1486 Posts Found

Our work with succession candidates indicates that a track record of grooming multiple effective leaders is an oft-overlooked measure of authentic leadership capability, yet a reliable predictor of C-suite performance. It is also a measure of self-awareness; people who rise quickly in an organization usually have bosses who are looking out for their best interests.

A leader who develops leaders is also more likely to … [ Read more ]

Content: Quotation | Authors: Adam Bryant, David Reimer, Harry Feuerstein | Source: strategy+business | Subjects: Human Resources, Leadership

In the venture capital industry, we talk a lot about the importance of the founding team. But we might underestimate, especially in the early stages, something that might be as important as their drive, soft skills and strategic sophistication: their ability to recruit an A-class team. So I wondered, what are the best practices out there? I knew that I couldn’t find the golden formula, … [ Read more ]

Content: Article | Author: Willy Braun | Source: Medium | Subjects: Entrepreneurship, Human Resources

While the hiring process can be lengthy and effort-intensive, the preparation for a new hire’s arrival can sometimes be surprisingly rushed and half-baked. Even if HR takes care of general onboarding, there are still plenty of to-dos that team leads need to cover to make their new teammate feel welcome and prepared.

Content: Article | Author: Nikki Henderson | Subject: Human Resources

Companies that implement more structured management practices pay their employees more equally. We found that companies that reported more structured management practices according to the Management and Organizational Practices Survey (MOPS) paid their employees more equally, as measured by the difference between pay for workers at the 90th (top) and 10th (bottom) percentiles within each firm.

Content: Article | Authors: Cristina Tello-Trillo, Melanie Wallskog, Nicholas Bloom, Scott Ohlmacher | Source: Harvard Business Review | Subjects: Compensation, Human Resources

All of us — individuals, teams, and organizations — have weaknesses. These are not skill gaps; those can be corrected with learning. Weaknesses are inherent deficiencies of talent or capability that do not change even after aggressive efforts to improve them. Pride and our ingrained work ethic may cause us to deny our weaknesses, but acceptance is the first step toward designing for strength.

[…] … [ Read more ]

Content: Quotation | Author: John K. Coyle | Source: strategy+business | Subjects: Career, Human Resources, Management, Organizational Behavior, Personal Development

Moral character is a broad dimension of personality that captures a person’s tendency to think, feel, and behave in ethical ways. It subsumes a number of more specific traits. For example, guilt proneness is an important moral character trait. People who have high levels of guilt proneness have a strong conscience — they feel guilty when they make mistakes or let others down. Moreover, they … [ Read more ]

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

As a two-time founder and a seasoned engineering leader, Bethanye McKinney Blount has seen misunderstanding around comp rear its head time and time again. And in her experience, this hesitation to pull back the curtain on paychecks and think more deliberately about a compensation philosophy tends to cause problems down the line as startups scale. In this exclusive interview, Blount tackles the thorny questions startups … [ Read more ]

Content: Article | Author: Bethanye McKinney Blount | Source: First Round Review | Subjects: Compensation, Human Resources

The ACADEMIES framework is a useful tool for conceptualizing learning strategy.

Content: Article | Authors: Jacqueline Brassey, Lisa Christensen, Nick van Dam | Source: McKinsey Quarterly | Subjects: Human Resources, Training & Development

Research points to another important trait that can determine the success of a new hire.

Content: Article | Authors: Amir Goldberg, Dylan Walsh | Source: Stanford University | Subject: Human Resources

Measuring people-related processes is challenging. Namely, an HR software company, shares the top six metrics they’ve found to be most useful for organizations.

Content: Article | Source: re:Work | Subject: Human Resources

I’m a big believer in teaching leaders to fish. That’s why we’ve rolled out a weekly(ish) email for leaders … that summarizes all the things they need to be thinking about in terms of managing and messaging to their team. We break it down into a few sections: things to know, things to do, things to share. It sounds simple, but let’s be real, leaders … [ Read more ]

Content: Quotation | Author: Terra Carmichael | Source: First Round Review | Subjects: Communication, Human Resources, Leadership, Management

Ian MacRae and Adrian Furnham have identified six traits that are consistently linked to workplace success, which they have now combined into the High Potential Trait Inventory (HPTI).

Content: Article | Author: David Robson | Source: BBC | Subjects: Human Resources, Organizational Behavior

In today’s tight job market, employers must focus on how to attract and keep top talent. Giving away stacks of money may not always be the best incentive.

Content: Article | Authors: Ashley V. Whillans, Dina Gerdeman | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Compensation, Human Resources, Motivation

Chances are, your coworkers are better at rating some parts of your personality than you are.

Content: Article | Author: Adam Grant | Source: The Atlantic Monthly | Subjects: Human Resources, Organizational Behavior, Personal Development

To deliver the message that people will not be punished simply because a high-risk plan did not pan out, we suggest developing an “unbalanced scorecard” for incentive plans that has two distinct halves. On the left is a common set of rolling financials with a focus on two or three (such as growth and return on investment) that connect to the economic-profit goals of the … [ Read more ]

Content: Quotation | Authors: Chris Bradley, Martin Hirt, Sven Smit | Source: McKinsey Quarterly | Subjects: Human Resources, Management

Every few years, somebody gets pushed out of a job for suggesting that one group of people, on average and in part due to biology, scores differently from another group on some measure of attitude or aptitude. Now it’s James Damore, a software engineer who was fired by Google for writing a memo that said women tend to be less interested than men in solitary … [ Read more ]

Content: Article | Author: William Saletan | Source: The Weekly Standard | Subjects: Diversity, Human Resources

A new book shows the value of memorable defining moments on customer and employee experiences.

Content: Article | Author: Theodore Kinni | Source: Stanford University | Subjects: Customer Related, Human Resources, Organizational Behavior

[Books often] say that you have a limited period to achieve full productivity as a leader and that if you don’t make it in time, you are doomed. The evidence doesn’t support these claims: 92 percent of external and 72 percent of internal hires take far more than 90 days to reach full productivity.14 Sixty-two percent of external and 25 percent of internal hires admit … [ Read more ]

Content: Quotation | Authors: Mary Meaney, Scott Keller | Source: McKinsey Quarterly | Subjects: Career, Human Resources, Leadership, Management, Organizational Behavior

Every leader should mount a transition in two equally important stages: first take stock and then take action by asking questions about five basic dimensions of leadership—the strategy and operation of the business or function, the corporate culture, the team, the leader herself or himself, and other stakeholders that need to be managed. Beware of generic answers because every leader’s starting point is different. For … [ Read more ]

Content: Quotation | Authors: Mary Meaney, Scott Keller | Source: McKinsey Quarterly | Subjects: Career, Human Resources, Leadership, Management, Organizational Behavior, Training & Development

Organizations most often try to help newly appointed leaders by supplying them with mentors or informal “buddy” networks. Yet only 47 percent of external hires and 29 percent of internal ones find these helpful. Standard orientation programs are the second most common approach, but only 19 percent of externally and 11 percent of internally recruited executives consider them effective. Some methods—for instance, tailored executive coaching … [ Read more ]

Content: Quotation | Authors: Mary Meaney, Scott Keller | Source: McKinsey Quarterly | Subjects: Career, Human Resources, Leadership, Management, Organizational Behavior, Training & Development