Editor’s Note: Sometimes, readers ask about past TLNT articles they may have missed. That’s why on Fridays we republish a Classic TLNT post some of you have asked about.
Tried-and-true recruiting and interviewing tactics are great, as long as they keep on working.
But would you know, really, if they weren’t? How can we imagine the team we didn’t build, or gauge the hypothetical performance of the passed-over candidate who seemed too anxious? We can’t, and that’s why recruiting and hiring decisions are so important. Read more…
I’ve yet to talk with someone about employee wellness without hearing about how an employer allows — if not actually provides — donuts or cupcakes or something similar at meetings.
The underlying message is this: the employer can’t be very serious about wellness if they’re still offering such junk food regularly.
I don’t disagree, but how far is too far? The comments on a post about junk food-free workplaces suggests barring people from bringing in their own food is simply a bridge too far. Read more…
I haven’t tried Google Glass but I’m intrigued.
As James Rivington writes in Techradar’s Google Glass: What You Need to Know, Google Glass is defined as:
An attempt to free data from desktop computers and portable devices like phones and tablets, and place it right in front of your eyes.
Essentially, Google Glass is a camera, display, touchpad, battery and microphone built into spectacle frames so that you can perch a display in your field of vision, film, take pictures, search and translate on the go.”
Are you ready for Google Glass? Read more…
I have been thinking a lot about my profession – human resources – lately. I have come to the conclusion that there is no other field or discipline in organizations that is as complex and varied as the field of HR
Those in Finance, Marketing or Operations may disagree, and certainly that would be an interesting dialogue. But I would like to explore this idea of the complexities of HR just a bit.
What strikes me is that those aspiring to become HR leaders must have a reasonable grounding in: Read more…
What does the ideal organization look like?
Rob Goffee and Gareth Jones have been looking at this question for more than three years. Their research found six common principles that cut across circumstance, industry, and individual ambitions.
In their Harvard Business Review article, Creating the Best Workplace on Earth, they reveal these six principles: Read more…
OK, so you should onboard new employees, make sure that they understand the mission and goals of your department, review policies and procedures, go over the performance management process you will be using …
I guess that sounds a little like teaching. But, could it be that maybe you’re not the best person to teach your employees everything?
Maybe you also have a responsibility to provide an opportunity for them to learn from others and in other situations too. If you’re fortunate enough to work in a company that formalizes some of these approaches for your employees, great.
If not, step up. Read more…
Simplicity is hard.
Well, it may not solve everything, but stop and think about how complexity gets in the way of so much of what we do. Organizations are confusing, strategies are misunderstood and the customer experience is disjointed.
It turns out that simplicity is hard. It’s easier to bolt on the new technology to the old version, add four more slides to the 72 page slide deck and narrow down to the top 25 critical initiatives for 2013. Finding the simple truth is difficult and so we punt.
Simplicity takes clarity, honesty, unbelievable discipline and intelligence. Any one of these alone can stop us dead in our tracks – much less all together. It often takes more than one person to achieve simplicity. And, oh by the way, we have a deadline. Read more…
There’s a disturbing trend I’m seeing in the HR profession.
Call me dramatic, but I think HR has a self-hate problem.
What do I mean? Well, think about this question — “Why aren’t more HR people getting degrees in finance?”
Or, consider these statements —
- “I’m a business person, not an ‘employee advocate.’ If it makes sense for the business, I’m an advocate for it. Period.”
- “If you ‘like people,’ then HR’s not the job for you. Go work for a union instead.”
Hmmm… Read more…
Your CEO doesn’t want you to be a human resources leader — they want you to be a business leader with human resources expertise.
While that may just seem like a clever turn of phrase, there’s a growing body of research that supports this concept and HR leaders would be well-served to heed the advice.
Consulting firm Schuster-Zingheim provides research and guidance for HR through direct interviews with CEOs, COOs, and CFOs on how the C-Suite expect HR professionals to align employees with their organization’s future. Read more…
I’ve never thought of it this way before, but is your workforce happy because they’re performing well and at a high level, or, are they happy because HR is doing a lot of silly things that masquerade for being happy?
I know; the concept of managing for a happy workforce isn’t exactly in anyone’s MBA studies, but The New York Times’ You’re the Boss blog brings it up in a post titled Where the Happy Talk About Corporate Culture Is Wrong. It’s an interesting discussion because it gets to the issues of performance and workplace happiness (or more correctly, satisfaction) in a way I haven’t seen before.
Here’s the key issue, from the blog post: Read more…