1486 Posts Found

We talk a lot today about the importance of mentoring and coaching, and they can be vital in helping novices learn the rules of the game. But it is very important that men should not always be mentored by men and women by women. Mentoring based on interests, not gender, can help to change the culture because it can lead to greater understanding of the … [ Read more ]

Content: Quotation | Author: Sandra Dawson | Source: McKinsey Quarterly | Subjects: Career, Coaching, Women in Business

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Everyone’s talking about “talent management” today as a way to boost the performance of the human resources (HR) organization. But what are the elements of a talent management strategy, leveraging advanced HR outsourcing solutions, that can actually drive high performance for an entire company?

This article offers an innovative and practical approach to talent management—planning and executing an integrated set of management processes that generate greater … [ Read more ]

Content: Article | Authors: Craig Mindrum, Ph.D., Sian Beacham | Sources: Accenture, HRO Today | Subjects: Human Resources, Outsourcing / BPO

Employees come and go with greater frequency than ever before. When they leave, years of invaluable experience and knowledge are lost. Companies that systematically identify “key knowledge holders” and work to retain the knowledge of these employees will gain an advantage over their less farsighted peers. The retention of key knowledge takes on even greater importance as the Baby Boom prepares to retire.

Content: Article | Authors: Anders Fahlander, Angela Schwartz | Source: Boston Consulting Group (BCG) | Subjects: Human Resources, Knowledge Management

Within an organization, a few qualities must be homogenous—held in common by all. These are values, vision, and commitment to the team. However, in most areas, hiring for diversity is the wisest course of action. The strongest environments are inhabited by leaders with varied expertise, experiences, backgrounds, and temperaments.

Content: Quotation | Author: John Maxwell | Source: The Mindful Network | Subject: Diversity

A key myth of performance management is that the objective of the performance-appraisal discussion is to gain the employee’s agreement. It’s not. If the manager has applied tough-minded, demanding standards, it’s unlikely that the individual will agree. That’s OK—the objective of the meeting is not to gain agreement. The tougher the manager’s standards, the less likely it is that agreement will occur. The objective of … [ Read more ]

Content: Quotation | Author: Dick Grote | Source: The Conference Board Review | Subjects: Human Resources, Management

A common myth [of performance management] holds that asking the employee to complete a self-assessment using the company’s form, or including the perspectives of others gained through a 360-degree feedback system, is a good idea. It’s not. It’s a bad idea and needs to be stomped out.

Research consistently demonstrates that individuals are notoriously inaccurate in assessing their own performance, and the poorer the performer, the … [ Read more ]

Content: Quotation | Author: Dick Grote | Source: The Conference Board Review | Subjects: Human Resources, Management

Peter Drucker’s thirty-year-old concept of creating a “manager’s letter” probably remains the best performance-management technique to use with senior executives. Each executive writes an annual letter to her superior, spelling out the objectives of her own job and those of the superior’s job as she sees them. She then sets down the performance standards she believes are being applied to her. She lists the goals … [ Read more ]

Content: Quotation | Authors: Dick Grote, Peter F. Drucker | Source: The Conference Board Review | Subjects: Human Resources, Management

Although the actual results an individual produces may be quantifiable, the way she got those results, and the extent to which she modeled the organization’s values in generating them, aren’t subject to numerical measure. But behavior and adherence to values can certainly be described, and those descriptions of performance, supported by examples, are certainly objective.

Content: Quotation | Author: Dick Grote | Source: The Conference Board Review | Subjects: Human Resources, Management

Every person who works for an organization wants the answer to two questions. First, What is it that you expect of me? Second, How am I doing at meeting your expectations?

Content: Quotation | Author: Dick Grote | Source: The Conference Board Review | Subjects: Human Resources, Management, Organizational Behavior

This article identifies the Trybaby Syndrome as a performance challenge and introduces a “Performance Influence-Importance Matrix” to help managers identify the differences between so-called Trybabies, Spinners, Pass-Timers, and Corperformers. Two real-world examples of trybabies, followed by five countermeasures, are offered to help guide managers, coaches, and employees in handling the performance challenge referred to as the Trybaby Syndrome.

Content: Article | Author: Charles D. Kerns, Ph.D. | Source: Graziadio Business Report | Subjects: Human Resources, Management, Organizational Behavior

Underperforming salespeople are perhaps the greatest cause of frustration to sales executives and financial loss to business owners. The cost of hiring and keeping a bad salesperson can range from six to seven figures annually. To make matters worse, many companies waste money by trying to train sales skills in people who will never improve. Research shows that the most important factor for success is … [ Read more ]

Content: Book | Authors: Chris Croner, Richard Abraham | Subjects: Human Resources, Marketing / Sales

Dr. Chris Croner, a clinical psychologist and author of “Never Hire a Bad Salesperson Again,” gives examples of the types of questions to ask a sales candidate in order to determine a person’s drive. (video length: 05:04)

Content: Multimedia Content | Author: Chris Croner | Source: BNET | Subjects: Human Resources, Marketing / Sales

Developing global executives is an expensive proposition that can produce a significant return – provided that the corporation uses the knowledge and expertise it gained from earlier experiences effectively. These co-authors interviewed 101 individuals who succeeded in their international postings and concluded that poor management of three factors contribute to the failure of international executives: the individual, the cultural context, and organizational mistakes. Based on … [ Read more ]

Content: Article | Authors: George P. Hollenbeck, Morgan W. McCall, Jr. | Source: Ivey Business Journal | Subjects: Human Resources, International

Your workforce’s skills change over time, and so does your business. Getting the right people into the right jobs is key to your company’s growth.

Content: Article | Author: Amy Barrett | Source: BusinessWeek | Subjects: Human Resources, Management

Most companies are operated in ways that downplay the importance of people. They have bureaucratic structures that optimize the value of financial capital, machinery, equipment, and natural resources, at the expense of talent development and the opportunity for people to use their skills. Work processes are designed with simplified, standardized jobs, and individuals are controlled through well-defined hierarchical reporting relationships, highly monitored bud­gets, and close … [ Read more ]

Content: Quotation | Author: Edward E. Lawler III | Source: strategy+business | Subjects: Human Resources, Organizational Behavior, People

Originally published in 1957 and now back in print to celebrate its fiftieth anniversary, The Hidden Persuaders is Vance Packard’s pioneering and prescient work revealing how advertisers use psychological methods to tap into our unconscious desires in order to “persuade” us to buy the products they are selling.

A classic examination of how our thoughts and feelings are manipulated by business, media and politicians, The Hidden … [ Read more ]

Content: Book | Authors: Mark Crispin Miller, Vance Packard | Subjects: Career, Human Resources, International

Organizations, and especially teams, need 4 meta-talents to implement work projects and change initiatives. Here’s a snap shot of these 4 talent types.

Content: Article | Author: Faith Ralston | Subjects: Human Resources, Organizational Behavior

In our borderless global economy, companies must ship their executives nearly as far and wide as their products. Whether these far-flung executives soar or land with a thud may make all the difference between a successful international enterprise or a world-class failure-and it is this crucial difference that Developing Global Executives defines.

Based on a wide-ranging study of veteran global executives, leadership development experts Morgan W. … [ Read more ]

Content: Book | Authors: George P. Hollenbeck, Morgan W. McCall, Jr. | Subjects: Career, Human Resources, International

In this fifth chapter of The Talent Powered Organization, the authors address the question of engagement which, they argue, is the engine of the modern organization and a prerequisite for high performance.

Engagement – that is, the extent to which employees take responsibility for the organization’s goals – is the “magic” ingredient that lifts performance above that of a peer organization. This quality is highly measurable … [ Read more ]

Content: Article | Authors: Elizabeth Craig, Peter Cheese, Robert J. Thomas | Source: Accenture | Subjects: Human Resources, Management, Organizational Behavior