1486 Posts Found

There’s a better way to find and hire the very best employees.

Content: Article | Author: Joel Spolsky | Source: Inc. Magazine | Subject: Human Resources

At today’s leading organizations, executives in pursuit of high performance are becoming more sophisticated in the way they make investments in workforce services and employee development-which means targeting the key workforces most critical to their strategic goals.

Content: Article | Authors: Christian Marchetti, Ellen M. Balaguer, Peter Cheese | Source: Outlook Journal (Accenture) | Subject: Human Resources

Organizations undertaking change initiatives must engage employees. Paying the person instead of the job and using variable pay and stock are perhaps the most powerful changes an organization can make in moving its reward system toward one that supports performance and change. These authors describe the reward systems and motivational tools that will move employees to support the organization’s change initiatives.

Content: Article | Authors: Christopher G. Worley, Edward E. Lawler III | Source: Ivey Business Journal | Subjects: Change Management, Human Resources

Stars don’t shine alone. As Harvard Business School’s Boris Groysberg and Linda-Eling Lee reveal in new research, it is imperative that top performers as well as their managers take into account the quality of colleagues. Groysberg and Lee explain the implications for star mobility and retention in this Q&A.

Content: Article | Author: Martha Lagace | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Organizational Behavior

Perhaps one of the reasons for Matsushita Electric’s success is that I made it a rule as leader of the company to note the strong points of my employees and try to accept their weak points. Of course, since I concentrated so much on their strong points, I sometimes put a person without the necessary abilities in an important post, and this sometimes led to … [ Read more ]

Content: Quotation | Source: Quest for Prosperity: The Life of a Japanese Industrialist | Subjects: Human Resources, Management

Ordinarily, the US public attitude is generous and open minded toward profits and compensation. If somebody makes a lot of money the response is, “Great, someday it might happen to me.” What drives people crazy is when you make a lot of money at people’s expense. This is a powerful political form of resentment. It’s resentment at being exploited. Americans want companies to make a … [ Read more ]

Content: Quotation | Source: McKinsey Quarterly | Subjects: Compensation, Corporate Governance

Posting jobs on the Web is easy. It’s sifting through hundreds of resumés that’s a pain.

Content: Article | Author: David H. Freedman | Source: Inc. Magazine | Subjects: Human Resources, IT / Technology / E-Business

Look around and you’ll see that many companies are wasting their human capital by not matching work assignments to each employee’s level of capability. Whether they are stifled by too many layers in the chain of command or not being allowed to solve problems themselves, employees feel disconnected from the organization. This author has concrete suggestions for creating the right work environment that challenges people … [ Read more ]

Content: Article | Author: Stephen M. Ferris | Source: Ivey Business Journal | Subjects: Human Resources, Management

Practitioners and academics have argued that an engaged workforce can create competitive advantage. These authors say that it is imperative for leaders to identify the level of engagement in their organization and implement behavioural strategies that will facilitate full engagement. In clear terms, they describe how leaders can do that.

Content: Article | Authors: Dan Crim, Gerard H. Seijts | Source: Ivey Business Journal | Subjects: Human Resources, Organizational Behavior

All transitions are tricky. When planning one, here’s what to avoid at all costs.

Content: Article | Authors: Constance Dierickx, Joe McGill | Source: Chief Executive | Subjects: Corporate Governance, Human Resources

I worry about organizations that cannot fire one person but can fire a thousand.

Content: Quotation | Source: Leader to Leader | Subjects: Human Resources, Management

The Talent Management Handbook explains how organizations can identify and get the most out of “high-potential people” by developing and promoting them to key positions. The book explains:
1. A system for integrating three human resources “building blocks”: organizational competencies, performance appraisal, and forecasting employee/manager potential
2. Six human resources conditions necessary for organization excellence
3. How to link your employee assessment process to career … [ Read more ]

Content: Book | Authors: Dorothy R. Berger, Lance A. Berger | Subjects: Human Resources, Management

If you’ve ever wondered why some employers don’t seem to understand how to hire or retain their workers, you’re not alone. Slugging Through the War for Talent, a just-released research study cosponsored by Development Dimensions International (DDI) and Monster, confirms there is often a big disconnect between what employers and job seekers are looking for during the hiring process.

Content: Article | Source: Monster | Subjects: Career, Human Resources

If you can find people who are good at motivating others and getting the best out of people, they are the ones you want. There are plenty of so-called experts, but not as many great motivators of people.

Content: Quotation | Source: strategy+business | Subjects: Human Resources, Motivation

I sincerely hope that we’re seeing the end of retreats. This personalization of business relationships is misguided. For one thing, it’s expensive to have people climb poles or shoot at one another with paint guns. But the more depressing thing is that it’s taken us half a century to realize that when you remove everybody’s inhibitions, you create more problems than you solve. Regrettably, the … [ Read more ]

Content: Quotation | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Organizational Behavior, Training & Development

In terms of managing human capital to drive the bottom line, most companies operate on two false assumptions. One is that people can be anything they want to be if they try hard enough. The second is that each person’s greatest room for growth is in his or her areas of greatest weakness.

Content: Quotation | Source: Business Finance Magazine | Subjects: Ability, Human Resources

In the haste to “get it out there,” organizations are ignoring some basic realities about technology and learning, as well as about today’s learners. This results in e-learning programs that are time-consuming to create, expensive to produce and deploy and don’t change behaviors in a way that “moves the needle” for business results.

So how effective are your e-learning efforts? It’s time to find out. Think … [ Read more ]

Content: Article | Author: Kenneth Carlton Cooper | Source: Chief Learning Officer | Subjects: Human Resources, Management | Industry: Education / Training

To equate promotion only with managing more people often discourages those who can’t do it or elevates individuals who don’t have the required management skills.

Content: Quotation | Source: Boston Consulting Group (BCG) | Subjects: Human Resources, Management

e’ve all seen it: a successful employee promoted to manager is given no training and essentially pushed into the deep end and told to swim? According to the author, this approach to creating new managers is epidemic. Using an accessible gardening metaphor, this article contends that new managers must have a support system available to train them, while on the job, to become successful managers. … [ Read more ]

Content: Article | Author: Erika Andersen | Source: ChangeThis | Subjects: Human Resources, Management

The notion of different types of learners and learning styles usually refer to “auditory,” “visual” and “verbal.” While these distinctions are valid, there is a different way to think about this: in terms of how people think about their goals.

Content: Article | Author: Donalee Markus, Ph.D. | Source: Chief Learning Officer | Subjects: Education, Human Resources | Industry: Education / Training