1486 Posts Found

Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. But if they don’t have the first, the other two will kill you.

Content: Quotation | Author: Warren Buffett | Subject: Human Resources

As your company expands, you’ll probably want to write down policies and rules that govern your employees. Here’s how to create an employee handbook that is sensible, practical, and that protects you as an employer.

Content: Article | Source: Inc. Magazine | Subject: Human Resources

Three grand essentials to happiness in this life are something to do, something to love and something to hope for.

Content: Quotation | Author: Joseph Addison | Subjects: Motivation, Organizational Behavior, Personality / Behavior

At Fog Creek Software, every worker at the same level is paid the same salary. And when one gets a raise, they all do.

Content: Article | Author: Joel Spolsky | Source: Inc. Magazine | Subjects: Human Resources, Management

Here are 33 traditional and voguish beliefs that, on the basis of their research, the authors of The Enthusiastic Employee say have little or no basis in reality. These beliefs, covering a variety of areas, are widespread and, when applied to the typical employee and work situation, are wrong. They also often contradict each other, as “common sense” beliefs often do.

Content: Article | Authors: David Sirota, Irwin Meltzer, Louis A. Mischkind | Source: LeaderValues | Subjects: Human Resources, Organizational Behavior

Company leaders are often quick to acknowledge, even revere, the importance of human capital in their organizations. “Our growth depends on people” and similar sound bites echo through many CEO speeches and litter corporate homepages like the last refrain in a many-versed ballad. Yet, catchphrases and buzzwords offer little clarity when it comes to the ins and outs of building and keeping a workforce.

Content: Article | Authors: Bhushan Sethi, Frederick D. Miller, Ryan Alvanos, Vivek Sethia | Source: Deloitte | Subject: Human Resources

Why you need to reconfigure the company around your people.

Content: Article | Authors: John Hagel III, John Seely Brown, Lang Davison | Source: The Conference Board Review | Subjects: Human Resources, Management, Organizational Behavior

Most companies treat benefits as a cost of doing business. They should see them instead as a competitive weapon.

Content: Article | Authors: Drew Ungerman, James Kalamas, Paul D. Mango | Source: McKinsey Quarterly | Subjects: Human Resources, Management

Historically, there is a significant increase in the number of executives leaving their companies as market conditions improve and more job opportunities open up. Accenture research shows that executives tend to stay longest with those companies that offer the greatest opportunities to enhance their employability. By providing the three opportunities that executives want most, companies will be in a better position not only to retain … [ Read more ]

Content: Article | Authors: Elizabeth Craig, John R. Kimberly, Peter Cheese | Sources: Accenture, Wall Street Journal | Subjects: Human Resources, Management

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Downsizing has a negative effect on corporate memory and employee morale, disrupts social networks, causes a loss of knowledge, and disrupts learning networks. As a result, downsizing risks handicapping and damaging the learning capacity of organizations. Further, given that downsizing is often associated with cutting costs, downsizing firms may provide less training for their employees, recruit less externally, and reduce the research and development budget. … [ Read more ]

Content: Quotation | Author: Henry Hornstein | Source: Ivey Business Journal | Subjects: Human Resources, Management

There are two things to say about downsizing: It seldom works and is often done incorrectly.

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

One machine can do the work of fifty ordinary men. No machine can do the work of one extraordinary man.

Content: Quotation | Author: Elbert Hubbard | Subjects: Human Resources, Work

This article defines the “engagement gap” and outlines the challenge employers face as they attempt to close it. It also discusses the global driver of attraction, retention and engagement as defined by the Towers Perrin Global Workforce Study.

Content: Article | Author: Julie Gebauer | Source: Towers Perrin | Subjects: Human Resources, Management

Managers must distinguish what’s innate in their employees (talent) from what can be changed or acquired (knowledge and skills).

Content: Article | Authors: Jim Asplund, John Fleming | Source: Gallup Management Journal | Subjects: Human Resources, Organizational Behavior

When you try to measure people’s performance, you have to take into account how they are going to react. Inevitably, people will figure out how to get the number you want at the expense of what you are not measuring, including things you can’t measure, such as morale and customer goodwill. …incentive plans based on measuring performance always backfire. Not sometimes. Always. What you measure … [ Read more ]

Content: Quotation | Author: Joel Spolsky | Source: Inc. Magazine | Subjects: Human Resources, Management, Organizational Behavior

The problem with most incentive systems is not that they are too complicated — it’s that they don’t explicitly forbid the kind of shenanigans that will inevitably make them unsuccessful.

Content: Quotation | Author: Joel Spolsky | Source: Inc. Magazine | Subjects: Human Resources, Management, Motivation, Organizational Behavior

Any company that competes on the global stage must, in light of today’s changing workforce, rethink the way it manages people.

Content: Article | Authors: DeAnne Aguirre, Laird Post, Sylvia Ann Hewlett | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior

Some people seem to have unlimited self-generated morale. These almost always succeed. At the other extreme, there are people who seem to have no ability to do this; they need a boss to motivate them. In the middle there is a large band of people who have some, but not unlimited, ability to motivate themselves. These can succeed through careful morale management (and some luck). … [ Read more ]

Content: Quotation | Author: Paul Graham | Source: Inc. Magazine | Subjects: Achievement, Human Resources, Management, Motivation, Organizational Behavior