Smart Questions: How to Help An Underachiever
Only 14 percent of senior executives say their companies do a good job dealing with poor performers, according to a survey by LeadershipIQ, a management training and research firm in Washington, D.C. Here’s what to ask a poor performer on your payroll.
Content: Article | Author: Jennifer Gill | Source: Inc. Magazine | Subjects: Human Resources, Management
Employee Bias Claims, By The Numbers
Now Hiring: Brilliant People
Choosing the right employees is one of the most important – and most difficult – decisions a manager makes. To help you spot the shiny needle in that haystack of resumes, BNET has assembled a guide to conducting job interviews. They’ve also investigated the recruiting techniques of Google, Microsoft, Southwest Airlines and others, revealed the seven questions you must ask, and compiled a list of … [ Read more ]
Content: Article | Source: BNET | Subject: Human Resources
Why ‘Forced’ Job Rankings Don’t Work
Managers shouldn’t have to use arbitrary evaluation systems that pit employees against each other.
Content: Article | Author: Liz Ryan | Source: BusinessWeek | Subject: Human Resources
HR’s Role in Strategy Implementation: Leading the Human Side of Change
HR professionals have arrived at the strategy-creating table. This is good, but it is time for HR as a profession to move past this objective. HR professionals have a unique set of perspectives and knowledge to bring to the strategy creation table, but even more important is what they could bring to the strategy-implementation table. HR professionals, often defensive about their comparative worth, need not … [ Read more ]
Content: Article | Author: Richard McKnight, Ph.D. | Source: Right Management Consultants | Subjects: Human Resources, Strategy
The Workforce of One: An Overview
To get maximum performance from their employees, leading companies are now considering each employee as a “workforce of one.” The author explains that in taking this approach to human capital management, companies tailor people practices and policies to individuals and groups of employees with the goal of improving individual and organizational effectiveness. The author also explains four techniques that companies can use, alone or in … [ Read more ]
Content: Article | Author: Susan Cantrell | Source: Accenture | Subjects: Human Resources, Management
Integrated Pay for Performance: The High-Tech Marriage of Compensation Management and Performance Management
An effective pay-for-performance strategy requires that compensation management and performance management function well separately but also operate in an integrated way.
Content: Article | Author: Lynn Summers | Source: Compensation Benefits Review | Subjects: Human Resources, Management
Defamation vs. Negligent Referral
A policy of giving only basic employee references may lead to liability.
Editor’s Note: this is an older article (Spring 1999) so the status of some of the legal issues discussed has undoubtedly changed, but the concepts addressed are of long-lasting value…
Content: Article | Author: Linnea B. McCord | Source: Graziadio Business Report | Subjects: Human Resources, Legal
Anatomy of a Bad Hire
Avoiding common hiring mistakes might be a better strategy than hiring the best.
Content: Article | Author: Lou Adler | Source: ere.net | Subject: Human Resources
Missed Opportunities: Talent Intelligence During the Onboarding Process
In the new perspective, recruiting is viewed as only half of the task of hiring. Orientation is the other, often ignored element. The new hire’s first week on the job is too important to delegate to human resources or to devote to “reading the manual.” Managers need to take control of the process of bringing a new employee on board and engage in what we … [ Read more ]
Content: Article | Authors: John Sullivan, Master Burnett | Source: ere.net | Subject: Human Resources
Charles Kettering
The biggest job we have is to teach a newly hired employee how to fail intelligently. We have to train him to experiment over and over and to keep on trying and failing until he learns what will work.
Content: Quotation | Source: Unknown | Subjects: Management, Training & Development
Old Questions
We’ve studied older workers to death. How come we know so little about them?
Content: Article | Author: Mary Young | Source: Across the Board (ATB) | Subjects: Demographics, Human Resources
Toppling a Taboo: Businesses Go ‘Faith-Friendly’
Do your Hindu, Sikh and Jain coworkers need a three-day weekend in November to celebrate Diwali? Have you ever asked Muslim employees to help design products destined for a Southeast Asian market? Did you know one colleague urging another to accept Christ as a personal savior is a legally protected act? In the world of corporate diversity and inclusion, first there was race, then gender … [ Read more ]
Content: Article | Source: Knowledge@Wharton | Subjects: Human Resources, Management
Are Your Workers Engaged?
Why (Most) Training is Useless
David Maister argues that the majority of business training is a waste of money and time, because only a microscopic fraction of training is ever put into practice and the hoped-for benefits obtained. What companies don’t seem to understand is that training is a wonderful last step in bringing about changed organizational and personal behavior, but a pathetically useless first step.
Content: Article | Author: David Maister | Source: davidmaister.com | Subjects: Human Resources, Management
The Human Capital Management Value Map: Deloitte Demonstrates That HR Can Be Strategic
For several years, human resources executives have chanted the mantra that HR is strategic. But what does this really mean? How do you know it, and, even more importantly, how do you measure it? The answers to these questions have been difficult to attain and are mostly subjective and qualitative. However, Deloitte has parlayed its Enterprise Value Map into its new Human Capital Management Value … [ Read more ]
Content: Article | Author: Craig Symons | Source: Forrester Research | Subjects: Human Resources, Management
Training: Rounding up the Usual Suspects
With literally billions of dollars spent on training, why is it not more effective in changing organizations’ practices? Why are training departments becoming today’s “usual suspects?”
Content: Article | Author: Abhay Padgaonkar | Source: CEO Refresher | Subject: Human Resources | Industry: Education / Training
Conducting A Twenty-Minute Job Interview
When a candidates interviewing skills collide with the interviewer’s urgent need to hire, he or she may be talked into making a regrettable decision. In the name of caution, the interviewer holds endless rounds of one-to-three hour interviews, and his or her work suffers.
Both pitfalls are avoidable. By taking a few common-sense measures, you’ll spend less time interviewing than you do today. At the same … [ Read more ]
Content: Article | Author: Frederick Hornberger | Source: Recruiters Network | Subject: Human Resources
Paul Volcker
When I look at stock options, I am more and more convinced that in a basic sense, the trouble is not whether you expense or not – stock options are just a bad instrument. They’re so subject to abuse, you want to get rid of them. There ought to be better ways of compensating people. There are better ways. Because the results are so capricious, … [ Read more ]
Content: Quotation | Source: CFO Publishing | Subjects: Compensation, Finance
Bruce M. Hubby
…you don’t need to know a lot about people’s weaknesses. But you need to know about their strengths. Trying to correct someone’s weaknesses can be a demotivator. People gain confidence when you build on their strengths.
Content: Quotation | Source: Fast Company | Subjects: Leadership, Motivation