1486 Posts Found

Prospective employees prepare canned responses to the questions they think you’ll ask. Their goal is to make themselves look good—to amplify their strengths and minimize their weaknesses. Your goal should be to set up a discussion that reveals patterns in their behavior and predicts how they’ll fare in your company. Past behavior predicts future behavior, so make it your goal to collect some honest, thoughtful … [ Read more ]

Content: Article | Author: Mike Michalowicz | Source: OPEN Forum (American Express) | Subject: Human Resources

Might your organization benefit from an internal coaching initiative? And, if so, how? Below we discuss three approaches to inform your decision making: recognizing internal coaching as a distinct competency, understanding the keys to effectiveness, and anticipating challenges.

Content: Article | Authors: Elaine Eisenman, Joseph Weintraub, Sam Perkins | Source: Babson Insight | Subjects: Human Resources, Management, Organizational Behavior

Popular culture insists our jobs are drudgery, and one survey recently made headlines by reporting that fewer than a third of American workers felt engaged; that is praised, encouraged, cared for and several other gauges seemingly aimed at measuring how transcendently fulfilled one is at work.

Those criteria are too high for most marriages, let alone jobs. What if we ask something simpler: “All things considered, … [ Read more ]

Content: Quotation | Source: The New York Times | Subjects: Human Resources, Work

Giving feedback is one of the most difficult things a manager has to do. But Carole Robin says “if you do it right, the other person also feels cared for, valued, and closer to you.” Here’s how.

Content: Article | Authors: Carole Robin, Deborah Petersen | Source: Stanford University | Subjects: Human Resources, Management, Organizational Behavior, Personal Development

Just as customers don’t fit neatly into a single homogenous group, employees are motivated by different factors that are often dictated by their stage of life or personal interests. By learning what motivates each group and offering a customized program that delivers what matters most, companies find that employees are willing to work more effectively and devote more discretionary thought and attention to their jobs. … [ Read more ]

Content: Quotation | Source: Bain & Company | Subject: Human Resources

A Stanford scholar presents the first experimental evidence that employers get what they pay for.

Content: Article | Author: Frederico Finan | Source: Stanford University | Subject: Human Resources

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At the risk of grossly oversimplifying, let me suggest that there is actually a deceptively simple formula for talent that can help HR professionals and their general managers make talent more productive: Talent = Competence x Commitment x Contribution… All three elements of this equation need to be considered and integrated to fully manage talent.

In this talent equation, the three terms are multiplicative, not … [ Read more ]

Content: Quotation | Author: David Ulrich | Source: Accenture | Subject: Human Resources

Resumes and interviews provide scanty insights into someone’s actual ability to perform at work. They leave out information on other crucial criteria too—such as how well an applicant would fit into the organization’s culture, how much drive and motivation he or she has and how well the person would work with others. To screen for these criteria, you can analyze data from a wide array … [ Read more ]

Content: Quotation | Source: Accenture | Subjects: Career, Human Resources

One of the greatest gifts to the corporate world that sustainability provides is a mechanism to engage employees.

Content: Quotation | Source: Accenture | Subjects: Human Resources, Social Responsibility (ESG)

Research into career paths at major corporations has shown that early promotions greatly enhance an individual’s chances of reaching a senior level, while those who are “knocked out” of the competition at early stages can be locked out of any further advancement. The implication: Senior managers are drawn from a pool of individuals who succeeded early in areas of individual contribution such as efficiency, while … [ Read more ]

Content: Quotation | Authors: Joshua B. Bellin, Robert J. Thomas | Source: Accenture | Subjects: Career, Human Resources, Organizational Behavior

Companies rarely manage their workforce capabilities with the same rigor they do their stock inventory—that is, through careful assessments of what they have versus what they need. Even those that do skills assessments rarely go beyond a “dump” of basic resume data.

Content: Quotation | Source: Outlook Journal (Accenture) | Subject: Human Resources

It’s probably just a replacement plan. Here’s how to create an effective succession plan — one that makes your company stronger. A Q&A with Randall Beck, Gallup Managing Partner and expert on succession planning.

Content: Article | Author: Randall J. Beck | Source: Gallup Management Journal | Subjects: Corporate Governance, Human Resources, Management, Succession Planning

A warning to senior executives of companies across industries: Your recruiters could be repelling your best job applicants. They’re providing the same recruiting messages to all candidates. But the reality is that not all applicants are looking for the same things. So companies must create distinct, targeted recruitment approaches for different profiles of applicants.

Content: Article | Authors: Nikki Blacksmith, Yongwei Yang | Source: Gallup Management Journal | Subject: Human Resources

Too many training and development efforts fall short because they don’t factor in employees’ talents

Content: Article | Authors: Aniruddh Haralalka, Leong Chee Tung | Source: Gallup Management Journal | Subjects: Career, Human Resources, Leadership, Management, Organizational Behavior

Companies that lead the world in growth have something in common: a relentless focus on talent. They are very intentional about this. The executives who lead these companies have created high-performing operating systems. The purpose of a talent machine is to name the right person as manager. As such, it is the silver bullet for organic growth. After reviewing some of the best work from … [ Read more ]

Content: Article | Author: Randall J. Beck | Source: Gallup Management Journal | Subject: Human Resources

Specialists are undervalued, on sports teams and in the workplace.

Content: Article | Authors: J. Keith Murnighan, Long Wang | Source: Kellogg Insight | Subjects: Career, Human Resources

An internal/external sourcing ratio of between 60/40 and 70/30 is most effective in both attracting and retaining people who value career development opportunities. Attracting different talent profiles, and the cognitive diversity that results, improves a company’s problem-solving and innovating abilities. But building strong talent internally reduces the need to expand expensive and time-consuming recruiting processes and reinforces the company’s value proposition to employees and potential … [ Read more ]

Content: Quotation | Authors: Jean-Michel Caye, Karin Hinshaw | Source: Boston Consulting Group (BCG) | Subject: Human Resources

Today I work mostly with executives in large organizations. I help them develop a profile of desired leadership behavior. Then I provide them with confidential feedback, which allows them to compare their behavior (as perceived by others) with their profile of desired behavior. I try to help them deal with this feedback in a positive way, to learn from it, and (eventually) to become a … [ Read more ]

Content: Quotation | Author: Marshall Goldsmith | Source: strategy+business | Subject: Coaching

If your company is like most, it has a handful of people who generate disproportionate quantities of value: A researcher creates products that bankroll the entire organization for decades. A manager spots consumer-spending patterns no one else sees and defines new market categories your enterprise can serve. A strategist anticipates global changes and correctly interprets their business implications. Companies’ competitiveness, even survival, increasingly hinge on … [ Read more ]

Content: Book | Authors: Gareth Jones, Rob Goffee | Subjects: Human Resources, Management