A few days ago, my eye was caught by an article titled, Why They Rejected the Best HR Candidate They’d Ever Interviewed — The Shocking Truth Revealed!
Well, naturally I wanted to know the shocking truth about why someone wouldn’t hire a phenomenal HR pro.
It turns out (spoiler alert) that this stellar candidate (‘Taylor”) blew his last interview when he showed a disdainful attitude toward “Wade,” a slow-moving, slow talking, unfashionably dressed, gray-hair vestige of the organizational old guard bearing an indeterminate job title. Read more…
I’ve noticed several articles recently about how job seekers with visible tattoos shouldn’t be discriminated against when it comes to hiring.
One article I read even said that the Civil Rights Act of 1964 should be expanded so that inked individuals are protected from workplace discrimination.
Huh? We inherit our race, gender and national origin at birth. The last time I checked, getting a tattoo is a choice.
Now before you go berserk and jump to the comments to rant about how you should be judged by your talent and skills, not your appearance, please humor me and let me explain. 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…
It’s hard to improve employee engagement without having an accurate picture of where things stand in the first place.
Many managers rely on employee surveys to get a sense of how their workforce is doing, but a questionnaire alone isn’t enough to transform a team and inspire exceptional performance.
Increasing engagement requires a foundation of trust built through active listening and responsiveness. Therefore, it’s essential for surveys to provide workers with a voice and for managers to take the right action after the results come in. Read more…
Years ago, NASA ran a series of experiments on the best way to make decisions.
They used a series of survival scenarios, and asked individuals in a large group to solve the challenge and rate themselves. Then they asked small groups to solve the problems and rate their performance.
About 98 percent of the time, the groups received better scores than the individuals. Read more…
A few days ago this thought came to me: “What is the worst advice I’ve ever given anyone?’
Usually in a case like this, the first thing you think of, is usually correct! In my case, I came up with a number of things right away, none of which really seemed like the worst advice, and more of me making fun of what other people think is “good” advice.
Here’s a sample: Read more…
“Seek opportunities to show you care. The smallest gestures often make the biggest difference.” — John Wooden, longtime UCLA men’s basketball coach
Despite what some people may think, being a manager is no walk in the park.
In fact, the combination of mental work, social interaction, project juggling, time management challenges, high pressure, responsibility, and variability makes it among the more demanding types of work any person can take on. The hours are terrible and the stress is inevitable. Read more…
Every poor performer and bad hire can be traced to a flaw in the hiring system and represents an opportunity to improve that system.
Think about your most recent unsatisfactory hiring decision and ask yourself:
- What is the specific reason this person is unsatisfactory?
- If it’s an attitude problem (which it most often is), does your system include attitude testing and/or do you ask interview questions that explore attitudes. When you checked references, did you ask about attitude? Read more…
I am meeting more people these days who want to work in HR and I usually ask them why – not because I don’t think it’s a good idea, but because HR’s role and it’s true potential for impact is misunderstood.
Usually the answers are admirable. like “I really like helping people,” or “I want to help businesses figure out how to treat staff better,” or something along those lines.
But most HR people will tell you that sometimes we don’t make people happy — and that’s not a bad thing. Read more…
Editor’s Note: Readers sometimes ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Ever wonder why your employees really quit? A study of nearly 20,000 job quitters reveals some rather intriguing facts.
The myth: 89 percent of employers believe that employees leave because of money.
The reality: 88 percent of employees leave because of things other than money. Read more…