1486 Posts Found

Two questions demand the attention of leaders. The first is familiar: What keeps you up at night? What are the problems that nag at you? The second is less familiar, but even more important: What gets you up in the morning? What keeps you and your people more committed than ever, more engaged than ever, more excited than ever, particularly as the environment around you … [ Read more ]

Content: Quotation | Authors: Alan M. Webber, William C. Taylor | Source: ChangeThis | Subjects: Leadership, Management, Motivation

It is generally accepted that financial and marketing policies have a decisive impact on a company’s bottom line. When it comes to HR policies, however, businesses often question their real value. In this article, Pablo Maella explains how an effective HR strategy can affect a company’s earnings, and offers tips on how to design such an approach.

Content: Article | Author: Pablo Maella | Source: IESE Insight | Subject: Human Resources

Not all talent pipelines are created equal, nor do all talent pipelines operate effectively. There are cracks, blockages and breaks that prevent the right talent from rising to the top and reaching their own – and the organization’s — potential. This Ivey professor describes the architecture that allows an organization to build and maintain a talent-rich pipeline and to become a talent magnet.

Content: Article | Author: Jeffrey Gandz | Source: Ivey Business Journal | Subject: Human Resources

Observers of Silicon Valley have always assumed that the most successful companies get their competitive edge by paying their star employees more than the competition to fuel innovation. Now research, co-authored by Professor Kathryn Shaw, and using the academic field of insider econometrics, has been able to prove that this assumption is indeed true.

Content: Article | Author: Kathryn Shaw | Source: Stanford University | Subjects: Human Resources, Organizational Behavior

The biggest difference between being a great functional manager and being a great general manager—and particularly a great CEO—is that as a general manager, you must hire and manage people who are far more competent at their jobs than you would be at their jobs. In fact, often you will have to hire and manage people to do jobs that you have never done. … [ Read more ]

Content: Article | Author: Ben Horowitz | Subject: Human Resources

When most general managers fail to hit their goals, the problem can usually be traced back to hiring the wrong people.

The key is to hire for two factors: competence and values fit. If the person doesn’t have both of these elements, do not hire them under any circumstances.

Content: Article | Author: Dave Logan | Source: BNET | Subject: Human Resources

When the business is successfully chugging along but has not yet peaked, executives feel that operations can be leaner—they’ve moved far down the learning curve by then—and meaner, since they are under pressure to boost margins. They will then reduce both headcount and investments in talent, and will increasingly focus on talent that can best execute the existing business model. This has the perverse effect … [ Read more ]

Content: Quotation | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Management, Organizational Behavior

There are always awkward moments when a company’s new hire is younger than the team he or she is managing.

Older employees who thought they were in the running for the same position may feel slighted, others may assume youth amounts to inexperience, or they may not be bothered. Often though, the experience tends to be just as uncomfortable for the new boss who … [ Read more ]

Content: Article | Author: Mamta Badkar | Source: OPEN Forum (American Express) | Subjects: Human Resources, Management, Organizational Behavior

Organizations that want to capitalize on their competitive position or improve their performance must consider the best way to take full advantage of the potential inherent in their people. These authors describe the Four Pillar Model™, which provides an innovative, well-grounded process for measuring and managing worker performance and involvement.

Content: Article | Authors: Liane Davey, Nancy Gore, Owen Parker | Source: Ivey Business Journal | Subjects: Human Resources, Management, Organizational Behavior

In my role as an executive coach, I am asked to work with extremely successful people who want to get even better. They are usually key executives in major corporations. They are almost always very intelligent, dedicated and persistent. They are committed to the success of their companies. They have high personal integrity. Many are financially independent. They are … [ Read more ]

Content: Article | Author: Marshall Goldsmith | Source: LeaderValues | Subjects: Career, Human Resources, Leadership, Organizational Behavior

Dan Heath and Chip Heath explain why you should grow your next generation of talent, not recruit it.

Content: Article | Authors: Chip Heath, Dan Heath | Source: Fast Company | Subject: Human Resources

Stock options have a positive effect on firm performance when they are granted to executives, but giving options to lower-ranking employees seems to have no effect on the bottom line according to a new study.

Content: Article | Authors: Nicole Bastian Johnson, Ron Kasznik | Sources: Stanford University, University of California Berkeley | Subjects: Corporate Governance, Human Resources, Organizational Behavior

Congratulations: You’ve made the high-potentials list. As a HiPo, you’re now a prominent blip on HR’s radar. More importantly, you are about to be sucked into the machinery of the company’s accelerated-development system, the centerpiece of which is probably some kind of rotation: a “better than random walk” through a series of assignments designed to test your mettle, provide you with a “macro view” of … [ Read more ]

Content: Article | Authors: Jean-Louis Barsoux, Preston C. Bottger | Source: The Conference Board Review | Subjects: Career, Human Resources

During interviews, we love when potential hires ask questions. But all questions aren’t equal. A red flag goes up when someone asks how. “How do I do that?” “How can I find out this or that?” You want people who ask why, not how. Why is good — it’s a sign of deep interest in a subject. It signals a healthy dose of curiosity. How … [ Read more ]

Content: Quotation | Author: Jason Fried | Source: Inc. Magazine | Subjects: Career, Human Resources

Ben Horowitz believes companies should strive to hire people with the right kind of ambition. Here he aims to clarify why you should care about senior managers having the right kind of ambition and give some tips on how to screen for them in an interview.

Content: Article | Author: Ben Horowitz | Subjects: Human Resources, Management, Organizational Behavior

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The few organizations that adeptly tap human potential and build the value of people equity focus on three critical factors: alignment,capabilities, and engagement. In such “ACE” organizations, the rewards in terms of retention, customer satisfaction, and financial success are well worth the investment.

Content: Article | Author: William A. Schiemann | Subjects: Human Resources, Management, Organizational Behavior

All you can do in your company—and you’d better do it—is find out the strengths of the people who work for you and place them where their strengths can produce results, so that there is satisfaction. At present, we are focused on the weaknesses of people. When I talk to my clients about Joe, they say Joe cannot do this and Joe cannot do that. … [ Read more ]

Content: Quotation | Author: Peter F. Drucker | Source: Context Magazine | Subjects: Human Resources, Management, Organizational Behavior

Determining compensation for sales professionals is often a trade-off between salary and incentive-based plans. Anne Coughlan examined a multitude of compensation arrangements to discover the “best” plan for a person depends on a number of factors.

Content: Article | Author: Anne Coughlan | Source: Kellogg Insight | Subjects: Human Resources, Marketing / Sales

…when you look at the use of stock options, and you look at companies that give 50 percent of their options to the top five officers, you get one picture. But when you look at companies where 90 percent or 95 percent of the options are given to people other than the top five officers, you get the other effect. So stock options are not … [ Read more ]

Content: Quotation | Author: Andrew S. Grove | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Compensation, Corporate Governance, Management