1486 Posts Found

Bob Nardelli’s pursuit of perfection, 3 billion human interactions per year.

Content: Case Study | Author: Victoria Griffith | Source: strategy+business | Subjects: Change Management, Human Resources | Industry: Retail | Company: Home Depot

Grooming internal talent for senior positions is a surprisingly improvised hit-or-miss proposition at many companies, relying on instinct and biased judgments. A more effective alternative, the Group Evaluation Method, uses a structured and iterative discussion process to assess an individual’s potential for leadership roles and predict which areas need development in order to ensure the candidate’s progress. The nature of group participation means that colleagues … [ Read more ]

Content: Article | Author: Randall Cheloha | Source: Mercer Management Journal | Subjects: Human Resources, Leadership

114 professionally developed and validated psychological tests, 111 Just-for-Fun tests, 230 mind games and quizzes … Queendom has it all! A pioneer and leader in online testing, Queendom has served more than 400 million tests in nine different languages to help you grow, jump-start your career and improve your relationships.

HR professionals or entrepreneurs may want to check out the ARCH … [ Read more ]

Content: Article | Author: Plumeus | Source: Queendom | Subjects: Career, Human Resources

Hope…is not the same as joy that things are going well, or willingness to invest in enterprises that are obviously heading for success, but rather an ability to work for something because it is good, not just because it stands a chance to succeed. It is not the conviction that something will turn out well, but the certainty that something makes sense, regardless of how … [ Read more ]

Content: Quotation | Source: CEO Refresher | Subjects: Motivation, Organizational Behavior

Outsourcing isn’t new, but the business theory behind outsourcing has never been more relevant to HR functions than today. Leadership is increasingly looking to HR for human capital strategies to help accomplish business goals. It is not enough that HR programs are efficient, effective, and competitively priced; management wants to see a return on these investments — through increased productivity, decreased turnover, and bottom-line improvements. … [ Read more ]

Content: Article | Source: Mercer Human Resource Consulting | Subjects: Human Resources, Outsourcing / BPO

A few pioneering companies have married a perceptual shift with the new tools of human capital management. For First Tennessee National Corporation, it was a natural match. In the late 1990s, First Tennessee, now the 31st largest bank holding company in the United States in asset size and market capitalization, believed there was significant leverage in highly developed human capital management practices. The case study … [ Read more ]

Content: Case Study | Authors: Haig Nalbantian, Tom Love | Source: Mercer Management Journal | Subject: Human Resources | Industry: Finance / Banking | Company: First Tennesee National

Having the courage to fire the right person at the right time can be the most cost-effective way to improve an IT implementation.

Content: Article | Author: Michael Schrage | Source: CIO Magazine | Subjects: Human Resources, Organizational Behavior

Although building strengths can lead to world-class performance, training to improve areas of weakness is essentially damage control — by aiming to eliminate defects, it inspires adequate, not superior, performance.

…The fact is, training can do wonders for the right person in the right job — especially when that training builds on the employee’s greatest talents. But all the training in the world cannot make … [ Read more ]

Content: Quotation | Source: Gallup Management Journal | Subject: Training & Development

Organizations that want to increase employee engagement need a performance management system that is geared toward developing it. Giving people more opportunities to learn can play a part, but companies must manage all the dimensions that drive engagement, not focus on just one.

The world’s best companies recognize that employees flourish when they are placed in roles that play to their talents. Thus, organizations should not … [ Read more ]

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

Traditionally in human resources, we ask: “Have you done this work before? How long? Where did you do it? Where did you go to school?” But these questions just scratch the surface. They overlook talent. And people who lack the core talents needed for success in a role are never going to achieve and sustain superior levels of performance; they’re never going to grow at … [ Read more ]

Content: Quotation | Source: Gallup Management Journal | Subject: Human Resources

[When hiring] I look for character, intelligence and work ethic. And if I screw up on the first one, I pray they’re dumb and lazy.

Content: Quotation | Source: Chief Executive | Subject: Human Resources

Developing and promoting internal talent who are already performing successfully within a company’s unique culture is preferable to hit-or-miss recruiting of senior executives from the outside. For one thing, success in senior positions depends on whether a new leader is accepted by his or her peers; so many external candidates fail because the culture rejects them. For another, promotions send a signal that an organization … [ Read more ]

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

Keeping employees engaged and aligned with the needs of the organization is the responsibility of executives at all levels. And for good reason: New research shows that the more engaged the workforce, the more innovative, productive and profitable the company.

Content: Article | Authors: James M. Benton, Susan Cantrell | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Organizational Behavior

The flip side of rewards is risk. A commitment to delegation and empowerment raises a host of thorny questions. For example: How do you strike a balance between trust and security? Senior managers want people to be bold enough to do “what’s right” for the company – but what if what’s right for the company means shutting down their project or cutting back research dollars … [ Read more ]

Content: Quotation | Source: Prism (Arthur D. Little) | Subjects: Motivation, Risk Management

Driving strategy through workforce performance

In a marketplace fueled by intangible assets, anything less than optimal workforce success can threaten a firm’s survival. Yet in most organizations, employee performance is both poorly managed and underutilized.

The Workforce Scorecard argues that current management and human resource practices hinder employees’ ability to contribute to strategic goals. To maximize the power of their workforce, organizations must meet three challenges: view … [ Read more ]

Content: Book | Authors: Brian E. Becker, Mark A. Huselid, Richard W. Beatty | Subject: Human Resources

Linking incentive compensation to business unit performance can be a win-win option for managers and the organization. But crafting a workable plan requires customizable metrics and intensive monitoring.

Content: Article | Author: Joanne Sammer | Source: Business Finance Magazine | Subjects: Human Resources, Management

Growing attention has been focused on top people’s rewards, notably on so-called ‘rewards for failure’. But rewards systems remain a difficult challenge at every level of the organisation.
* Are we any nearer to agreement on what constitutes fairness?
* What is the next generation of employees looking for?
* What balance in work/life issues?
* How does the collapse of the pension promise in … [ Read more ]

Content: Article | Source: European Business Forum (EBF) | Subjects: Human Resources, Organizational Behavior

People from the military have a higher internal drive for excellence. We see that they’re self-policing. They have less of a disposition to blame outside events or organizational issues for lack of success. They typically are self-driven and have a higher moral compass, as well. In military terms, given a mission, they set out to achieve it without a whole lot of oversight.

Content: Quotation | Source: Across the Board (ATB) | Subject: Human Resources

From key phone numbers to essential payroll figures, here’s a handy list of 2005’s facts and figures that no HR professional can afford to be without.

Content: Article | Author: Darren McKewen | Source: CareerJournal (WSJ) | Subject: Human Resources

Start with these keys for finding and interviewing candidates

Content: Article | Author: Harry Joiner | Source: Optimize Magazine | Subjects: Career, Human Resources