I published a post on April 1 titled There’s a Good Reason Why HR Should Lead Change Initiatives, and it apparently was seen by many as an April Fools’ joke – that HR does not/should not/cannot lead organizational change initiatives.
I saw everything from “it’s not HR’s role,” to “HR doesn’t have the skills or credibility to do this.” For those of us in the profession, this is a disappointing indictment.
My justification was sound; organizational change is about people, and HR should be as well. Read more…
“You know what I always enjoyed, that I still think of a lot? When we would all get together as a family and how much laughter there was in the house. From our parents to all the kids and cousins, it was just pure laughter.”
When I took my first foreign assignment as a Chief HR Officer, I was told by one of the senior executives. “You know the change we all notice in HR? It is the sound of laughter.”
When you walk in now, everyone is smiling, laughing and joking with each other. At one time you hated to come down here; now it is a respite to walk into a friendly environment — especially all the smiles. Read more…
Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post.
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…
Editor’s Note: This is the second of 12 essays from the new book, The Rise of HR; Wisdom From 73 Thoughts Leaders. It’s compiled by Dave Ulrich, Bill Schiemann and Libby Sartain, and sponsored by the HR Certification Institute.
By Lynda Gratton
The forces shaping our world are having a profound impact on organizations and on the HR professionals within them.
That is why over a decade ago my colleagues and I founded the Future of Work Research Consortium (FoW). Our aspiration was to engage with HR people from around the world to consider the forces that they believe will shape their function and the roles and responsibilities within it. Read more…
Employee engagement is not for the timid.
Assessing and improving employee engagement requires courage from leaders and employees at every level — and that can be a challenge for some organizations.
If you are working to establish a culture of engagement at your organization, keep in mind that you’ll need to start by fostering a culture of courage from the CEO down to frontline employees to ensure it’s effective. Read more…
I’m mindful of Laurie Ruettimann’s blog post from a couple of weeks ago where she put it straight out – HR Research Isn’t Research: It’s Marketing.
She ends her post with this:
Remember — today’s HR research is marketing, wrapped up in survey data, presented for consumption as sales collateral.”
And, of course, she’s right. Read more…
As more companies adapt a data-supported approach to HR decision-making, new data is revealing that commute issues can have a major impact on hiring success and retention.
You may have assumed that commute issues were an obscure factor with only a minor impact — but you would be wrong.
You probably already know that long commute times frequently increase new-hire tardiness and absenteeism rates, but data now reveals that long commute times can have a major negative impact on new hire retention. Read more…
By Danielle Urban
So your company is expanding and, for the first time, you’ll be sending key employees abroad to work in other markets.
While the opportunities for expansion may appear limitless, so is your potential liability for failing to protect your employees from the myriad problems they may face while traveling on business.
While some risks may appear obvious, such as the Ebola virus in West Africa, or kidnapping in Syria or fighting in Ukraine, there are other, less obvious risks such as an employee falling in the shower or suffering from a poisonous insect bite. In addition to personal safety risks, your employee could face border hassles or even detention for failing to have the proper travel documents, vaccinations or visas. Read more…
Keeping talent in-house is one of the biggest challenges facing companies today.
Americans are finally more confident with the state of the economy, and that’s causing more people to leave their jobs in search of other opportunities.
According to the U.S. Bureau of Labor and Statistics, November 2014 saw around 2.5 million people quit their jobs. But what does that mean for you? Read more…
The burn out rate among business consultants is sky high.
Although firms pay big starting salaries to young MBA’s, accountants, and engineers, the excessive travel demands that come with the paycheck can get real old — real fast.
That’s precisely why Vynamic, an 80 (plus) person health care consultancy based in Philadelphia, stands out among its competitors. Ranked the No. 1 most prestigious boutique consulting firm in the U.S. by IvyExec.com in early 2015 and the No. 5 overall best small firm to work for in the U.S. by Consulting Magazine, Vynamic has gone beyond paying competitive salaries. Read more…