A look at LinkedIn’s recently released Talent Trends 2014 report provides some interesting data about what’s on the minds of today’s professional workforce.
As the study confirms, we live in an age of unprecedented transparency: “More job opportunities are viewable online, and the available context – information on the company, its culture, and the team including the hiring manager – has never been richer.”
LinkedIn’s platform itself proves this point, and this ever-increasing transparency is certainly changing the landscape of talent acquisition. It asks to us to consider how the talent, people, are approaching and considering new careers. Read more…
What is the level of trust in your culture? What do employees think of senior management?
Research says that only 49 percent of employees trust senior management. The scores for CEO’s are even more dismal; 28 percent of surveyed employees felt the CEO was a credible source of information.
Trust promotes creativity, conflict management, empowerment, teamwork, and leadership during times of uncertainty and change. A culture of trust is a valuable asset for any organization that nurtures and develops it. Read more…
Whether your business is large or small, if you are the CEO, you are also the CCO — the Chief Cultural Officer.
Culture matters. It is what makes the difference between a thriving, profitable, and growing business and one that is lethargic and struggling.
The CCO who takes on the creating, shaping, and development of the company’s culture will see a highly productive and happy workforce who produce significant bottom line results. Read more…
By all other accounts, you probably aim to hire the best people for your organization.
This includes targeting those who went to elite universities, were top of their class, and come with a bevy of recommendations from professors and advisors. But, do top grads always equate to the best workers? Not according to Google.
In a recent conversation with the The New York Times, Google’s head of people operations, Laszlo Bock, outlined what Google really cares about when it comes to hiring — and it has nothing to do with going to a top-tier school or earning a perfect SAT score. In fact, Bock asserted that students who traditionally have an “easier” time earning top grades are taught to rely on their talent, which makes it hard to fail gracefully. Read more…
First of two parts
A candidate from a well-known benchmark firm dropped out of our search for a General Manager position because the hiring manager took a week to respond to his interest. He said:
It’s not like I need their job. If it takes them a week to respond to a resume like mine for a job of this importance, they’re not the kind of company I want to work for. I move fast, and I can already see that my style wouldn’t fit their culture. –Wind River Associates
As a corporate recruiting leader, know that in a highly competitive college marketplace, there may be nothing that damages corporate recruiting results more than slow hiring. Read more…
I often hear this from executives:
“My managerial team needs to be more strategic. I have managers who are fine at executing, but they are not strategic.”
Clearly articulating what those managers should be doing to be more strategic is often difficult.
What is strategy? What does it look like? What does it sound like? Read more…
There are times when it’s hard to escape the impression that change is in the air.
We live in such a time. Deep-seated forces are reshaping the global landscape, creating the need for a new brand of business leadership.
For HR, this presents both a unique challenge and a golden opportunity to deliver real strategic value to the business.
HR leaders will be expected to exemplify this new style of leadership. And the function will be tasked with creating and maintaining a pipeline of talent capable of guiding their organizations through seismic shifts. Read more…
“You are so right! I do own the keys to my career! Love it!”
One of my most pleasurable activities is following up with people who have read a blog post that caused them to send a note. This response was from a Chief HR Officer who is striving to be a new style senior level HR person.
The problem is her leadership team is stuck in the old ways of HR and can’t see the forest for the trees.
In our email exchange, I used the expression “you own the keys to your career; no company ever owns that.” Read more…
Many HR people are familiar with Catbert, the “Evil HR Director” from Dilbert, the comic strip written and illustrated by Scott Adams.
Catbert is the company’s gatekeeper and policy policeman, concocting and implementing rules and policies with blind adherence to the company.
One of my personal Catbert favorites is the time he came up with the idea to offer unpaid vacation time to employees as long as their managers approved it in advance. He planned to downsize any workgroup who used the policy, since that was proof to him the group was overstaffed. Funny huh? Read more…
The things you can always count on in life are: death, taxes, and a lousy HR leader in your organization.
I think I saw that on a t-shirt at SHRM National conference one year! The reality is, HR leaders are selected a little different from most leaders in our organization.
Most leadership is selected this way (right or wrong):
- Perform really, really well; and,
- Get promoted into a position of leadership, whether you can lead or not.