1486 Posts Found

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

Some biases are so subtle neither gender may be aware of them, but that doesn’t mean they don’t exist.

Content: Article | Author: Ilan Mochari | Source: Inc. Magazine | Subjects: Diversity, Human Resources, Women in Business

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.

Content: Article | Author: Adam Grant | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Motivation, Organizational Behavior

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 ]

Content: Article | Authors: Caroline Rees, Robert G. Eccles | Source: Harvard Business Review | Subjects: Human Resources, Social Responsibility (ESG)

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

Content: Article | Author: Jeffrey Sonnenfeld | Source: Chief Executive | Subjects: Diversity, Human Resources

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 ]

Content: Quotation | Authors: Brooks Holtom, David Allen | Source: Harvard Business Review | Subjects: Human Resources, Organizational Behavior

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 ]

Content: Quotation | Authors: Carolyn Dewar, Martin Hirt, Scott Keller | Source: McKinsey Quarterly | Subjects: Corporate Governance, Human Resources, Organizational Behavior, Succession Planning

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 ]

Content: Article | Author: Alex Haimann | Source: Harvard Business Review | Subjects: Hiring, Human Resources

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

Content: Quotation | Author: Patrick Ewers | Source: First Round Review | Subjects: Hiring, Human Resources, Organizational Behavior

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

Content: Quotation | Author: Julie Zhuo | Source: First Round Review | Subject: Human Resources

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

Content: Article | Authors: Kristen Senz, Prithwiraj Choudhury | Source: Harvard Business School (HBS) Working Knowledge | Subject: Human Resources

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 ]

Content: Quotation | Authors: Amy Edmondson, Josh Levs | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior

“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.”

Content: Article | Author: Marcus Buckingham | Source: Knowledge@Wharton | Subject: Human Resources

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 ]

Content: Quotation | Authors: Adam Bryant, David Reimer | Source: strategy+business | Subjects: Compensation, Human Resources, Organizational Behavior

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 ]

Content: Quotation | Author: David Loftesness | Source: First Round Review | Subject: Human Resources

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

Content: Article | Author: Austin Carr | Source: Fast Company | Subjects: Hiring, Human Resources

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 ]

Author: Anne Dwane | Source: First Round Review | Subjects: Hiring, Human Resources

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.

Content: Quotation | Author: Anne Dwane | Source: First Round Review | Subjects: Hiring, Human Resources

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.

Content: Quotation | Author: Anne Dwane | Source: First Round Review | Subjects: Hiring, Human Resources