1489 Posts Found

Intense competition in the workplace may lead managers to sabotage talented employees to protect their own job security, says research by Hashim Zaman and Karim Lakhani.

Content: Article | Authors: Hashim Zaman, Karim R. Lakhani, Michael Blanding | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Management, Organizational Behavior

Many organizations ask employee resource groups (ERGs), which are voluntary, employee-led groups where people who share a mutual characteristic can come together in a safe space, to be responsible for DE&I projects.

ERGs are critical parts of organizations. But successful organizations don’t make advancing equity the responsibility of ERGs. They are largely not funded and they don’t necessarily include decision-makers and sponsors from the highest levels … [ Read more ]

Content: Quotation | Author: Maria McKay | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources

Companies miss the mark on high managerial talent in 82% of their hiring decisions, which is an alarming problem for employee engagement and the development of high-performing cultures…

Conventional selection processes are a big contributor to inefficiency in management practices; they apply little science or research to find the right person for the managerial role. When Gallup asked U.S. managers why they believed they were hired … [ Read more ]

Content: Quotation | Authors: Jim Harter, Randall J. Beck | Source: Gallup Management Journal | Subjects: Hiring, Human Resources, Management, Organizational Behavior

McKinsey research found that workplace relationships account for 39 percent of employees’ job satisfaction. Moreover, relationships with management, in particular, account for 86 percent of workers’ satisfaction with their interpersonal ties at work. Yet, despite the importance of these manager–employee relationships, surveyed managers report spending almost three-quarters of their time on tasks not directly related to talent management.

Content: Quotation | Authors: Bill Schaninger, Bryan Hancock, Emily Field, Marino Mugayar-Baldocchi | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

We’ve got to move the whole country to a skills-view, not just degree-view, of jobs, and then hire for that and reward for that. This accomplishes many things. First, as an employer, I need more people with the right skills. Second, there are so many people left out of economic opportunity. This brings more people back into our workforce.

Content: Quotation | Author: Ginni Rometty | Source: McKinsey Quarterly | Subjects: Hiring, Human Resources

Why do bonuses sometimes backfire? It’s because each incentive design choice both signals information about your own beliefs and intentions as an employer and shapes the signaling value of employee behavior within the organization. If you don’t think through these signals carefully, you may end up approving a bonus scheme with results that are the opposite of what you intend. This article offers a way … [ Read more ]

Content: Article | Authors: Dirk Sliwka, Timo Vogelsang | Source: Harvard Business Review | Subjects: Compensation, Human Resources, Management, Motivation, Organizational Behavior

One of the ways that I assess whether an organization has an inclusive culture is one of the simplest possible methods: Does the largest possible percentage of people speak of the organization in terms of “we” or “they”? If it’s we, it’s probably inclusive, and if it’s they, which it often is, then despite all the mission statements extolling diversity and inclusive culture—it’s not an … [ Read more ]

Content: Quotation | Author: Sally Helgesen | Source: McKinsey Quarterly | Subjects: Culture, Diversity, Human Resources, Organizational Behavior

Key findings from Gallup’s major study of companies that have implemented strengths-based management practices.

Content: Article | Authors: Brandon Rigoni, Jim Asplund | Source: Gallup Management Journal | Subjects: Best Practices, Human Resources, Management, Organizational Behavior

Organizations can focus their attention on just these four areas to diagnose where they may be falling short in their efforts to meet employees’ needs.

• Our survey of 11,000 workers in eight countries found that nearly half are dealing with burnout, which heightens attrition and lowers morale, engagement, and productivity.
• Burnout is highly correlated with low feelings of inclusion.
• The four sentiments that have the greatest impact on

… [ Read more ]

Content: Article | Authors: Deborah Lovich, Gabrielle Novacek, Gretchen May, Hillary Wool, Mario Farsky, Roshni Rathi | Source: Boston Consulting Group (BCG) | Subjects: Human Resources, Motivation, Organizational Behavior

Narcissism. Overconfidence. Low EQ. Why do we persist in selecting for leadership traits that hamper organizational progress—and leave the right potential leaders in the wrong roles?

