1486 Posts Found

Organizations need to pay individuals for their skills and knowledge, not for their jobs. In a work situation in which people have changing task assignments, paying the person according to their market value is much more effective than paying the job, particularly when it comes to retaining the right people. When all is said and done, it is people that have a market value, not … [ Read more ]

Content: Quotation | Authors: Christopher G. Worley, Edward E. Lawler III | Source: University of Southern California | Subjects: Change Management, Human Resources, Management, Organizational Behavior

The single biggest hiring mistake and one rarely considered is that employers don’t define success for qualified candidates.

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

In multinationals with subsidiaries scattered around the world, communication is key – and complex. So what’s the best way to get firm knowledge flowing in the right directions? A large scale survey of over 800 subsidiaries in 13 countries finds that the relatively novel trend of “inpatriation” may be more useful to businesses than the traditional expat assignments for two-way knowledge flow.

Content: Article | Authors: Anne-Wil Harzing, B. Sebastian Reiche, Markus Pudelko | Source: IESE Insight | Subjects: Human Resources, International, Management, Organizational Behavior

Poor human resources. Every 10 years or so, someone calls for it to be destroyed. Obliterated. Or at least drastically reinvented. I have seen the problem. And as I see it, the solution is deceptively simple, far more radical than organizational detonation, and far more sensible: Make HR the chief advocates of humanity in our organizations. Let’s put the human back in human resources. What … [ Read more ]

Content: Article | Author: Eric McNulty | Source: strategy+business | Subject: Human Resources

Billions of dollars are spent annually on leadership development programs, but virtually all of this investment is spent on the same formulaic training model and black-and-white metrics. With their focus almost exclusively on classroom learning and lockstep generic curriculums, these dinosaurs of training simply don’t have what it takes to develop the next generation of leaders, managers and employees.

Content: Article | Author: Marcus Buckingham | Source: Chief Executive | Subjects: Human Resources, Leadership, Organizational Behavior

What is a high-potential employee? Most companies have a clear picture of the characteristics that indicate a top performer: intelligence, charisma, verbal skill, and the ability to be both part of a team and lead one. These skills definitely fit the criteria, but too many leaders stop there. They tend to see and promote only one kind of high-potential talent, when in fact they need … [ Read more ]

Content: Article | Authors: John Sviokla, Mitch Cohen | Source: strategy+business | Subjects: Human Resources, Organizational Behavior

Research shows that motivation works very differently for mechanical tasks versus tasks that require even minimal cognitive efforts. Mechanical tasks can be motivated by money. But this is not true for cognitive tasks where motivating factors include autonomy (having some say about the outcome), mastery (having a sense of personal growth), and purpose (having a sense of meaning). These are all achieved by giving people … [ Read more ]

Content: Quotation | Authors: Gillis Jonk, Johan Aurik, Martin Fabel | Source: Kearney | Subjects: Management, Motivation, Organizational Behavior

People’s performance is best when they are performing work that is at the intersection of three elements—what they’re good at, what they like, and what adds value to the organization or world.

Content: Quotation | Source: Accenture | Subjects: Career, Human Resources, Management, Organizational Behavior

Posing five questions can help start a challenging management conversation.

Content: Article | Author: Lareina Yee | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior, Women in Business

Bonus programs are effective for motivating sales people, but also costly for companies to maintain. Doug Chung and Das Narayandas study several compensation schemes to see which work best.

Content: Article | Author: Roberta Holland | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Marketing / Sales, Organizational Behavior

[Globally] HR professionals will need to understand regional or country differences regarding the number, quality, and types of skills available, typical turnover rates, employment regulations, costs of labor, healthcare policies and costs, talent mobility policies, cultural norms and values, the strength of the employer brand, and the specific employment value proposition that will attract and retain people.

Based on these data and insight, HR will … [ Read more ]

Content: Quotation | Authors: Colin Sloman, David Gartside | Source: Accenture | Subjects: Human Resources, International

It isn’t enough just to hire the best. If you want to boost the productivity of your organization’s human capital, you also have to deploy those high performers effectively — put them to work so they can deliver the results they’re capable of. One of the most effective methods of deployment I’ve seen is to create all-star teams. Teams like these are a kind of … [ Read more ]

Content: Article | Author: Michael C. Mankins | Source: Harvard Business Review | Subjects: Human Resources, Organizational Behavior

It takes a mix of leaders and talent to pursue a variety of growth strategies simultaneously. Few executives can do it all.

Content: Article | Authors: Asmus B. Komm, Katharina Herrmann, Sven Smit | Source: McKinsey Quarterly | Subjects: Best Practices, Human Resources, Leadership, Management

We define character as an amalgam of traits, values and virtues. Traits, such as open-mindedness or extroversion, may be either inherited or acquired; they predispose people to behave in certain ways, if not overridden by other forces such as values, or situational variables such as organizational culture and rewards. Values, such as loyalty and honesty, are deep-seated beliefs that people hold about what is morally … [ Read more ]

Content: Quotation | Authors: Gerard H. Seijts, Jeffrey Gandz, Mark Reno, Mary Crossan | Source: Ivey Business Journal | Subjects: Character, Human Resources, Organizational Behavior, Personal Development, Personality / Behavior

A lot of organizations do behavioral interviews, where they’re backward looking and asking about your history, what you’ve accomplished, what challenges you’ve overcome. And those don’t turn out to be very effective if you look at the evidence, because they suffer from an apples-and-oranges problem: it’s very hard to compare two people’s work histories.

Instead, what you want to do is ask, “What would you do … [ Read more ]

Content: Quotation | Author: Adam Grant | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior

Too often a company’s executive motivation system flies in the face of strategic decision making. This occurs for two reasons. First, good managers tend to be promoted so fast that they never have to live with the medium- to long-run outcome of their plans. Second, incentive compensation is often tied either to short-term earnings performance or to stock-price movements, neither of which has anything to … [ Read more ]

Content: Quotation | Author: Louis V. Gerstner | Source: McKinsey Quarterly | Subjects: Compensation, Corporate Governance, Management, Motivation

Many businesses are reaping rewards from big data analytics. But there are also some areas of disappointment. Experts caution that big data, like any other, is only as good as the questions being asked – and that some algorithms can make unhelpful assumptions.

Content: Article | Author: Daniel Goleman | Source: Harvard Business Review | Subject: Human Resources

New research makes it increasingly clear that companies with more diverse workforces perform better financially.

Content: Article | Authors: Dennis Layton, Sara Prince, Vivian Hunt | Source: McKinsey Quarterly | Subjects: Best Practices, Human Resources, Organizational Behavior, Women in Business

Around 25 percent of top-performing employees intend to leave their jobs — even in today’s economy! Your company’s future effectiveness depends on retaining top talent at all levels of the organization, and so you better make sure you get it right.

Content: Article | Author: Joseph A. De Feo | Source: Chief Executive | Subjects: Human Resources, Management, Organizational Behavior

For all the talk about creating better incentive plans for employees, many proposed ideas are still off the mark. One reason is that managers tend to ignore insights from academic research, while academics do not always focus on practical applications. Chicago Booth Clinical Professor Michael J. Gibbs offers insights that bridge academic and practical perspectives.

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