1485 Posts Found

Companies who say they care about inclusion and belonging can start by paying employees fairly. To start, initiate a pay equity audit in which you compare the pay of employees doing “like for like” work (accounting for reasonable differentials, such as work experience, credentials and job performance) and investigate the causes of any pay differences that cannot be justified. Next, determine how you’ll remediate … [ Read more ]

Content: Article | Author: Amii Barnard-Bahn | Source: Harvard Business Review | Subjects: Compensation, Diversity, Human Resources

As companies move from insurgent to incumbent the original culture is often lost. A variety of factors contribute, but one in particular concerns talent management: As you implement more systems, you tend to hire the kinds of people who are comfortable working within, or running, systems. You jump from a “time of heroes” to a culture reshaped by hastily implemented systems that may drive away … [ Read more ]

Content: Quotation | Authors: James Allen, Scott Leibs | Source: Inc. Magazine | Subjects: Culture, Human Resources, Organizational Behavior

Empathy isn’t natural for everyone, but I have a way I like to test for it. I ask people to recount a conflict on the job. Then I ask them to describe what was going on inside the other person’s head. If they can explain why the other person wanted them to do something, that’s the sign of empathy — and a manager.

Content: Quotation | Author: David Loftesness | Source: First Round Review | Subjects: Hiring, Human Resources

How employee transition pools can generate serious benefits for companies—and reduce job losses—during mergers and other moments of transition.

Content: Article | Authors: Brent Ross, Laura Bowen, Rodey Wing, Steven Berger | Source: Kearney | Subjects: Human Resources, Mergers & Acquisitions

Over the past decade, many organizations have developed onboarding programs to improve retention, engagement and their overall employee experience.

But a recent study by Gallup has found that most organizations are falling woefully short of the mark. Only 12% of employees strongly agree their organization does a great job of onboarding new employees.

The consequences are significant regrettable turnover within the first year of employment and low … [ Read more ]

Content: Article | Authors: Ben Wigert, Ryan Pendell | Source: Gallup Management Journal | Subjects: Human Resources, Training & Development

Although an initiative should not rely solely on extrinsic motivation, that is, rewards and penalties (because they shift people’s motivation to the transactional side and thus diminish genuine interest in learning), keeping score can be useful in fostering spaced repetition. It represents a more “gamified” approach to daily life. Employees might thus earn points for making progress in gaining skills, perhaps redeemable as merchandise.

Content: Quotation | Authors: Ann Johnston, Darren Lee, Mike Pino | Source: strategy+business | Subjects: Human Resources, Motivation, Training & Development

Many corporate learning and training efforts fall short because they stop at delivering knowledge — giving employees new information about digital trends and tools, for example, but no opportunities for using them. For example, a conventional course covering blockchain might require an essay or test that demonstrates that the student knows how a digital ledger works, why it requires a great deal of energy, and … [ Read more ]

Content: Quotation | Authors: Ann Johnston, Darren Lee, Mike Pino | Source: strategy+business | Subjects: Human Resources, Training & Development

The usual type of event-based learning, in which people are sent away to learn in training events, workshops, classes, or even hackathons, is so separated from the rest of their lives that it’s very difficult to carry the insights and skills from the sessions back into daily work. If the new skills are not practiced, they are lost.

A more effective model is continual learning: learning … [ Read more ]

Content: Quotation | Authors: Ann Johnston, Darren Lee, Mike Pino | Source: strategy+business | Subjects: Human Resources, Training & Development

It’s time to stop relying on old ways of gauging how people feel.

Content: Article | Author: Jason Korman | Source: strategy+business | Subjects: Human Resources, Organizational Behavior

Put your best people on your biggest opportunities, not your biggest problems.

Content: Quotation | Author: Jim Collins | Subjects: Human Resources, Management

Here’s how to do salary transparency right.

Content: Quotation | Author: Etelka Lehoczky | Source: Inc. Magazine | Subjects: Compensation, Human Resources, Organizational Behavior

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From Gallup’s perspective, onboarding should do two important things:

1. fulfill the promises made during the hiring process
2. lay the foundation for long-term engagement and performance

So what aspects of onboarding are proven to lay the foundation for consistent high performance?

Here are the five questions every employee needs to have answered if they are to have an exceptional onboarding experience.

Content: Article | Author: Jim Harter | Source: Gallup Management Journal | Subjects: Human Resources, Training & Development

Interviewers and candidates often end up in situations where they’re almost encouraged to lie—here’s what research says about how, why and how often it happens.

Content: Article | Author: Rachel Feintzeig | Source: Wall Street Journal | Subjects: Career, Hiring, Human Resources

We have to reengineer how we evaluate people, particularly in risky contexts. Rather than “you are your numbers,” take a holistic performance view. How do we make sure noble failures get rewarded and dumb luck does not?

Content: Quotation | Author: Chris Bradley | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior, Risk Management

Starting to address diversity by focusing on recruiting is like fixing the quality of the product by improving your testing process. Testing won’t fix a broken product, just as recruiting won’t fix a broken environment.

Content: Quotation | Author: Nikhyl Singhal | Source: First Round Review | Subjects: Diversity, Human Resources

The popularity of assessment tools designed to measure a person’s talents in dozens of competency areas indicates that both companies and employees are taking a positive approach to on-the-job feedback. […] There are two problems with companies’ excessive focus on the positive. First, not all strengths are of equal importance. What you’re good at might not be what your firm needs you to be … [ Read more ]

Content: Quotation | Author: Carter Cast | Source: ChangeThis | Subjects: Career, Human Resources, Organizational Behavior, Personal Development

Complexity is insidious and often chokes off growth. Here’s how to reap the benefits of scale without succumbing to its dark side.

Content: Article | Author: Scott Leibs | Source: Inc. Magazine | Subjects: Bureaucracy, Culture, Human Resources, Organizational Behavior

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.

Content: Quotation | Author: Max Ventilla | Source: First Round Review | Subjects: Human Resources, Management, Organizational Behavior

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 ]

Content: Article | Authors: Massella Dukuly, Tania Luna, Vaneeta Sandhu, Vanessa Tanicien | Source: First Round Review | Subjects: Human Resources, Organizational Behavior