We have heard of the many jobs and/or industries that have been either lost or tremendously condensed since 2008.
Let’s deal with the tremendously condensed jobs for a second.
Due to the financial crisis of 2008, many businesses had to trim the head count in their organizations. Essentially, the head count was trimmed, but as expected, the work didn’t go away. The result was lots of reorganization within companies and a redistribution of work in support of keeping business going as usual. Read more…
Innovation – finding a better way of doing something or creating something new — that’s how Google, Apple, Microsoft, Amazon, and countless others became such well-known brands.
Rather than just “do what the Roman’s did,” they created something that no one else had, or at least delivered products and services in a way that their competitors had not done.
Innovation doesn’t just happen. Innovation requires key areas of your business running like a well-oiled machine. Read more…
Virtually every company says it values career development. Yet one of the most common reasons for turnover is a lack of development opportunities.
If development is so important, why does it seem to be in such scarce supply?
One reason is many companies actually do things that discourage people from engaging in development activities.
You can tell a lot about how much a company values development by looking at the criteria used to guide compensation and promotion decisions. Read more…
Regular readers of my semi-regular Friday posts know that I sometimes mention The New York Times’ You’re the Boss blog because I often find it to be the source of great insight into talent management and HR.
What I like most is how You’re the Boss reduces issues that just about everyone deals with in organizations of all sizes to bite-sized specifics that are applicable to just about anyone managing people just about anywhere.
Here’s a case in point, and just the headline of the blog post sucks you into it — What I Learned From Firing My Employee of 20 Years. Read more…
Editor’s Note: Readers sometimes ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
This is not a deep psychology dive on ego and power in business leadership, which is a huge topic.
But I want to share some practical observations about how good leaders build a powerful team by sharing power, and how others build themselves up (falsely) by imagining they can hoard power personally. I am a fan of the former.
What I have found is that the people who imagine that they have more power than they do can’t distinguish between the fact that their role has power vs. that they are powerful personally. Read more…
If there is one thing I hate in HR, it’s when I hear other HR Pros try and make HR seemingly overly complicated.
Look, we aren’t launching the Space Shuttle, we’re only trying to get good people to come and stay at our organizations. It’s not rocket science, it’s people science, and it’s probably less science and more common sense.
In fact, we could call your HR strategy, People Sense! But, that’s sounds like a bad HR tech company name. Read more…
Here’s one thing that’s good to remember: one highly engaged employee can make a world of difference.
Take the case of Frontier Airlines, a Colorado-based air carrier that earned dubious title of Second-Most-Complained-About-Carrier in 2013 (in fairness, Spirit Airlines, the No. 1 most-complained-about-carrier, outnumbered Frontier’s complaints by almost 8-to-1).
However, 2014 is looking brighter for Frontier, and they’ve enjoyed a boost in positive awareness since a story broke about an enterprising Frontier pilot teamed up with a Domino’s Pizza manager to deliver a customer experience his passengers won’t soon forget.
Sound like the plot to a new primetime drama? Wrong. It’s employee engagement at its finest. Read more…
The Conference Board CEO Challenge 2014 found that CEOs, presidents, and chairmen from more than 1,000 companies worldwide named “human capital” — developing, engaging, managing, and retaining talent — as their leading challenge.
So, what should these companies be doing to optimize their employees?
To engage employees organizations must create a culture that encourages them to thrive and allows them to realize their full potential.
This starts with leaders bringing the corporate vision to life and aligning environment, communication and emotional drivers to the company’s strategic vision and brand. Doing so means adjusting how the company interacts, trains, coaches, motivates, and incentivizes employees. Read more…
Ann Bares recently wrote a predictive article here on TLNT about the potential end of merit pay (How Will We Pay With Open Salaries and No Performance Reviews?).
In her post, Ann argues that because “open salaries” and “blowing up performance appraisals” are becoming more popular, merit pay cannot be long for the world. She ends by asking:
What will we do instead? Strictly market-based wages with “hot skill” premiums as appropriate? More emphasis on variable pay plans designed to reward specific, pre-determined individual or group metrics? Will recognition and non-cash rewards step into the void to provide the necessary differentiation for key talent?” Read more…
HR departments are the sentries of the office, with access to sensitive personnel records such as health information, I-9 documents as well as salary details, records that can take up loads of file cabinet space, and not to mention, archived data that is located off site.
But what If you suddenly find yourself asking these questions:
- Is our vast personnel (past and present) data secure?
- How much time is paper-management costing us? Read more…