1486 Posts Found

One popular reason for giving equity is “We want people thinking like owners.” But think again. Most employees don’t want to think like owners; otherwise, they’d be out there starting companies…We say, “think like an owner” when we mean, “be cost-conscious.” And equity is supposed to do that?

Content: Quotation | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Organizational Behavior

Hiring is the process of taking in new talent in an organization for filling up current job vacancies. Researches indicate that hiring has been the prime Human Resource (HR) activity in organizations. The paper argues that the next importance after hiring must be accorded to workforce planning. The effective results of hiring accrue only if there is a proper workforce planning mechanism in organizations. The … [ Read more ]

Content: Article | Author: Lou Adler | Source: Electronic Recruiting Exchange | Subject: Human Resources

Gallup’s very first studies of sales forces more than four decades ago yielded some conclusions that are as valid now as they were then. One of those conclusions is that managers make a difference. If you want to improve the quality of your sales organization, start by improving the quality of your front-line sales managers.

Content: Article | Author: Benson Smith | Source: Gallup Management Journal | Subjects: Human Resources, Marketing / Sales

Recent Accenture research has shown that C-suite executives highly value the importance of learning in improving worker productivity and overall performance. But only 16 percent of executives are very satisfied with their learning programs. Here are some essential practices for mastering the learning function.

Content: Article | Authors: James M. Benton, Meredith A. Vey | Source: Accenture | Subjects: Human Resources, Management

The trouble with work is that it almost always involves people. And the trouble with people is that they’re, well, people. They have emotions; they have issues other than work; they get tired; they misunderstand things. No matter how wonderful your team is, eventually somebody is going to get mad at somebody.

And if you’re the boss, you may be called upon to handle the … [ Read more ]

Content: Article | Author: Ellen Gragg | Source: OfficeSolutions | Subjects: Human Resources, Management

We must hold people in the same role accountable for the same performance outcomes but challenge each person to reach these outcomes by capitalizing on his unique talents. We must teach managers how to distinguish between talents — which cannot be transferred from one person to another — and skills and knowledge, which can. We must build performance management systems that label a person’s talents … [ Read more ]

Content: Quotation | Source: Gallup Management Journal | Subjects: Human Resources, Management

There’s a 95 percent chance of a positive correlation between company performance and factors such as performance-based pay plans, the deployment of knowledge management systems, or the percentage of staff hired through a validated selection procedure, according to a study carried out by Sustainable Asset Management (SAM) and a team headed by BCG’s Felix Barber. The findings illustrate how specific people-management practices can enhance employee … [ Read more ]

Content: Article | Authors: Alois Flatz, Felix Barber, Michael Heidecker | Source: sam insight | Subjects: Human Resources, Management

Few great men could pass personnel.

Content: Quotation | Source: CareerJournal (WSJ) | Subject: Human Resources

With the problem of human-capital cost hikes reaching critical proportions, CFO devotes an entire issue to health care, retirement plans, IT/outsourcing, and perks.

Editor’s Note: topical and US-centric, but of value to those who care about these things…

Content: Article | Source: CFO Publishing | Subjects: Human Resources, Outsourcing / BPO

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As an effective Manager, you will need to be able to juggle between the roles of Leader, Manager and Coach throughout your working day. It is often hard to determine which role is appropriate but each one will give different results, depending on the issue or opportunity at hand. Being a coach within the role of management is essential to ensuring that you get … [ Read more ]

Content: Article | Author: Claire Norman | Source: TheWorkingManager.com | Subjects: Human Resources, Management

The biggest challenge for many great front-line managers may be using their employees’ talents as the basis of building strengths in an organization that is fixated on correcting talent weaknesses.

Content: Quotation | Source: Gallup Management Journal | Subjects: Human Resources, Management

In the workplace, employers need to take into account women who take a temporary “off-ramp” from their careers. Here is how to keep them connected to your company.

Content: Article | Authors: Carolyn Buck Luce, Sylvia Ann Hewlett | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Women in Business

To gauge the strength and loyalty of your workforce, invest resources in a re-recruitment campaign. Through this process, you can gain a better understanding of the stability, dedication, and preparedness of your employees. This deeper appreciation of the viability of your workforce is particularly valuable when you anticipate a change in your external environment that may adversely affect the dependability of your employees.

Content: Article | Author: Roger Herman | Source: LeaderValues | Subjects: Human Resources, Management

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Managers manage what they can measure–and they find it hard to measure people. While they can calculate payroll expenses, they typically don’t have the tools to determine causal relationships: why valued employees really leave, what happens when new staff are promoted rapidly, how training influences productivity. And when economic pressures dictate that labor costs should be adjusted to business realities, many managers don’t know when … [ Read more ]

Content: Quotation | Source: Mercer Management Journal | Subjects: Human Resources, Management

By focusing on the end points of managing talent (acquisition and retention) rather than on the middle ones (deployment and development), organizations ignore the things that matter most to employees. When this happens, companies set themselves up for inevitable churn, which becomes especially hazardous in a tight labor market.

…Rather than focus on metrics and outcomes (“acquisition” and “retention”), they must concentrate on the things … [ Read more ]

Content: Quotation | Source: Deloitte | Subject: Human Resources

It isn’t surprising that most organizations hold people to the confines of their resumes. It is risky to hire or reassign people based on their potential, rather than their experience. But inviting talented people to explore their options is not as risky or costly as paying them when they’re disengaged, or losing them altogether to the competition.

It is not unusual for people to try … [ Read more ]

Content: Quotation | Source: Deloitte | Subject: Human Resources

The onus of recruiting the best for an organization lies on the shoulders of the HR professionals. Of late, it has been noticed that organizations are not doing enough to judiciously manage the human capital. As a result, the organizations are facing a tough time, recruiting talented people, and molding the existing ones. The HR department is usually more focused on ‘how’ well the department … [ Read more ]

Content: Article | Authors: John Boudreau, Pete Ramstad | Source: Strategic HR Review | Subject: Human Resources

We grow because you can’t otherwise provide an opportunity for talent. You have to provide that, or else change your view of who your talent should be.

Content: Quotation | Source: Fast Company | Subjects: Human Resources, Organizational Behavior