their new role. Wharton’s Peter Cappelli discusses three common struggles and how to avoid them.

Content: Article | Author: Peter Cappelli | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Organizational Behavior

When you’re trying to balance the hiring opinions of so many different interviewers, you don’t always wind up with the best candidate. You end up hiring the candidate that skates through by getting a more neutral opinion from most interviewers.

Content: Quotation | Author: Liz Kofman-Burns | Source: First Round Review | Subjects: Hiring, Human Resources

Many companies are quick to reduce headcount when economic headwinds appear, but they risk weakening their businesses. A case study explores the hidden costs of layoffs.

Content: Article | Authors: Ben Rand, Sandra Sucher | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Management, Organizational Behavior

Gartner research has found that managers today are accountable for 51% more responsibilities than they can effectively manage — and they’re starting to buckle under the pressure: 54% are suffering from work-induced stress and fatigue, and 44% are struggling to provide personalized support to their direct reports. Ultimately, one in five managers said they would prefer not being people managers given a choice. Further analysis … [ Read more ]

Content: Article | Authors: Jonah Shepp, Vitorio Bretas | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior

There are things the company needs to do. Those things are activities. Those activities convert to tasks. Previously, those tasks probably were grouped together into a set of responsibilities. We called that a role and drew a box around it. Now, we’re questioning all the tasks and asking what skills we need to feel confident that a person can accomplish the task. That’s matching task … [ Read more ]

Content: Quotation | Author: Bill Schaninger | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior

A digital talent marketplace creates more transparency and visibility into open opportunities. Additionally, we know that it can reduce bias. As we think about this from the diversity, equity, and inclusion [DEI] lens, we know that women are much less likely to apply for jobs if they don’t meet the qualifications. We often hear that a man will apply for a job if he has … [ Read more ]

Content: Quotation | Author: Emily Field | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources

People leverage 360-degree feedback systems and peer evaluations for personal gain.

Content: Article | Authors: Helge Klapper, Henning Piezunka, Linus Dahlander | Source: INSEAD Knowledge | Subjects: Human Resources, Management, Organizational Behavior

Many think of burnout as if it’s solely related to how much we work — and that if we take time off, we’ll soon bounce back, born anew. But a vacation will not cure burnout. Burnout isn’t only about the hours you’re putting in. It’s also a function of the stories you tell yourself and how you approach what you do — in the office … [ Read more ]

Content: Quotation | Authors: Liz Fosslien, Mollie West Duffy | Source: First Round Review | Subjects: Human Resources, Organizational Behavior

McKinsey research suggests that society is a key source of meaning for employees, along with company, customer, team, and individual. Together, they make up a collective, integrated whole that leaders can address.

Content: Quotation | Authors: Brooke Weddle, Tera Allas | Source: McKinsey Quarterly | Subjects: Human Resources, Motivation, Organizational Behavior

Organizations should naturally ensure that their culture emphasizes both diversity and inclusiveness so that all its members feel included and valued for who they are. This satisfies the needs for both distinctiveness and belonging, ultimately benefiting organizations through novel ideas. And the considerations of fairness and attention to employees’ engagement and well-being as they relate to authentic self-expression must be acknowledged.

Content: Quotation | Author: Natalia Karelaia | Source: INSEAD Knowledge | Subjects: Culture, Diversity, Human Resources, Organizational Behavior

The ability to toggle between abstract and concrete thinking is a key differentiator of high-potential leaders.

Content: Article | Authors: Adam Grant, Donna Wiggs | Source: Big Think | Subjects: Human Resources, Training & Development

Dangling bonuses to checked-out employees might only be a Band-Aid solution. Brian Hall shares four research-based incentive strategies—and three perils to avoid—for leaders trying to engage the post-pandemic workforce.

Content: Article | Authors: Avery Forman, Brian Hall | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Compensation, Human Resources, Motivation

When adding a new team or role, take the time to clarify a few things: What a role is, what it’s meant to serve, how existing people have been making up for the lack of that role, and how their lives are going to be changed by new people coming in — in positive and potentially negative ways.

Content: Quotation | Author: Cristina Cordova | Source: First Round Review | Subjects: Hiring, Human Resources

Wharton’s Matthew Bidwell shares tips on how to elevate employee engagement and maximize the talent of your workforce.

Content: Article | Author: Matthew Bidwell | Source: Knowledge@Wharton | Subjects: Human Resources, Motivation, Organizational Behavior

Overconfidence should actually be viewed as a warning sign that someone will turn out to be a poor leader — immune to feedback, resistant to change, and unlikely to consult others when making key decisions.

Content: Quotation | Author: Sally Helgesen | Source: strategy+business | Subjects: Human Resources, Leadership, Organizational Behavior

To close the gender gap, companies need to know how big it is and what is causing it. Monitoring the pay gap offers a good baseline measure, but it is not enough. Companies can succeed only if they approach diversity as they would any other business priority. Specifically, they need to establish clear metrics on recruitment, retention, advancement, and representation—as well as equal pay.

Content: Quotation | Subjects: Diversity, Human Resources, Organizational Behavior, Women in Business

It’s not enough to make sure the right people are on the bus and in the right seat on the bus, as Jim Collins enlightened us in his book Good to Great. Great leaders understand that even the best players on their team need coaching and inspiration.

Content: Quotation | Author: Harrison Monarth | Source: Chief Executive | Subjects: Human Resources, Leadership, Management, Training & Development

In a remodeled world, it is vital for companies to reinvent ways of working.

Content: Article | Authors: Deniz Caglar, Edward Faccio, Erika Ryback | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior