1409 Posts Found

Education for adults is basically experience understood in tranquility. In other words, you have the experience and then you can go away to a place of tranquility like a school or a course and reflect with the help of people who give you some concepts on what you’ve learnt or what you’ve experienced. Then you go off and do it hopefully better next time. And … [ Read more ]

Content: Quotation | Source: “Ivey Business Journal” | Subjects: Education, Training & Development

Although companies have begun to use standard assessment tools to help select employees, most are unwilling to invest in technology that requires them to alter their existing recruiting process. This article suggests that the easiest way to leverage the benefits of these tools without requiring major changes is to upgrade the interview process. [BNET Annotation]

Content: Article | Author: Charles Handler | Source: “Electronic Recruiting Exchange” | Subject: Human Resources

In most organizations, interviews are the most important selection tool used to make hiring decisions. Companies who rely heavily on the interview often miss out on hiring the best person for the job because they don’t realize that unstructured interviews and some types of structured interviews (behavioral interviews, competency interviews, etc.) can be problematic and out of date. It’s important to understand the weaknesses of … [ Read more ]

Content: Article | Author: Stephen Jackson | Source: “HR Strategy” | Subject: Human Resources

The 360-degree feedback tool was originally used to determine professional development needs, but quickly gained popularity as a performance appraisal tool. The 360-degree review aims to provide employees with feedback on their performance from those above, below, and at the same level in the company. With managerial support, employees are expected to analyze the feedback to identify their strengths and weaknesses and then develop a … [ Read more ]

Content: Article | Source: “ManyWorlds” | Subjects: Human Resources, Management

Many of today’s midcareer workers are well educated and have retained their love of learning. They know that increasing their skills will raise their chances for personal and professional advancement. However, many find themselves too busy for extensive education and training; personal development time comes at the sacrifice of other responsibilities, both on the job and off. And some people, especially those who have reached … [ Read more ]

Content: Quotation | Source: “Harvard Business Review” | Subjects: Learning, Training & Development

Too many executive teams are neglecting to have thoughtful discussions about their leadership pipelines. Yet forward-thinking organizations know they need leaders and a leadership succession plan that deliver results.

Content: Article | Authors: Barry Conchie, Jerry Hadd | Source: “Gallup Management Journal” | Subject: Human Resources

Most organizations have management development programs in place, and some have multitiered programs. But generally, the tiers are differentiated by the amount of training given, without reference to any fundamental shift in the way managers must think and lead. Such programs fail to take into account the different behavioral demands that accompany different levels of responsibility.

Content: Quotation | Source: “Harvard Business Review” | Subject: Training & Development

“For coaches interested in learning how we got to where we are, or developing their coaching skills, this a fascinating read. As well as dealing with the psychological fields of the person-centred approach, cognitive psychology, family therapy and systems thinking, hypnotic communication , social psychology and the existential stance the difference between coaching and counselling, lessons from the athletic coaches, ethics in coaching and making … [ Read more ]

Content: Book | Author: Bruce Peltier | Subjects: Human Resources, Management | Industry: Other

According to analysis conducted by a Harvard University-led research team, it is entirely possible that you are biased-and that you don’t even know it.

Such hidden biases can be disastrous for the employees who suffer as a result of them; they also can damage businesses by leading managers and employees to make flawed business decisions in a number of areas, including hiring, promotion, training opportunities and … [ Read more ]

Content: Article | Author: Pamela Babcock | Source: “HR Magazine” | Subjects: Human Resources, Organizational Behavior

Researchers routinely find that 60 to 75 percent of the employees in any organization-no matter when or where the survey was completed and no matter what occupational group was involved-report that the worst or most stressful aspect of their job is their immediate supervisor.

Content: Quotation | Source: “Stanford University” | Subjects: Human Resources, Organizational Behavior

Some HR managers resist measuring their work. They argue that HR activities cannot be measured, since outcomes such as employee attitudes or managerial productivity are impossible to calibrate meaningfully or precisely. They assert that they cannot control the labor market. But the finance department cannot control the inflation rate, and the marketing department has little control over the product quality. Yet each of these departments … [ Read more ]

Content: Quotation | Source: “Ivey Business Journal” | Subject: Human Resources

In this issue of Spotlight, Dick Grote speaks to editor Sarah Powell about the difference between standard performance appraisal and ‘forced ranking’ and the reasons why forced ranking is so contentious.

Content: Article | Authors: Dick Grote, Sarah Powell | Source: “Emerald Now” | Subjects: Human Resources, People

This list is a great jump-start for conducting a successful and revealing inverview. These questions will help you move beyond the basics and create a more accurate picture of a candidate’s communication, leadership and problem-solving skills.

Content: Article | Author: Lynda Ford | Source: “The Ford Group” | Subject: Human Resources

This article provides a long list of common problems that occur during and after layoffs. Topics covered include:
– Planning and strategy
– Who does it
– When it is done
– The layoff process itself
– Selection criteria
– After layoffs are completed

Content: Article | Author: John Sullivan | Source: “Gately Consulting” | Subject: Human Resources

Hiring an outsider masks the hard truth that a company has not developed a pipeline of leaders from among its ranks who can step in and manage the bigger challenges of the day.

Content: Quotation | Source: “Ivey Business Journal” | Subjects: Human Resources, Succession Planning

A Relative Organization Chart based on Position Class is an excellent starting point for organization analysis. It helps identify possible organization and human resources issues as well as give a clear picture of relativities among positions. From this starting point, companies have a clear idea of what issues require further investigation and what information is necessary before informed decisions can be made. With Position Evaluation, … [ Read more ]

Content: Article | Author: Richard Payne | Source: “Mercer Human Resource Consulting” | Subject: Human Resources

Keeping valued employees is a key part of your job. So what can you do to recognize a job well done when money is tight?

Content: Article | Author: Carol Orsag Madigan | Source: “Business Finance Magazine” | Subjects: Human Resources, Management

People need to be reminded more often than they need to be instructed.

Content: Quotation | Source: “43 Folders” | Subjects: Communication, Leadership, Management, Training & Development

Jim-Bob strives to be on time for meetings. Myrtle keeps improving her accuracy. What’s wrong with these word pictures of employee performance? If they’re part of a formal performance review, they send mixed signals – signals that could come back to haunt you in lawsuits. Here’s how to make your employee performance reviews accomplish their goals.

Content: Article | Author: Carol Orsag Madigan | Source: “Controller Magazine” | Subjects: Human Resources, Management

We spend four months per year on the budget process, but we hardly spend any time talking about our talent, our strengths and how to leverage them, our talent needs and how to build them. Everyone is held accountable for their budget. But no one is held accountable for the strength of their talent pool. Isn’t it the talent we have in each unit that … [ Read more ]

Content: Quotation | Source: “Ivey Business Journal” | Subjects: Human Resources, Management