1486 Posts Found

The single most common complaint from hiring managers about the work force is lack of experience. That is not the same thing at all as lack of skills, or lack of willingness to learn them.

Content: Quotation | Authors: Cait Murphy, Peter Cappelli | Source: Inc. Magazine | Subject: Human Resources

How you treat your employees determines how they treat customers.

Content: Quotation | Authors: James Thomas, Jon R. Katzenbach, Rutger von Post | Source: strategy+business | Subjects: Customer Related, Human Resources, Management, Organizational Behavior

Effective employee recognition boosts performance—but what makes a program effective?

Content: Article | Author: C.J. Prince | Source: Chief Executive | Subjects: Human Resources, Management, Organizational Behavior

Many executives and HR leaders develop competency models with little to no research on whether they have any connection to outcomes. For example, charisma, time management entrepreneurial spirit, managerial courage, and executive presence are examples of competencies that don’t predict or correlate to levels of employee engagement, profitability, sales, safety, turnover, customer satisfaction, or quality. This white paper summarizes Zenger Folkman’s extensive experience with using … [ Read more ]

Content: Article | Author: Joe Folkman | Source: The CLEMMER Group | Subjects: Human Resources, Leadership, Management, Organizational Behavior

Linking feedback and incentives can bring unintended consequences. How would you know, for instance, if a particular customer’s complaint regarding an employee might be rooted in some form of discrimination? To feed that back to the [employee] or link customer complaints to bonus payments could well be the basis of a discrimination lawsuit. It is very difficult to distinguish between intended and unintended discrimination, and … [ Read more ]

Content: Quotation | Source: Knowledge@Wharton | Subjects: Customer Related, Human Resources, Management

I like to say that people come to work for money, but they don’t work hard for money. That’s an overstatement, but you get my point — that managers always want to incentivize everything. I think it’s a cop-out to always focus on money as the key to motivation when we have known for 100 years that it’s not the key once you get beyond … [ Read more ]

Content: Quotation | Source: Knowledge@Wharton | Subjects: Compensation, Human Resources, Management, Motivation, Organizational Behavior

If you want to determine beyond a shadow of a doubt whether someone’s going to be a great hire, give them an audition project. […] If you can’t find a mini audition project for a strong candidate, perhaps you’re not structuring work properly for your existing employees either.

Content: Quotation | Subjects: Human Resources, Management, Organizational Behavior, Work

How the best companies assess employee performance—and what you can learn from them.

Content: Article | Author: Russ Banham | Source: Chief Executive | Subjects: Human Resources, Management

HR departments capture enormous amounts of data, but these typically stagnate in various systems and are rarely used for strategic purposes. It’s not that companies haven’t tried, with HR data warehouses and “HR analytics” teams that run reports. But the returns have been frustrating—until recently.

Content: Article | Author: Josh Bersin | Source: Deloitte Review | Subjects: Human Resources, IT / Technology / E-Business

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.

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

My opinions about other people feel like facts. My brain distinguishes very little between “2+2=4” and “you are annoying and lazy.” I feel certain that both are objectively true.

That’s a big problem. Being good at giving feedback requires us to know the difference between fact and opinion (even when it’s well reasoned), not because it changes the content of the feedback we give, but because … [ Read more ]

Content: Quotation | Author: Douglas Stone | Source: strategy+business | Subjects: Communication, Human Resources, Management

Geographically dispersed teams are increasingly common in the modern workplace. How do you overcome the challenges of supervising employees in different locations and time zones? What steps should you take to build trust and open lines of communication? How should you establish routines? And how do you help remote workers feel part of a team?

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

Staff who like their work and want to stay are a prized asset. So how can a company generate a high level of engagement? This article focuses on research into the connection between employee engagement and company loyalty, specifically for multinationals operating in India and China.

Editor’s Note: not a comprehensive study but some of the issues discussed are quite interesting and add something useful … [ Read more ]

Content: Article | Author: Caroline Scotter Mainprize | Source: Cass Business School | Subjects: Human Resources, International, Organizational Behavior

Money isn’t the great motivator people often suppose. In fact, excessive monetary rewards can lead to bad behaviors.

Content: Article | Author: Claudio Feser | Source: Chief Executive | Subjects: Human Resources, Management, Organizational Behavior

Why do we do what we do? Our standard answer is that we do what we do because we expect it to lead to good consequences. [Don] Quixote reminds us that there is another possible answer: We do what we do because it fulfills our identity, our sense of self. Identity-based actions protect us from the discouragement of disappointing feedback. Of course, the cost is … [ Read more ]

Content: Quotation | Author: James March | Source: Stanford University | Subjects: Motivation, Organizational Behavior

How good a rater do you think you are? The research record reveals that neither you nor any of your peers are reliable raters of anyone. And as a result, virtually all of our people data is fatally flawed.

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

Marissa Mayer’s decision to revoke Yahoo’s telecommuting policy stirred the debate about flexible workplace strategies. Is the move to virtual work inevitable? Both virtual work and campus-based approaches have benefited employers who use them. Hybrid models, which couple elements of campus and virtual models, can offer the best of both.

Content: Article | Authors: Heather Stockton, Jeff Schwartz, Mary Ann Stallings, Stephen Harrington | Source: Deloitte Review | Subjects: Human Resources, Organizational Behavior

When it comes to human capital, it’s perplexing that companies will use far less sophisticated methods for selecting employees than they do for almost anything else. Companies will spend fortunes on facilities, technologies, and advertising, but they often have no idea what kind of employee is best able to deliver the brand promise.

Content: Quotation | Source: Gallup Management Journal | Subjects: Brand, Human Resources

The virtual stack of resumes in your inbox is winnowed and certain candidates have passed the phone screen. Next step: in-person interviews. How should you use the relatively brief time to get to know — and assess — a near stranger? How many people at your firm should be involved? How can you tell if a candidate will be a good fit? And finally, should … [ Read more ]

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

At the simplest level, the hallmark of a performance problem is an ongoing gap between actual and desired performance, a gap that is not closing and may be worsening. Performance problems can be driven by personal problems, personality, team dysfunction, and even organizational change. Performance problems often have to do with the simple fact that we are who we are; and we may be in … [ Read more ]

Content: Article | Author: Joseph Weintraub | Source: Babson | Subjects: Human Resources, Management, Organizational Behavior