First of two parts
Imagine being assigned a physician and then purposely rejecting them solely because they were “overqualified” for your medical situation. Well that’s exactly what happens when hiring managers reject candidates who have “too many” qualifications.
There is simply no excuse in this new era of data-based recruiting to adhere to this old wives’ tales” in hiring. I have written in the past about the cost of rejecting “job jumpers” and in this article, I will focus on the false assumption that hiring candidates who are “overqualified” will result in frustrated employees who will quickly quit.
There is simply no data to prove any of the negative assumptions that are often made about overqualified prospects or candidates. Read more…
I appreciate a good analogy, especially when it comes to terms that can be defined in multiple ways.
Employee engagement and alignment are a good example. Here’s a brilliant analogy from a local business journal:
Employee engagement is essential to an organization’s success, and alignment is arguably even more important. As an example, consider a 400-meter relay race. The winning team carries the baton past the finish line first. The direction of the finish line represents alignment between employees and the organization’s vision and goals. The speed of each runner is akin to engagement. To win, every runner in the team must run fast (i.e. be engaged with the organization) but also run in the direction of the next runner or the finish line (i.e. be aligned).” Read more…
Editor’s Note: Readers sometimes ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
By Timothy R. Clark
How do you learn engagement from someone who’s disengaged?
You don’t. That’s like trying to learn French from a Spanish teacher. People simply can’t teach you what they don’t know.
So we decided that the key to understanding high engagement was to study the highly engaged. We studied 150 highly engaged employees in 13 different industries and 50 different organizations, from aerospace and health care to technology and media. Read more…
By David Lee and Jacob Schneid
Despite millions of words written and millions of dollars spent on improving employee engagement, the needle has barely budged over the years.
From Gallup’s State of the American Workplace:
While the state of the U.S. economy has changed substantially since 2000, the state of the American workplace has not. Currently, 30 percent of the U.S. workforce is engaged in their work, and the ratio of engaged to actively disengaged employees is roughly 2- to-1, meaning that the vast majority of U.S. workers (70 percent) are not reaching their full potential — a problem that has significant implications for the economy and the individual performance of American companies. Gallup’s research shows that employee engagement remains flat when left unmanaged.” Read more…
Let it go.
Since the beginning of time, those three words have never been repeated more frequently by more people or in more places than they have since the release of Frozen. Whatever else Elsa was singing about, however, she may as well have been delivering her primary message – let it go – to the modern manager.
Why is it that managers struggle to let things go?
There are a variety of reasons and the challenge manifests itself in many ways. Read more…
Human resources firms are among the top revenue-producing sectors on this year’s Inc. 5,000 list of the 5,000 fastest growing private companies in the U.S.
With an aggregate 2013 revenue of $12.13 billion, the 199 self-identified human resource firms cumulatively ranked sixth among the 25 business sectors on the Inc. list.
The group includes HR services firms such as Trinet, the largest company to make the list with reported revenue of $1.6 billion. Its 81 percent growth over three years ranked it 3,821 on the Inc. 5000 list. Read more…
Culture is a powerful force and culture-shaping efforts fail for many key reasons.
But what makes them succeed? What makes some culture-change efforts successful where others become simply another “flavor of the week” training session that never translates into real change?
This is a subject of great debate, and many theories exist. Read more…
Personnel Today recently reported on a survey conducted by KPMG’s Global HR Centre of Excellence.
The survey asked “people and change practitioners” from across KPMG’s global member network about the new “war for talent” and how it manifests in today’s workplace.
Even as the slow economic recovery continues to drag on, we are experiencing a war for talent — even as the skills needed and talent sought is itself evolving. And the needs of who and how we target employees for training, growth and advancement needs to also change. Read more…
We think there are millions of ways to engage, or disengage, employees but there aren’t.
Truly, there are only six. The six basic emotions we feel as humans, which are:
- Happiness; Read more…