1486 Posts Found

Moving your best managers, researchers, salespeople, and so on from low-growth or failing businesses to areas with higher growth and profit potential can be one of your most effective levers as a business leader.

Content: Quotation | Author: Andreas C. Kramvis | Source: McKinsey Quarterly | Subjects: Human Resources, Management

Between 2008 and 2010, companies with more diverse top teams were also top financial performers. That’s probably no coincidence.

Content: Article | Authors: Markus Kleiner, Thomas Barta, Tilo Neumann | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior, Women in Business

Psychologist Frederick Herzberg’s Two-factor theory… focuses on the idea that the factors that determine job dissatisfaction (“hygiene factors”) are completely separate from those that determine true satisfaction (“motivators”). Insufficient financial compensation, for example, falls into the former camp. But having sufficient compensation will not lead to passion for a job; it just takes away the dissatisfaction. Motivation, according to the theory, is determined not by … [ Read more ]

Content: Quotation | Authors: Carmen Nobel, Clayton M. Christensen | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Motivation, Organizational Behavior

Every business needs three types of people: Flashlights, who see what is coming and send warnings signals in a timely fashion; Innovators, who pick up those signals and innovate; finally, the Doers, who make it all happen.

Content: Quotation | Source: Accenture | Subjects: Corporate Governance, Human Resources, Management, Organizational Behavior

Effective hiring practices are more important than ever, but interviewing gets little or no attention. Many questions are utterly useless, and some put the questioner in legal jeopardy.

Content: Article | Author: Mark Murphy | Source: The Conference Board Review | Subject: Human Resources

How can companies develop workforce programs that are globally effective and consistent but still locally relevant? Accenture looks at the challenge from numerous perspectives, including organizational structure; HR operating models; top management selection; talent acquisition and retention; performance measurement; technology support; and compensation and motivation.

Content: Article | Authors: David Gartside, Rustin Richburg, Stefano Griccioli | Source: Outlook Journal (Accenture) | Subjects: Human Resources, International

Recent shifts in the global economy dictate changes in employee skills and employer investment. The nature of the international corporation has also transformed, requiring cultural adaptability—not of just a few senior leaders but of many emerging leaders in its ranks. These factors, and others, have converged to require a complete reengineering of the concept of international assignment. It needs to be viewed as an intense … [ Read more ]

Content: Article | Author: Stanley S. Litow | Source: The Conference Board Review | Subjects: Human Resources, International

Many white Americans have stopped thinking that workplace discrimination is a problem. It’s not malicious. They think that the process works, that people are judged on their own merits. They’re ignorant of their own privilege.

Content: Quotation | Source: Fast Company | Subjects: Diversity, Human Resources

In the post-recession business reality, performance management is becoming a key enabler of high performance. Accenture explores the practices of leading companies to help provide a blueprint for a more effective approach to performance management.

Content: Article | Authors: Catherine Farley, David Gartside | Source: Accenture | Subjects: Human Resources, Management

Every organization has a few people — very few people — who are its “Go-To” people…those to whom you can turn when you want a difficult situation sorted out, who will get the job done on time and on budget, and who won’t come up with a dozen reasons why it can’t be done but will discover how to do it.

Who are these “Go-To” people? … [ Read more ]

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

[You have to] know who the people are who are most critical to the success of the organization. I would guess that most companies don’t know that. Most organizations… do not know the people up and down the organization who are absolutely critical.

Content: Quotation | Source: Chief Executive | Subjects: Human Resources, Management, Organizational Behavior

What can leaders do to better manage—and improve—the return on their global mobility investment? In our experience, companies that gain the most value from global mobility show a high degree of alignment between global mobility and the larger business in three areas:

1. Business and talent strategies
2. Expected assignment value
3. Mainstream HR and talent operations

Achieving greater alignment in these areas can go a long way toward … [ Read more ]

Content: Article | Authors: Gardiner Hempel, Jeff Schwartz | Source: Deloitte Review | Subjects: Human Resources, International

Companies can struggle to stay competitive when they have too many similar-minded employees. Yet a new BCG/EAPM survey shows that many companies still frame workforce diversity in terms of legal compliance. Tailored diversity measures should be employed for business reasons—to deliver better products, improve innovation, or make the organization more agile. Authors: Jean-Michel Caye, Caroline Teichmann, Rainer Strack, Pieter Haen, Stephanie Bird, Gerold Frick

Content: Article | Source: Boston Consulting Group (BCG) | Subject: Human Resources

Almost all companies today maintain a dedicated team of professionals to manage talent, and many also employ at least a few full-time professionals to manage risk because both are major agenda items for boards and senior executives. But few organizations systematically encourage their talent and risk managers to work together collaboratively to pursue broader goals, specifically enhancing enterprise value.

We believe talent and risk are intimately … [ Read more ]

Content: Article | Source: Deloitte | Subjects: Human Resources, Risk Management

Every corporate downsizing event has certain predictable outcomes such as feelings of betrayal, loss of trust, turf battles, and cynicism about the corporation’s future. This typically leads to a widespread lack of commitment throughout the organization. But downsizing can also bring significant opportunities for creating new energy and enthusiasm which often go unrecognized.

Content: Article | Author: Wayne L. Strom | Source: Graziadio Business Report | Subject: Human Resources

Despite the variety of personalities and attitudes out there, you can still roughly categorize people into two groups: the problem-bringers and problem-solvers. When you ask a problem-bringer about a problem, you’ll hear about the problem and nothing more. We’ve all worked with these folks, and you know that they can spend all day telling you about a problem without ever coming close to offering a … [ Read more ]

Content: Quotation | Author: Mark Murphy | Source: The Conference Board Review | Subjects: Human Resources, Organizational Behavior, Personality / Behavior

When you hire people to work for you, it should be expected that they have a basic level of competence. When you simply recognize people for doing what they are hired to do, it reinforces a culture where the status quo is good enough. If the company is so risk-averse that people aren’t willing to try anything new, while all you do is reward people … [ Read more ]

Content: Quotation | Author: Stephen Shapiro | Source: The Conference Board Review | Subjects: Accountability, Human Resources, Management, Motivation, Organizational Behavior

Despite years of cutbacks, many companies’ pay structures are still unbalanced. Here’s a dispassionate, logical way to realign them.

Content: Article | Authors: Albert Kent, Harry Hawkes, Vikas Bhalla | Source: strategy+business | Subject: Human Resources

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There’s little doubt that making a hiring mistake is expensive both in terms of time and money, neither of which most entrepreneurs have enough of to waste. The rub, unfortunately, is that most entrepreneurs tend to make the same hiring mistakes over and over again. Here is a list of their most common mistakes, shared by those who have learned a thing or two from … [ Read more ]

Content: Article | Author: Darren Dahl | Source: OPEN Forum (American Express) | Subject: Human Resources