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…
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…
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…
In our world of “selfies” and social media apps to facilitate telling the world about our every thought and how we spend our time, it’s not shocking that humility is a characteristic often in short supply.
I recently read that the College Board, the organization that administers the Scholastic Aptitude Test (SAT) taken by millions of high school students each year, shows evidence of an over inflated opinion of ourselves.
On the SAT test there are a number of questions other than Math and English which the students are asked to answer.
For example, they are asked to evaluate their leadership ability, where 70 percent of students rated themselves as above average in leadership, and only 2 percent as below average. When it comes to athletics 60 percent rated themselves as above average while only 6 percent rated below average. 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…
During his many years of working with groups around the world, Stephen R. Covey (best-selling author of The 7 Habits of Highly Effective People) had the incredible opportunity to personally observe how organizations best leverage the unique contributions of everyone in the workforce, regardless of their age, generation or style.
After studying a wide-range of diverse groups including Non-Governmental Organizations (NGOs) such as Grameen Bank, and global organizations like Marriott International, Covey found that an important step in building and sustaining long-term results required the thoughtful process of creating guiding principles.
These principles provide organizations and all employees with a baseline which provides clarity around performance and results. Read more…
“I do not have time for LinkedIn or any of that, but I DO make time for my pedicures. Super serious HR lady at #gbrshrm.”
This was one that I saw posted last when someone was asking what HR could do that would create more employee engagement. The big answer: “company picnic.”
Robin Schooling’s posted the comment the other day concerning an HR person who told her that she does not have time for LinkedIn and other stuff, but she makes time for pedicures. Both these Facebook comments give insight into the mess that HR finds itself in today. 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.
In my most recent post on Compensation Café, I referenced a quote from Don Knauss, CEO of Clorox, about the “head” part of leadership.
In Don’s terms, the “head” is focused on, well, focus – how you communicate to and reinforce for employees the tightly focused priorities need for organizational success.
Today, I’m digging deeper into the same interview with Don Knauss to look at the “heart” part of leadership. Read more…