1486 Posts Found

How is a near-zero firing rate achieved? With great reference checking. Of course, you should assess potential hires in many other ways, too. But reference checks are by far the most important step in making sure that you’re not about to bring on someone who you’ll soon want to let go. So how do you make sure you’re getting the right people to give you … [ Read more ]

Content: Article | Author: Claudio Fernández-Aráoz | Source: Harvard Business Review | Subject: Human Resources

There’s a revolution going on in corporate human resources departments, and the much-hated annual performance review is in the cross-fire. Over the past few years, a fast-growing number of high-profile companies have been blowing up this annual rite of corporate life, replacing the traditional yearly review with something more frequent, less formal and, they hope — less reviled. But as the uprising gains steam, a … [ Read more ]

Content: Article | Author: Jena McGregor | Source: The Washington Post | Subjects: Human Resources, Management, Organizational Behavior

While 70% to 80% of leaders are better off working on their strengths, 20% to 30% of leaders have something called a “fatal flaw.” Most people have weakness. However, fatal flaws are significant weaknesses that have a very negative impact on a person’s career and effectiveness.

Content: Quotation | Author: Joe Folkman | Source: The CLEMMER Group | Subjects: Human Resources, Leadership, Organizational Behavior, Personal Development

Few would disagree that relationships matter. However, when onboarding new employees, many organizations don’t do enough to help them make connections or foster a sense of belonging.

Content: Article | Author: Talya N. Bauer | Source: re:Work | Subjects: Human Resources, Management, Organizational Behavior

Most interviews are a waste of time because 99.4 percent of the time is spent trying to confirm whatever impression the interviewer formed in the first ten seconds. “Tell me about yourself.” “What is your greatest weakness?” “What is your greatest strength?” Worthless. Equally worthless are the case interviews and brainteasers used by many firms.

Content: Quotation | Author: Laszlo Bock | Source: Wired | Subject: Human Resources

When a valuable employee tells you she’s leaving, worrying about losing her institutional knowledge and experience is understandable. How can you oversee the transition in a way that helps you retain that expertise? Who should be involved? How far in advance of the employee’s end date do you need to start? And how do you motivate the departing colleague to cooperate?

Content: Article | Author: Rebecca Knight | Source: Harvard Business Review | Subject: Human Resources

Mark Roberge, the Chief Revenue Officer at Hubspot, has spent 20 years in startups. As he told me a few days ago, he has observed the lack of sales management and sales execution skills as one of the most consistent deficiencies limiting the potential of early stage SaaS companies. Frequently, the first sales leadership hire is the hardest, because it’s difficult to ascertain the right … [ Read more ]

Content: Article | Author: Tomasz Tunguz | Subjects: Entrepreneurship, Human Resources, Marketing / Sales

when, as part of your performance appraisal, we ask your boss to rate you on the organization’s required competencies, we do it because of our belief that these ratings reliably reveal how well you are actually doing on these competencies. The competency gaps your boss identifies then become the basis for your Individual Development Plan for next year. The same applies to the widespread use … [ Read more ]

Content: Quotation | Author: Marcus Buckingham | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior

In the past decade, there has been much enthusiasm for the idea that behavioral change interventions are most effective when they focus exclusively on enhancing people’s inherent strengths, as opposed to also addressing their weaknesses. Although there are no reasons to expect the fascination with strengths to wane any time soon, organizations — and people — would be better off if it did. There are … [ Read more ]

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

A … key engagement driver is the need for continuous and ongoing recognition. As soft as it seems, saying “thank you” is an extraordinary tool to building an engaged team. We studied this topic and found that “high-recognition companies” have 31 percent lower voluntary turnover than companies with poor recognition cultures. These companies build a culture of recognition through social reward systems (tools that give … [ Read more ]

Content: Quotation | Author: Josh Bersin | Source: Deloitte Review | Subjects: Human Resources, Management, Organizational Behavior

We’ve all got so many different things in us, so many different potentials in us, but the modern world responds and rewards specialization, people who know how to zero in on a particular thing. The ideal sweet spot is that you’re very interested in a specialized bit of the world that society needs but where there are few other competitors, and you can draw a … [ Read more ]