Content: Article | Authors: Brooke Weddle, Bryan Hancock, Tomas Chamorro-Premuzic | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources, Leadership, Organizational Behavior

Companies fail to choose the candidate with the right talent for the job 82% of the time, Gallup finds.

Content: Article | Authors: Jim Harter, Randall J. Beck | Source: Gallup Management Journal | Subjects: Hiring, Human Resources, Management, Organizational Behavior

Diversity, equity, and inclusion (DEI) is grabbing a lot of headlines, but let’s look beyond the latest debates to understand some labor market dynamics that can help employers hire and retain talent to meet business needs. New research from the McKinsey Global Institute compares women’s and men’s work experiences to better understand the tough trade-offs at play in the world of work.

Content: Article | Author: Kweilin Ellingrud | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources, Organizational Behavior, Women in Business

Capturing the full benefits of diversity is not about hiring people who can fit into the existing corporate culture; it is about ensuring that the culture itself is supportive and adaptable enough to embrace all kinds of talent. Only then will companies get the creativity, innovation, and different ways of thinking that diversity can bring. For that to happen, there needs to be data and … [ Read more ]

Content: Quotation | Author: Katy George | Source: Harvard Business Review | Subjects: Diversity, Human Resources, Organizational Behavior

I hate the 5 to 10 percent layoffs. You don’t get any material impact to lowering your expenses. Yet you get all the cultural negatives of having done a layoff. You get 100 percent of the pain and very little gain. And then you’re in retweet land—you end up with two or three of them.

Content: Quotation | Author: Bill Gurley | Source: McKinsey Quarterly | Subject: Human Resources

Even when interview questions are relevant, the interview is a poor predictor of future performance. It demonstrates someone’s competence to answer questions, know theory, and prioritize information – all of which may or may not correlate to what they need to do on the job.

The traditional interview also makes it more likely we hire someone in our image, the “mini me” cognitive error. We can’t … [ Read more ]

Content: Quotation | Authors: Geoff Tuff, Jeff Johnson, Steve Goldbach | Source: Harvard Business Review | Subjects: Diversity, Human Resources

Performance management systems help people continuously develop—but most companies fall short of best practices. A set of defined design choices can help guide leaders forward.

Content: Article | Authors: Amaia Noguera Lasa, Andrea Pedroni, Asmus Komm, Simon Gallot Lavallée | Source: McKinsey Quarterly | Subjects: Human Resources, Management

Some characteristics and behaviors are common to top performers across many different roles. Here are four ways that high-quality candidates may respond differently than the rest to the right interview questions.

Content: Article | Authors: Bailey Nelson, Brandon Rigoni, Joseph Streur, Kevin Campbell, Sarah Houle | Source: Gallup Management Journal | Subjects: Hiring, Human Resources

Extroverts are more likely to express their passion outwardly, giving them a leg up when it comes to raises and promotions, according to research by Jon Jachimowicz. Introverts are just as motivated and excited about their work, but show it differently. How can managers challenge their assumptions?

Content: Article | Authors: Ben Rand, Jon Jachimowicz | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Management, Organizational Behavior

We know that educational credentials help predict salary. We know that gender and race help predict salary, even though they shouldn’t. We know that years of service, or seniority, helps predict salary, and there’s some evidence to suggest that years of service is one of the more important predictors of salary.

Gender, race, years of service, and educational credentials all have nothing to do with performance. … [ Read more ]

Content: Quotation | Author: Jeffrey Pfeffer | Source: McKinsey Quarterly | Subjects: Compensation, Human Resources, Organizational Behavior

Answering these questions will help you determine what’s working, what isn’t and explore options for a successful compensation strategy.

Content: Article | Author: Kent Plunkett | Source: Chief Executive | Subjects: Compensation, Human Resources