1486 Posts Found

Honesty isn’t always the best policy when it comes to performance reviews.

Content: Article | Authors: Edmund L. Andrews, Iván Marinovic | Source: Stanford University | Subjects: Human Resources, Management, Organizational Behavior

To be effective, every executive needs a broad perspective on both the organization and the business context that it operates within. This perspective can only come from having work experiences in different parts of the organization, in different businesses, and, for global companies, in different parts of the world. Although important, traditional leadership coaching, training, and mentoring programs—which most companies have focused on in their … [ Read more ]

Content: Quotation | Author: Cynthia McCauley | Source: strategy+business | Subjects: Career, Human Resources, Management, Training & Development

Organizations must have systems in place to allow temporary assignments, and opportunities for people to take on work that’s not part of their official jobs, in order to keep people from hoarding talent or blocking its development. Leader development won’t succeed if the organization sets it up to be the responsibility solely of the talent management function within HR. It needs to be the joint … [ Read more ]

Content: Quotation | Author: Cynthia McCauley | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior, Training & Development

Digital technology is changing the face of human resources. Top-performing HR organizations will likely respond by becoming smaller, less centralized and more project-oriented. Expertise in marketing and analytics will be highly valued. New ways to identify, attract and nurture talent could proliferate, with more emphasis given to workplace culture.

Content: Article | Authors: Catherine Farley, David Gartside, Himanshu Tambe, Maureen L. Brosnan, Susan Cantrell | Source: Accenture | Subject: Human Resources

How do you decide whether or not to hire someone? Can you predict how successful they would be? How do you know if they’ll stay? How useful is data in human resources as opposed to “trusting your gut”? These are questions a lot of companies would like better answers to, considering the critical importance of people to a business’s success and the high costs associated … [ Read more ]

Content: Article | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Organizational Behavior

Recruiting, Interviewing, Selecting & Orienting New Employees has long been the go-to reference on every aspect of the employment process. Packed with forms, checklists, guidelines, and ready-to-use interview questions, the revised and updated fifth edition provides readers with practical information on topics including interview methods, documentation issues, reference-checking, orientation programs, and applicant testing.

The fifth edition has been brought completely up-to-date, addressing new legislation on … [ Read more ]

Content: Book | Author: Diane Arthur | Subject: Human Resources

How an organization makes its people-related decisions has a huge impact on its success or failure. But traditionally, these decisions have largely been based on intuition and biases and therefore have been prone to error. But now, companies are starting to use data and sophisticated analysis in issues such as recruiting, compensation and performance evaluation because they believe it can help in better decision making. … [ Read more ]

Content: Multimedia Content | Authors: Adam Grant, Cade Massey | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Organizational Behavior

Regardless of from which side of the desk one has experienced the rite known as the performance appraisal, there are many who will welcome the authors’ provocative proposal. Coens is an attorney and organizational trainer; Jenkins is a former human resources director at a division of General Motors. They acknowledge the countless books about performance appraisals and note that most suggest ways to make appraisal … [ Read more ]

Content: Book | Authors: Mary Jenkins, Tom Coens | Subjects: Human Resources, Management, Organizational Behavior

Employers will go to great lengths to screen job candidates, interview and check references in the quest to make the best hire. Some even take a more scientific approach, deploying a structured interviewing process or putting a potential employee through the paces in the workplace in what amounts to an audition.

There is another critical question that, consciously or unconsciously, lies at the heart of any … [ Read more ]

Content: Article | Source: Knowledge@Wharton | Subject: Human Resources

Great managers strive to do right by their employees — treat them well, motivate them to succeed, and provide the support and coaching each person needs. This is often easier said than done, especially when it comes to coaching. That’s because coaching takes time, skill, and careful planning. And there are certain types of people who may be particularly challenging for managers to coach. Think … [ Read more ]

Content: Article | Author: Amy Gallo | Source: Harvard Business Review | Subjects: Human Resources, Leadership, Management, Organizational Behavior

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.

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

Every year the typical global organization with twenty thousand employees invests approximately $3 billion in employee programs that include salaries and bonuses, stock grants, healthcare and retirement benefits, training, and paid time off. These employers also invest in creating employee-friendly cultures and workplaces. And too often, organizations spend these funds without clearly understanding whether the programs align with the preferences and usage patterns of those … [ Read more ]

Content: Quotation | Authors: John M. Bremen, Thomas O. Davenport | Source: The Conference Board Review | Subject: Human Resources

Marketing sage Philip Kotler defines a brand as an organization’s promise to deliver a specific set of features, benefits, and services to consumers. A brand also functions as a complex symbol that conveys up to six levels of meaning: attributes, benefits, values, culture, personality, and user. When the consumer can visualize all six dimensions of a brand, his or her perception of the brand is … [ Read more ]

Content: Quotation | Authors: John M. Bremen, Thomas O. Davenport | Source: The Conference Board Review | Subjects: Human Resources, Management, Marketing / Sales, Organizational Behavior

Good service rests on a foundation of good operations. But good operations rest on a foundation of skilled and motivated employees.

Content: Quotation | Author: Zeynep Ton | Source: The Conference Board Review | Subjects: Customer Related, Human Resources, Management, Operations

Great performance, whether in customer service or the quality of manufacturing, requires operational excellence. Operational excellence requires a great operational design and great people to carry it out. Neither can make up for the lack of the other.

Content: Quotation | Author: Zeynep Ton | Source: The Conference Board Review | Subjects: Customer Related, Human Resources, Management, Operations

One of the most encouraging recent management trends has been the move away from rigid, numerically based annual performance reviews. As larger companies follow Silicon Valley early adopters in rethinking the wisdom of the annual performance review, the question arises: What might replace it? What might a more human and flexible way of assessing employee contribution and gauging developmental needs look like? As yet, no … [ Read more ]

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

Of course, having the right skills and experiences are important to performing the job, just not relevant when hiring. Skills and experiences are simply the tools one brings to the job. It is one’s ability to use these tools effectively that counts. Just because you have a hammer and saw in your garage, doesn’t make you a fine finish carpenter.

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

When I was doing the hiring for AT&T’s PR department, I came to the conclusion that professional writing skills were a leading indicator of basic intelligence.

Content: Quotation | Author: Dick Martin | Source: The Conference Board Review | Subjects: Human Resources, Intelligence, Skills

In talent development practice, companies spend millions of dollars and countless hours every year on self-reported assessments that only target self-knowledge. The core problem is that we’re notoriously poor judges of our own capabilities.

Content: Article | Author: Erich C. Dierdorff | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior, Personal Development

The employee-work contract has changed, compelling business leaders to build organizations that engage employees as sensitive, passionate, creative contributors. Two years of research and discussions with hundreds of clients suggest five major elements and underlying strategies that work together to make organizations “irresistible.”

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