I have encountered numerous HR professionals recently musing about the difficulty of doing their profession in an organization that could care less.
They read, they discuss where HR is headed, but in their current space, it is light years away from where it should be.
They want more, they dream of more, but they get no more.
After one blog post of mine, someone wrote to me about the frustration she faces. After years of toiling in the transactional nature of her job, it is at a point that she wants to pull her hair out. Read more…
Once you get over your disappointment because the “eagle” you thought you hired turned out to be a turkey, here’s a simple way to turn this unfortunate experience into a blessing.
Just ask yourself: “Where did we go wrong?” We learn far more from our mistakes than our successes, so this is a golden opportunity to improve your hiring system.
Here are some things to consider: Read more…
One of the most important tasks in creating a high-performance culture is taking care of employees’ needs.
When employees’ needs are met, and employees feel aligned with the mission, vision and values of the organization, they respond with high levels of engagement and commitment. They come to work with enthusiasm and are willing to go the extra mile to support the organization in its endeavors.
Thus it is important to address the question: What do organizations need to do to create a highly motivated workforce where employees are willing to devote a significant amount of their discretionary energy, as well as their commitment and creativity, to making the organization a success? Read more…
A few weeks ago, I wrote about the unfolding saga of the Market Basket grocery store walkout.
For those not in the know, non-unionized employees walked off the job or protested outside of stores in support of their beloved CEO, Arthur T. Demoulas (called ATD). Market Basket is a family-owned business of several dozen grocery stores across New England. But the family that owns it was fairly evenly divided between those in ATD’s camp and those on cousin’s Arthur S. Demoulas side.
Arthur S. owned 51 percent of the chain and, I think it’s fair to say, had an acrimonious relationship with his cousin, ATD, who owned the remainder. ATD served as CEO until mid-June, when he was fired by the board, led by cousin, Arthur S. That prompted the employee walk-out, demanding the return of ATD. Read more…
Where end-of-year bonuses once stood as the gold standard, today’s reward programs are more varied and reflect an organization’s unique culture and creativity.
From peer-to-peer rewards to gamification and front-row parking spots, the reward space is evolving with the speed of an Internet meme. Your own incentive program plays a key role in driving innovative behavior, so it must serve your business goals while offering an array of aspirational carrots. Read more…
There are two words with the power to make most employers and recruiters shiver: skills gap.
The skills gap continues to plague employers, even as unemployment remains high and more candidates flood into the job market. An article by Dr. John Sullivan on ERE.net cited the number of resumes per corporate job listing as a whopping 250. Yet, employers are having a more and more difficult time finding the right candidates.
According to a recent CareerBuilder survey, 38 percent of companies have open positions they just cannot seem to fill with skilled talent — but 60 percent of companies aren’t doing much of anything to bridge the skills gap. Read more…
Ann Bares (editor of Compensation Café and contributor to TLNT), published a very good post here yesterday on discretionary rewards.
The article focused primarily on the unintended consequences of leaving these discretionary reward budgets solely in the hands of the manager – to which I say, “Hear, hear!”
Ann used a couple of illustrations to highlight the challenges of such programs, which boil down to: Read more…
Editor’s Note: Readers frequently ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Are you tired of hearing about all of the ways you can make your company a “win-win?”
Yeah, I know the jargon gets old — but the goal shouldn’t.
As much as I don’t like jargon, business leaders can achieve a win-win in their organizations. It’s not difficult but does require effort and accountability from the rest of management. A splash of empathy always helps, too. Read more…
Second of two parts
Yesterday, I listed 10 Good Reasons You Should Be Hiring Overqualified Candidates. Today, I’ll list 10 more good reasons for you.
The 20 different reasons or benefits associated with hiring overqualified candidates are separated into three categories: 1) recruiting/ business impacts; 2) reasons to be suspicious of qualifications; and 3) actions to mitigate potential problems.
Recruiting and business impacts
11. They may be a self-motivated professional – If you are hiring a professional who is overqualified, it is highly likely that their professionalism and self-pride will drive them to perform and excel, regardless of what job they are currently in. 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…