1486 Posts Found

A great deal of research has been devoted to identifying the key determinants of engagement. Why is it that some people are more engaged — excited, moved, energized by their jobs — than others? Traditionally, this research has focused on the contextual or external drivers of engagement, such as the characteristics of the job, the culture of the organization, or the quality of its leaders. … [ Read more ]

Content: Article | Author: Tomas Chamorro-Premuzic | Source: Harvard Business Review | Subjects: Human Resources, Organizational Behavior

Amy Edmondson describes three steps leaders can take to create psychological safety, the prerequisite for greater innovation and growth.

Content: Article | Author: Amy Edmondson | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior

Despite its use of the word, human resource management is not particularly interested in what it is like to be a human being. Its object of interest are categories – women, ethnic minorities, the underperforming employee – and their relationship to the functioning of the organization.

Content: Quotation | Author: Martin Parker | Source: The Guardian | Subject: Human Resources

How many times have you seen a [job description] that defines the position by listing a dozen different skills? Don’t describe the entire position in exquisite form, even though all those skills may be useful. That laundry list of requirements won’t exist in a human. Invariably you end up with someone who’s mediocre at all of them, but not exceptional at the ones at which … [ Read more ]

Content: Quotation | Author: Marco Zappacosta | Source: First Round Review | Subject: Human Resources

Make learning stick. See how Google uses bite-sized lessons to help managers build psychological safety within their teams.

Content: Article | Authors: Debbie Newhouse, Regina Getz-Kikuchi | Source: re:Work | Subjects: Human Resources, Training & Development

As a business shapes its public reputation, hidden conflicts can undermine its effectiveness.

Content: Article | Authors: Jeffrey Schwartz, Malcolm Thompson, Maud Lindley | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior

At some level, it is easy for the CEO to deal with uncertainty by playing the portfolio game of spreading investment like peanut butter around numerous businesses, knowing that not every bet has to pay off for the total plan to work. The problem is that a portfolio game on the corporate level becomes a matter of all-in commitment for an individual-business-unit leader. We have … [ Read more ]

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

When it comes to praise, leaders of any type (be they managers, parents, or coaches) hold unique power. The actions they exalt become standards of success, while those they critique become standards of failure.
 
Too often, leaders praise the wrong things and leave good work unremarked upon. The effect is that the people over whom they hold influence (be they employees, children, or mentees) are more … [ Read more ]

Content: Article | Authors: Adam Grant, Leah Fessle | Source: Quartz | Subjects: Human Resources, Leadership, Management, Organizational Behavior

Much research shows that pay is a “hygiene factor,” not an “engagement factor.” In other words, in most cases if compensation is not high enough, people will leave—but increasing compensation does not directly increase engagement (with certain exceptions).

Content: Quotation | Author: Josh Bersin | Source: Deloitte Review | Subjects: Compensation, Human Resources, Motivation

The role of the board is often underplayed in discussions around talent. That’s because so many boards focus on strategy and compliance first, and limit talent discussions to the question of CEO succession and executive compensation. But CEOs running a talent-first organization must help the board see that talent is the value creator and therefore belongs at the top of its agenda. The talent-driven CEO … [ Read more ]

Content: Quotation | Authors: Dennis Carey, Dominic Barton, Ram Charan | Source: McKinsey Quarterly | Subjects: Corporate Governance, Human Resources

Follow up with candidates — both those who got offers and those who didn’t — to get their feedback. You want all candidates who didn’t get the job to still have an incredibly positive impression of your company and your process. The world is small. Reputations are long. You want them to have wished they would have gotten the job — so much so that … [ Read more ]

Content: Quotation | Author: Dan Pupius | Source: First Round Review | Subject: Human Resources

Before you begin [interviewing], consider creating a chart that lists all the attributes and skills you’re looking for down the left-hand side. Going across the top, have grades: low, medium, high and did not observe (DNO), as well as a comment field to jot down notes on the specific evidence that led to that grade (actual things the candidate said or did in the past). … [ Read more ]

Content: Quotation | Author: Dan Pupius | Source: First Round Review | Subject: Human Resources

If you’re on a hiring loop and you can’t back up a judgment with something the candidate did or said, then it shouldn’t count or be shared.

Content: Quotation | Author: Dan Pupius | Source: First Round Review | Subject: Human Resources

In hiring, you need one person who is ultimately responsible for the final decision on a candidate. Note, this often shouldn’t be the most senior person involved, but rather the person who’s accountable for making sure the hire is successful. You also want to create a disagree-and-commit atmosphere around hiring.

Content: Quotation | Author: Dan Pupius | Source: First Round Review | Subject: Human Resources

What really motivates us? Humans have pondered this question for decades. Is it money, power, and fame? Or rather fear and punishment? Psychologists’ answers have varied, along with a broad transformation in prevailing views. Developed by Richard Ryan and Edward Deci nearly four decades ago, self-determination theory (SDT) has become one of the most widely accepted theories of human motivation in contemporary behavioral science.

Content: Article | Author: Sandra Knispel | Source: University of Rochester | Subjects: Human Resources, Motivation, Organizational Behavior

Managers must be evaluated both on what they get done and how they get it done. The “how” is often overlooked and undervalued. In terms of the “how,” determine whether the person works well cross-functionally, represents the company‘s values in both word and deed, receives strong upward feedback, and whether their team of reports has a high level of satisfaction working at the company.

Content: Quotation | Author: Mike Brown | Source: First Round Review | Subjects: Human Resources, Management

Each month General Catalyst brings together leading technologists from New York’s top startups for a brainstorming session on an industry challenge or theme. Through an exchange of best practices, our goal is to move the collective tech ecosystem forward. This month, we focus on company culture. We hosted Chief People Officers and recruiting leads from New York’s pioneering startups and here are some of the … [ Read more ]

Content: Article | Author: Denali Tietjen | Source: Medium | Subjects: Culture, Human Resources, Organizational Behavior

Carnegie Mellon professor Taya Cohen explains the connection between moral character and workplace performance

Content: Thought Leader | Authors: Laura W. Geller, Taya Cohen | Source: strategy+business | Subjects: Human Resources, Organizational Behavior

I’d rather get sophisticated questions than simple answers from new hires. People often don’t think that asking questions is indicative of quick learning. They think it’s the opposite.

Content: Quotation | Author: Jay Desai | Source: First Round Review | Subjects: Human Resources, Learning, Organizational Behavior, Training & Development

Managers have a big influence on the culture and happiness of the workplace. Hear from Google’s manager development team on how they select, train, and support managers.

Content: Multimedia Content | Subjects: Human Resources, Management, Training & Development