HR Insights

HR Insights, Leadership

Why Meddling Management Can Be Just as Bad as Micromanagement

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It’s long been established that the shortest distance between two points is a straight line.

Why then, do so many leaders beg to disagree?

If not, how to explain the prevalent leadership practice of inserting oneself (loudly and with much fanfare, in some cases) squarely between Point A and Point B, when there is absolutely no need to do such a thing and when doing such a thing is inefficient, cumbersome, and awkward? Read more…

Culture, HR Insights

Trust in the Workplace: It Takes Both Humility and Vulnerability

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We know trust when we see it.

It has a significant impact on every interaction. It’s the foundation of all of our relationships, work and personal.

Some research indicates a lack of trust in the workplace, especially during tough economic times, or when an organization is struggling. One poll by Maritz found: Read more…

Global HR, HR Insights

12 Coming Disruptions That HR Needs to Understand and Prepare For

HRCI_Book_Cover_Front

Editor’s Note: This is the sixth of 12 essays from the new book, The Rise of HR; Wisdom From 73 Thoughts Leaders. It’s compiled by Dave Ulrich, Bill Schiemann and Libby Sartain, and sponsored by the HR Certification Institute.

By Seth Kahan

Below are 12 significant and powerful changes that will impact the world of work over the next five to 10 years. HR professionals need to take these into consideration to be effective in both today’s and tomorrow’s business worlds.

Society is undergoing massive shifts that are difficult to imagine. We are all familiar with change and its increasing presence. It is now clear that this change will continue to not only increase but also become more powerful and complex. Read more…

HR Insights, Talent Management

David Letterman’s Retirement Signals the Great Boomer Workforce Exodus

Letterman

When asked by The New York Times to describe his impending retirement, David Letterman called it “a good solid punch to the head.”

After taping 6,000 episodes of “Late Night” over a 33-year career (three years more than his mentor, Johnny Carson), his analogy could not be more fitting – retirement is always a figurative punch to the head, both to the retiree and the organization losing them. Read more…

Culture, HR Insights

Managers and Executives? They Just Need to Stop and Talk to Each Other

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I work as a business advisor to executives, and in doing so also I often also have one-on-one conversations with their direct reports.

I can’t count how many times, though I am having confidential conversations with each of them, I am left thinking, “Do you two ever talk to each other?

They often are in violent agreement about how they feel about what needs to be done, and what role each of them should play in doing it. But to talk to either of them you’d think that they lived on different planets. Read more…

HR Insights, Recruiting and Staffing

It’s Hard to Get Off Easy When You Make a Really Bad Hire

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There’s a certain type of manager you only have to work with for, oh, five minutes, before concluding that they really suck.

Why? Mostly because said managers are extremely talented at making everything about them. As far as they’re concerned, you and your opinions are mostly garbage. (So if you’ve ever wondered why these managers always look like they smell something bad, well, that’s why.)

Depending on how long these managers have been in the workforce, they may have learned to solicit your opinion every now and again (having been told this is what good managers do), but you quickly discover they aren’t really listening, and they’ll never use the information or barely acknowledge you even offered it. Read more…

HR Insights, HR Management

HR Disrupted: The Next Agenda for Transformation and Delivering Value

RiseofHR Front Cover

Editor’s Note: This is the fifth of 12 essays from the new book, The Rise of HR; Wisdom From 73 Thoughts Leaders. It’s compiled by Dave Ulrich, Bill Schiemann and Libby Sartain, and sponsored by the HR Certification Institute.

By Diane J. Gherson

It isn’t often that a group of professionals can say with confidence that they stand at an important moment in history. This is one such moment for HR.

If that sounds like overreach, step back and consider the moment in which we find ourselves today. Over the past decade, we have seen the convergence of three historic shifts that are reshaping business and technology. They are: Read more…

HR Insights, HR Management

You’ll Never Forget Your First Time Firing Someone

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Do you remember your first time?

I was 26-years old. At the time, I was living in Michigan and working in my first job right out of college. I had been doing pretty well for myself and began moving up in the company.

I had just got put into a position where I had a couple of people reporting to me, and I had to hire a new person to report to me as well. I hired this smart, young person right out of college. Their passion and energy immediately attracted to them.

Oh, wait, you think I’m talking about… Read more…

HR Insights, Leadership

Yet Another Management Challenge: Coping With the Narcissistic Boss

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Of all the offensive managerial types, the narcissist has got to be one of the worst.

For our purposes, the term “narcissist” does NOT refer to those with narcissistic personality disorder (although God knows you don’t want someone with this diagnosis in your workplace). Instead, we’ll be talking about your garden-variety but nonetheless dangerous self-serving and self-loving boss.

That’s enough bad news for one day. Read more…

HR Insights, HR Management

Avoiding the “Profession” Trap: Reaching Out and Retooling HR

HRCI_Book_Cover_Front

Editor’s Note: This is the fourth of 12 essays from the new book, The Rise of HR; Wisdom From 73 Thoughts Leaders. It’s compiled by Dave Ulrich, Bill Schiemann and Libby Sartain, and sponsored by the HR Certification Institute.

By John W. Boudreau

HR’s capability can meet its opportunity only through retooling and reaching out to other disciplines, and not being too rigid about its professional boundary.

Can any human do human resource management? That’s what HR constituents and clients sometimes seem to believe — especially when leadership teams admonish their HR leaders to adopt practices such as “rank and yank” performance systems simply because they read about them in a book about Jack Welch and GE, or when they appoint leaders with little professional HR training to top HR roles. Read more…