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…
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…
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…
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…
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…
No matter the size of the organization, change is one of life’s constants in today’s business environment.
With all that change going on, everyone must be an expert on managing change effectively — right?
Most changes in organizations fail, due in part to employee resistance, failure to adequately prepare and miscommunication. Research shows that change initiatives are nearly twice as likely to fail as a result of organizational resistance rather than technical or operational issues. Read more…
Editor’s Note: This is the third 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 Kristi McFarland
In many organizations, the role of human resources leaders has been to advise and counsel other business leaders.
Relationships of deep trust and open communication are built over years of working together, where the HR person and the business person both benefit: The business leader benefits from having a safe place in which to wrestle with leadership challenges and decisions, and the HR person benefits from being a valued confidante, mentor, and coach. Read more…
I published a post on April 1 titled There’s a Good Reason Why HR Should Lead Change Initiatives, and it apparently was seen by many as an April Fools’ joke – that HR does not/should not/cannot lead organizational change initiatives.
I saw everything from “it’s not HR’s role,” to “HR doesn’t have the skills or credibility to do this.” For those of us in the profession, this is a disappointing indictment.
My justification was sound; organizational change is about people, and HR should be as well. Read more…
One of my favorite Millennials is graduating from college next month, and it occurs to me that he, like millions of others from the so-called Godless Generation, could benefit from some sage counsel before entering the workforce.
So while the world may view us crusty Gen-Xers as all but done, holding on for dear life while awaiting our sure and inevitable Millennial takedown (or is it shakedown?), I say “Bah! You’ve still got lots to learn from us, kids.”
For example… Read more…
Editor’s Note: This is the second 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 Lynda Gratton
The forces shaping our world are having a profound impact on organizations and on the HR professionals within them.
That is why over a decade ago my colleagues and I founded the Future of Work Research Consortium (FoW). Our aspiration was to engage with HR people from around the world to consider the forces that they believe will shape their function and the roles and responsibilities within it. Read more…