1486 Posts Found

Employee orientation programs ought to be less about the company and more about the employee, according to new research by Daniel M. Cable, Francesca Gino, and Bradley R. Staats.

Content: Article | Author: Carmen Nobel | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Management, Organizational Behavior

Companies waste a lot of time when they try to set up a development plan to make people become someone they’re not.

Content: Quotation | Author: Randall J. Beck | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior, Training & Development

You should hire for talent from day one. If you are just hiring based on experiences and don’t have a good handle on the level of your company’s talent needs, it becomes a lot harder to prepare employees for leadership roles.

Content: Quotation | Author: Randall J. Beck | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior

Developing a [succession] plan in advance gives you time to react and develop more leaders. Take the CEO position, for example. You might identify three viable candidates, which is a good rule of thumb for filling any key role. But during the succession planning process, you might discover that none of the three candidates you’ve identified are ready for the role. You can then speed … [ Read more ]

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

You can develop a high-performance organization by making the company stronger every time you move an employee, either via a promotion, a lateral move, or when a person leaves the organization.

Content: Quotation | Author: Randall J. Beck | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior

When I was just getting started as a CEO, I had a stupid way of thinking about employees. I thought that I was pretty good at doing a large number of things and I could do most of my employees’ jobs better than they could. And I was probably right. After all, why would anyone really great want to work for that kind of boss? … [ Read more ]

Content: Quotation | Author: Phil Libin | Source: Inc. Magazine | Subjects: Human Resources, Management

Three keys to creating a system that eliminates costly variation in employee performance.

Content: Article | Author: Glenn Phelps | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior

A variable remuneration scheme can create value or, if it is poorly designed and implemented, destroy it. When it discourages rather than motivates employees, not only do you fail to achieve the expected results, but you pay extra for something that is detrimental to the company. IESE’s Pablo Maella offers recommendations aimed at strengthening the incentive effect.

Content: Article | Author: Pablo Maella | Source: IESE Insight | Subjects: Human Resources, Management, Organizational Behavior

In today’s economic environment—where most of us, even those who are succeeding—face pressure and uncertainty in our business, there’s an increasing emphasis on rewarding results. And why shouldn’t there be? Why shouldn’t we disproportionately direct praise, resources, and rewards to those who produce bottom line results? The answer is that—in the long run—doing so may empower lesser-valued employees, punish our future stars, and undermine the … [ Read more ]

Content: Article | Authors: Eric C. Sinoway, Howard Stevenson | Source: ChangeThis | Subjects: Human Resources, Management, Organizational Behavior

It is taken for granted in the knowledge economy that companies must employ the most talented performers to compete and succeed. Many firms try to buy stars by luring them away from competitors. But Boris Groysberg shows what an uncertain and disastrous practice this can be.

After examining the careers of more than a thousand star analysts at Wall Street investment banks, and conducting more than … [ Read more ]

Content: Book | Author: Boris Groysberg | Subjects: Career, Human Resources, Management, Organizational Behavior

During the past decade, organizations have longed for a disciplined process to select, measure, evaluate, develop, and promote their employees. Competencies promised to bring order and focus to employee development, but they don’t deliver on that promise. Here’s a radically different approach to improving each employee’s total performance.

Content: Article | Author: Marcus Buckingham | Source: Gallup Management Journal | Subjects: Human Resources, Management

The talent problems of employers, employees, and the broader society are intertwined. Employers want the skills they need when they need them, delivered in a manner they can afford. Employees want prospects for advancement and control over their careers.

Content: Quotation | Author: Peter Cappelli | Source: Harvard Business Review | Subject: Human Resources

When it comes to promoting from within, the right individual might well get the job. But what about the demoralized managers who did not get the job and still others who, seeing no immediate opportunity to move up, decide to move on and out. This author suggests another way to promote, a way that will leave just about everyone feeling good.

Content: Article | Author: Shripad Pendse | Source: Ivey Business Journal | Subjects: Human Resources, Management, Organizational Behavior

Is it because people are not widgets, and out of respect for their free will and humanity it’s unfair or wrong to use the same logic for workforce decisions as we use for decisions about more inanimate objectives like inventories and machines? No. In fact, it’s arguably more unfair and disrespectful to employees and job applicants to make important decisions about where to invest in … [ Read more ]

Content: Quotation | Author: John Boudreau | Source: Ivey Business Journal | Subjects: Human Resources, Management, Trends / Analysis

U.S. companies are extraordinarily sophisticated about virtually all aspects of their supply chains—except when it comes to labor. They regularly calculate whether it makes more sense to build or buy components, for example, but seem completely stymied by the idea that training a workforce could be an option.

Content: Quotation | Author: Peter Cappelli | Source: strategy+business | Subjects: Human Resources, Training & Development

Developing talent is business’s most important task—the sine qua non of competition in a knowledge economy.

Content: Quotation | Author: Peter F. Drucker | Source: strategy+business | Subjects: Human Resources, Training & Development

Everyone comes to the table with some amount of “altruistic capital,” a stock of intrinsic desire to serve, says professor Nava Ashraf. Her research includes a study of what best motivates hairdressers in Zambia to provide HIV/AIDS education in their salons.

Content: Article | Author: Carmen Nobel | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Management, Organizational Behavior

Losing out on a promotion is tough, and being passed over for a high-level position in favor of another candidate — either external or internal — can be a deal breaker for even the most loyal company soldiers. According to experts at Wharton and elsewhere, keeping employees happy after they fail to get a promotion is an important part of protecting a company’s most important … [ Read more ]

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

Here’s how New York City’s Big Fuel created a system to help new employees find their way, and stay put.

Content: Article | Author: April Joyner | Source: Inc. Magazine | Subject: Human Resources

Compensation is a multi-dimensional challenge for founders and the first few executives in early-stage startups.

The most important principles to remember as issues present themselves are fairness — including the perception of fairness — and strong alignment between the key stakeholders in the company.

Content: Article | Authors: Kip McClanahan, Morgan Flager | Source: Austin Business Journal | Subjects: Entrepreneurship, Human Resources