Content: Quotation | Author: Alain de Botton | Source: Deloitte Review | Subjects: Career, Human Resources, Organizational Behavior, Personal Development

We live in a world partly driven by the ideology of the United States that is very forward-looking, very optimistic, very much placing the emphasis on individual achievement and the possibilities that are open to everyone so long as they work hard, which is a beautiful philosophy of life but also a very punishing one. It places huge responsibility on the individual to perform and … [ Read more ]

Content: Quotation | Author: Alain de Botton | Source: Deloitte Review | Subjects: Career, Human Resources, Organizational Behavior, Personal Development, Personality / Behavior

When individuals’ rankings of workplace motivators are compared to rankings of what their managers think motivates them, the results reflect how most individuals feel: managers simply do not know what moti- vates their people. Why the big disconnect?

One reason is that leaders depend on their observations of external behaviors and conditions to evaluate their employees’ motivation. Unfortunately, many leaders are not perceptive observers, nor … [ Read more ]

Content: Quotation | Author: Susan Fowler | Source: ChangeThis | Subjects: Leadership, Management, Motivation, Organizational Behavior

There are two reasons why traditional job descriptions are ineffective as a hiring tool. The first reason is traditional job descriptions describe the minimum qualifications required for the position such as the minimum duties, tasks and responsibilities. Add to that the minimum education required, minimal years of experience, and minimal skills, plus the endless list of behavioral traits: team player, a good communicator, self-motivated and … [ Read more ]

Content: Quotation | Author: Brad Remillard | Source: Chief Executive | Subject: Human Resources

Organizations looking for outside talent pay an extraordinary amount of attention to resumes. Once people are inside, it’s almost as if some of kind of reset button is pressed: The details of their backgrounds seem to get dumped onto a far-off slag heap, and they become known only for what they do at the new organization. I call this phenomenon resumenesia — a malady causing … [ Read more ]

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

An ever-growing number of companies continue to discover that de-emphasizing ratings in favor of ongoing quality conversations that support employee development is showing itself to be a viable option. At the NeuroLeadership Institute, we’ve conducted in-depth research with 33 of these 52 companies to find out what really happens when companies remove performance ratings. Here are some of our high-level findings.

Content: Article | Author: David Rock | Source: Harvard Business Review | Subjects: Human Resources, Management, Operations

How important is retaining and engaging your teams? On a one-to-ten scale most of you would probably say ten. But while managers are held really accountable for [sales or revenue] metrics, they’re not held so accountable for retention and engagement. Yet 70 percent of how engaged your people are and whether or not they stay is about their boss— not about HR or employee programs. … [ Read more ]

Content: Quotation | Source: Chief Executive | Subjects: Human Resources, Management, Organizational Behavior

New research by Danielle Li and colleagues finds that computers make better hiring decisions than managers when filling simpler jobs.

Content: Article | Author: Michael Blanding | Source: Harvard Business School (HBS) Working Knowledge | Subject: Human Resources

“Growing the team” is almost always one of the ways entrepreneurs utilize new investment dollars. Whether it’s adding capacity to an existing function or bringing new talents onboard, glossing over these bullet points towards the back of the pitch deck would be a mistake. I’m interested in not just what these people will be doing but how and when they’ll be hired. So when I … [ Read more ]

Content: Article | Author: Hunter Walk | Subjects: Entrepreneurship, Human Resources

Subjective evaluation by supervisors can address the shortcomings of numeric measures. When numeric measures focus employees on one goal, a second, subjective bonus can make employees pay more attention to other objectives that may be difficult to quantify, like managing controllable risks. If a plant manager’s bonus depends on profits alone, he might postpone maintaining equipment. A supervisor can motivate the plant manager to consider … [ Read more ]

Content: Quotation | Authors: Hal Weitzman, Michael Gibbs, Vanessa Sumo | Source: Capital Ideas | Subjects: Human Resources, Management, Organizational Behavior