1486 Posts Found

We’ve confirmed that vocational skills can be taught (you’re not born knowing engineering or copywriting or even graphic design, therefore they must be something we can teach), while we let ourselves off the hook when it comes to decision making, eager participation, dancing with fear, speaking with authority, working in teams, seeing the truth, speaking the truth, inspiring others, doing more than we’re asked, caring … [ Read more ]

Content: Quotation | Author: Seth Godin | Subjects: Human Resources, Organizational Behavior, Personal Development, Skills, Training & Development

Everybody values the drive for results, the quality of decision making, dealing with ambiguity, but there are some valuable skills that you don’t see everywhere. One is learning on the fly. People who can learn fast will take charge of a situation and can be mobile between businesses and functions. Another one is managing innovation. To manage innovation, you have to have the ability to … [ Read more ]

Content: Quotation | Authors: Jose Almeida, Ron Williams | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

Right now, Silicon Valley companies and other start-ups are leading the way when it comes to delivering consumerized employee experiences and cultural agility. But such an approach to HR is actually available to any company, regardless of size or industry. There are HR models and blueprints available to your company that can help you attract, develop and retain top talent more effectively and consistently.

Equally … [ Read more ]

Content: Article | Authors: Francisco Puertas, Himanshu Tambe | Source: Accenture | Subject: Human Resources

Some incentive schemes encourage hard work—others reward those who game the system.

Content: Article | Authors: Daniel Barron, George Georgiadis, Jeroen Swinkels | Source: Kellogg Insight | Subjects: Human Resources, Management, Organizational Behavior

A high-potential employee is usually in the top 5% of employees in an organization. These people are thought to be the organization’s most capable, most motivated, and most likely to ascend to positions of responsibility and power. To help these employees prepare for leadership roles in a thoughtful, efficient manner, companies often institute formal high-potential (HIPO) programs. And yet, according to our data, more than … [ Read more ]

Content: Article | Author: Jack Zenger | Source: Harvard Business Review | Subject: Human Resources

What I’ve found is that in the recruiting process, soft skills are under-assessed. In other words, they’re not properly measured.

Once people get hired, they are often slow to be developed by the human resources people. Only when there is a problem, only when somebody gets passed over for promotion, does a person realize that they undervalued, underappreciated how much the soft skills were going to … [ Read more ]

Content: Quotation | Author: James A. Runde | Source: Knowledge@Wharton | Subjects: Career, Human Resources, Success / Failure, Work

Companies with sophisticated HR practices such as Google use […] a “combination of structured interviews with assessments of cognitive ability, conscientiousness and leadership.” At Google, their interview questions are build around four pillars: “general cognitive ability, leadership, googleyness and role-related knowledge”

Content: Quotation | Authors: Laszlo Bock, Willy Braun | Source: Medium | Subject: Human Resources

The holy grail of today’s workplace is high employee engagement. Many companies are investing heavily to identify what leads to high engagement in order to motivate employees, thereby increasing their happiness and productivity.We think this is important. But based on our research with several large companies, we want to offer a word of caution: senior leadership needs to invest more into creating a culture of … [ Read more ]

Content: Article | Author: Ryan Fuller | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior

And what to do instead

Content: Multimedia Content | Authors: Alexandra Kalev, Frank Dobbin | Source: Harvard Business Review | Subjects: Human Resources, Organizational Behavior

What happens after companies jettison traditional year-end evaluations?

Content: Article | Authors: Asmus Komm, Boris Ewenstein, Bryan Hancock | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

Companies have perfected collecting data on consumers to boost sales and customer loyalty. But to date, they have had little insight into how employees interact with each other and what makes them happy or successful at work. A new generation of emerging technologies promises to change that. Boosting EQ as well as IQ. Resulting in a much more engaged, more productive workplace.

Content: Article | Authors: Brian Payne, Colin Sloman, Himanshu Tambe | Source: Inc. Magazine | Subjects: Human Resources, IT / Technology / E-Business, Management, Organizational Behavior

Since only a few employees are standouts, it makes little sense to risk demotivating the broad majority by linking pay and performance. More and more technology companies, for instance, have done away with performance-related bonuses. Instead, they offer a competitive base salary and peg bonuses (sometimes paid in shares or share options) to the company’s overall performance. Employees are free to focus on doing great … [ Read more ]

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

Identifying clear overperformers and underperformers is important, but conducting annual ratings rituals based on the bell curve will not develop the workforce overall. Instead, by getting rid of bureaucratic annual-review processes—and the behavior related to them—companies can focus on getting much higher levels of performance out of many more of their employees.

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

Managers attempt to rate their employees as best they can. The ratings are then calibrated against one another and, if necessary, adjusted by distribution guidelines that are typically bell curves (Gaussian distribution curves). These guidelines assume that the vast majority of employees cluster around the mean and meet expectations, while smaller numbers over- and underperform. […] This logic appeals intuitively (“aren’t the majority of people … [ Read more ]

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

Ten person startups (or smaller) often have a lot of generalists. Everyone does a little of everything, which is what can make startups exciting. When you grow past 10 people to 15 or 20, that structure starts to break down. All of a sudden the generalists in slash positions will move from two part-time jobs to two full-time jobs and will stop being effective. The … [ Read more ]

Content: Article | Author: Joseph Walla | Subjects: Entrepreneurship, Human Resources

Although diversity and inclusion training is prevalent in corporate America, its impact is inconsistent. According to the evidence, sometimes the programs even have the opposite effect of what they intend. One 2016 study of 830 mandatory diversity training programs found that they often triggered a strong backlash against the ideas they promoted. “Trainers tell us that people often respond to compulsory courses with anger and … [ Read more ]

Content: Article | Authors: David Rock, Heidi Grant | Source: strategy+business | Subjects: Human Resources, Organizational Behavior, Training & Development

One way to approach a perceived internal skills gap is to consider not just what an internal candidate has done, but what they are capable of doing. Be on the lookout for candidates with crossover skills, which could be as simple as considering someone on your company’s public relations team for a content marketing role.

Content: Quotation | Author: Wade Burgess | Source: Harvard Business Review | Subject: Human Resources

Performance management is broken. See how Deloitte overhauled its system in this 7-minute video slide deck.

Content: Multimedia Content | Author: Marcus Buckingham | Source: Harvard Business Review | Subjects: Human Resources, Management

Managers should equip their people to achieve clarity in their careers, says Candor, Inc. co-founder and COO and former military leader Russ Laraway. He believes that managers can grow and retain top talent by helping their employees articulate long-term vision for their careers. Drawing from his talk at First Round’s CEO Summit and additional conversations, Laraway lays out a step-by-step approach for creating meaningful dialogue … [ Read more ]

Content: Article | Author: Russ Laraway | Source: First Round Review | Subjects: Human Resources, Management

Getting feedback once a year is totally not serving a purpose. It comes as a verdict, a judgment, whereas the intention here is to be course-correcting, to have coaching throughout the year.

Content: Quotation | Author: Anna A. Tavis | Source: Knowledge@Wharton | Subjects: Human Resources, Management