Ripped from the pages of Inc. magazine’s recent article, 7 Habits of Remarkably Likeable Bosses, I give you … something slightly different:
The 7 Habits of Remarkably Likeable HR Managers!
Here they are:
- They are named “Kay.” Have you ever really not liked someone named, Kay!? Kay just seems like a friendly lady with at least three cats and grandchildren, a whole lot of grandchildren. Kay is helpful. Kay will give you a hug when you need it. Kay brings in really good comfort food with funny names like “Redneck Bunt Cake.” Read more…
I used to work for a woman named Linda, who reported to a woman named Lisa.
I didn’t care for Linda too much, and I cared even less for Lisa.
I thought Lisa was disingenuous, kind of sneaky, and overall not to be trusted.
Perhaps I was wrong. Perhaps she was simply beleaguered and overwhelmed in the way that young managers can be, and being young myself, I couldn’t see it. Read more…
Having a forceful personality provides certain advantages in a competitive workplace. It can help you work your way up the ladder more quickly than you otherwise might.
But fair warning: if your favorite management slogan is “my way or the highway,” expect a few delays in your drive to the top.
You can survive with this attitude, but nobody loves a control freak. Read more…
By Paul Starkman
At the top of the list of risks guaranteed to give HR a headache this year is employee use of personal technology for work.
It was only a few short years ago that employers began to embrace the bring-your-own-device (BYOD) trend, allowing employees to use their personal phones, tablets and laptops for work.
Today, bring-your-own-device into the workplace is a given, with nearly two-thirds of technology-dependent Millennials using a personal device at work. Read more…
Okay, HR fans, here’s the game — I give you a real-life HR scenario and you tell me how you would handle it if your were the HR person in charge of handling it.
Got it!? Here’s the issue:
You’re a Regional HR Manager of a major chain of pizza restaurants. Most of your business is home delivery. This means you primarily have location managers, pizza cooks, and drivers.
It’s a random Tuesday in the Detroit metro area, and one of your drivers leaves on a delivery to local address. When the driver arrives at the address and goes to the door, there are two armed men there to rob him of his $37 and change, and of course, the pizza. Read more…
Technology is a primary touchpoint for all sorts of HR functions in today’s companies: time tracking, benefit enrollment, payroll, performance reviews, etc. It handles the most sensitive aspects of an employee’s experience with a company.
It’s where they get paid, receive feedback, share thoughts on their career and skills, and enroll their newborns in health insurance.
Yet, in comparison to so many other apps people use everyday, the employee’s experience using HR software all too often leaves a bad smell behind, and that’s not a good thing for employees or employers.
But there’s hope. Read more…
As part of their strategic planning process, companies divide customers into segments.
This helps them identify and address customers’ specific needs. It allows them to focus attention and tailor resource allocation to develop each segment differently according to potential to generate more revenue, higher margins, increased satisfaction, etc.
Companies should do the same for jobs and talent. Read more…
Last week, I discussed one of the trends (re-skilling HR teams) called out in Deloitte’s annual Global Human Capital Trends report for 2014.
Recently released and influenced by the work of Bersin by Deloitte, the report examines 12 trends that represent the way employees today are driving their organizations to innovate and transform human capital practices.
The report, as usual, is full of interesting data on human capital management trends and observations about the impact of those trends. It is definitely worth a read.
This week, I’d like to look at another top talent issue facing organizations around the world as identified by Deloitte: leadership. Read more…
“Our employees are our greatest asset.”
Year after year, it seems like employers focus on the same catchphrase.
Meanwhile, workforce engagement statistics continue to crawl along the ocean floor like bottom feeders scouring for scraps. It’s like being caught in a time-travel wormhole that loops back on itself, with only our clothing styles and digital technologies changing along the way.
Even professionals with specialized “knowledge skills” are caught in this spin cycle. And for too many in today’s workforce, it’s not just monotonous, but overwhelming. Read more…
Managers are indispensable players in any reward and recognition strategy.
In fact, a 2012 study by Dale Carnegie Training showed that an employee’s relationship with their direct supervisor is one of the top, if not the No. 1 driver of employee engagement.
However, while several organizations have a reward and recognition program in place to recognize the achievements of employees, too few have specific initiatives in place to reward managers for their efforts. Read more…