1486 Posts Found

Experts say three [coaching] practices that appear to deliver results are to change the language of feedback; to provide constant, crowdsourced vignettes of what worked and what didn’t; and to focus performance discussions more on what’s needed for the future than what happened in the past.

Content: Quotation | Authors: Asmus Komm, Boris Ewenstein, Bryan Hancock | Source: McKinsey Quarterly | Subjects: Coaching, Human Resources, Management

Katie Evans-Reber and Steffi Wu of Gusto chat about common misunderstandings of employee handbooks, when they should be written, and pitfalls to avoid.

Content: Article | Authors: Katie Evans-Reber, Steffi Wu | Source: Y Combinator | Subject: Human Resources

For faster progress, companies need to draw on the power of design, rethink their assumptions, and use data to inform decision making.

Content: Multimedia Content | Author: Iris Bohnet | Source: McKinsey Quarterly | Subjects: Human Resources, Women in Business

In this guide, we explore what is the recruitment and hiring process, what are the 7 steps of the hiring process including tips, internal and external factors determining the hiring process, and the challenges currently faced and how to overcome them.

Content: Article | Author: Martin Luenendonk | Source: Cleverism | Subject: Human Resources

Companies can vastly raise the odds of success if they take the time to build the needed capabilities.

Content: Article | Authors: Amy Radermacher, Cinzia Lacopeta, Elena Dumitrescu, Erhard Feige | Source: McKinsey Quarterly | Subject: Training & Development

Dan Pupius set out to build an anti-fragile hiring process that would adapt to new information, wouldn’t depend on any one person, and would get stronger over time. In this exclusive interview, Pupius shares how he did exactly that by applying well-known mechanics of product development.

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

When you give a candidate a higher title than the one you’d intended, you’re inevitably doing one of two things: setting them up to underperform in a role they’re not qualified for, or giving them a title they don’t deserve — and sowing discord among your team in the process. Leave this lever alone. It will only come back to bite you. And honestly, if … [ Read more ]

Content: Quotation | Author: Adil Ajmal | Source: First Round Review | Subject: Human Resources

Closing begins with your first candidate interaction. That’s when you should start asking yourself the all-important question: What does this person want to get out of the role, and the company, and can we realistically make it happen for them? The recruiting process needs to be designed to investigate and answer this question. […] The trick is to ask targeted questions to find out what … [ Read more ]

Content: Quotation | Author: Adil Ajmal | Source: First Round Review | Subject: Human Resources

Dr. Jody Foster categorizes the types of people whom others find difficult at work — and shares how to identify and interact with them. She outlines the telltale signs of two of the most common profiles and suggests language to avoid and embrace to make headway with them. Whether you’re 5 or 5,000 people strong at your company, use this guide to troubleshoot these archetypes … [ Read more ]

Content: Article | Author: Jody Foster | Source: First Round Review | Subjects: Human Resources, Organizational Behavior

Whitnie Low Narcisse, who leads all of First Round’s advisory programs and more, launched its Mentorship Program in 2016. It was up to her to diagnose why mentorship usually goes sideways and design something different. After several successful matching rounds, and hoping to get even better, she wanted to understand what distinguished the most successful mentor-mentee pairs from the pack. What did they have in … [ Read more ]

Content: Article | Author: Whitnie Low Narcisse | Source: First Round Review | Subject: Human Resources

During the early years of the industrial revolution, the formula for driving worker productivity appeared to be so much easier: give them more money and they’ll work longer and harder. That philosophy seemed to be supported by behavioral economists, who discovered the concept of “market-driven norms,” which influences the perception that a person has of their own worth in the marketplace. Many decades hence, that … [ Read more ]

Content: Article | Author: Alaina Love | Source: SmartBrief | Subjects: Human Resources, Management, Organizational Behavior

For more than a decade, leading human resource strategists have hit on a recurring theme: You want your star players working in the roles that matter most to the business. For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” … [ Read more ]

Content: Article | Author: Lynn Cowart | Source: Harvard Business Review | Subject: Human Resources

Too many companies do not measure employee satisfaction or the support functions’ performance effectively and so fail to understand the needs of the employees using these internal services. The result is a diminished opportunity to take corrective action.

Content: Quotation | Authors: Nicolas Maechler, Sébastien Lacroix, Sylvie Bardaune | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

How do you manage your company using the data you collect? There’s a technocratic approach in which you look at the numbers. But by the time you get the numbers, it’s too late already because the numbers only reflect what happened in the past. At the end, managing a company is still very analog, because human beings are analog, and the way you manage your … [ Read more ]

Content: Quotation | Author: Joseph Kaeser | Source: strategy+business | Subjects: Human Resources, Management

Sceptics argue that enshrining social impact as a core value contradicts the basic nature of a for-profit enterprise. They insist that social concerns should stay separate from, and secondary to, primary business needs.

One compelling counter-argument is that while the common good may not always be a top business priority, attracting and retaining top talent absolutely is. And valued employees—like human beings in general—love to feel … [ Read more ]

Content: Quotation | Authors: Christiane Bode, Jasjit Singh | Source: INSEAD Knowledge | Subjects: Human Resources, Social Responsibility (ESG)

As business leaders and entrepreneurs, you know that success requires the resilience to keep moving ahead even when confronted with obstacles and roadblocks. You have a willingness to swim upstream and not give up simply because the tide is against you. Resilient people are successful because they possess these 8 qualities.

Content: Article | Author: LaRae Quy | Source: SmartBrief | Subjects: Human Resources, Organizational Behavior

About $8 billion a year is spent on diversity trainings in the United States alone. Now, I tried very hard to find any evidence I could. […] Sadly enough, I did not find a single study that found that diversity training in fact leads to more diversity. Now, that’s disappointing, discouraging, but maybe when we unpack it also understandable. The unpacking means that there’s a … [ Read more ]

Content: Quotation | Author: Iris Bohnet | Source: McKinsey Quarterly | Subjects: Human Resources, Training & Development, Women in Business

When Ciara Trinidad left her post as Lever’s Head of Diversity and Inclusion, the numbers made her understandably proud: The startup’s team of 125 people was 59% women, 39% men, and 2% gender nonconforming. Even the sales team — historically a male-dominated group — had a 50/50 gender split. “The product team was at about 40% white; the majority was a mix of every other … [ Read more ]

Content: Article | Author: Ciara Trinidad | Source: First Round Review | Subjects: Diversity, Human Resources, Women in Business

Pay differences among workers can hinge on objective matters like experience. But salary disparity is often a function of more arbitrary factors — raising the question of why establishing compensation hasn’t evolved into a more fair, equitable and objective system. How do qualities as intangible and unpredictable as work ethic, creativity and esprit de corps get translated into compensation? Still, there is good reason to … [ Read more ]

Content: Article | Source: Knowledge@Wharton | Subjects: Compensation, Human Resources

No matter what people say about culture, it’s all tied to who gets promoted, who gets raises and who gets fired. You can have your stated culture, but the real culture is defined by compensation, promotions and terminations. Basically, people seeing who succeeds and fails in the company defines culture. The people who succeed become role models for what’s valued in the organization, and that … [ Read more ]

Content: Quotation | Author: Tae Hea Nahm | Source: The New York Times | Subjects: Culture, Human Resources, Management, Organizational Behavior