Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post.
Skills shortages in 2020 will rise to an entirely new level.
And I’m not talking about STEM skills, although they’re critical. Or the ability to speak multiple languages, which needs to be more common in the U.S. Or even the readiness of college graduates to take a place in the economy, which a majority of employers report is lacking.
I’m talking about the skills that the globally-connected, superstructured, computationally focused, smart-machine powered organizations of the future staffed by longer living and working, new media-using employees will require. Read more…
Phil Jackson, who has won more championships than any other professional basketball coach, had some things to say recently about how the New York Knicks have been playing.
Unfortunately, he told the world about it on Twitter, like someone complaining about bad dinner service at a hotel restaurant (via the New York Daily News): Read more…
If your role involves managing employees, you most likely have something in common with just about every other manager — you dread performance review time.
On the other side of this is your employee, who probably looks forward to the process being over just as much as you do.
It’s a similar scene for many companies; create the annual review for each employee and ask them to fill out a self-evaluation form as well. Set a time to meet, and awkwardly discuss each other’s feedback. And we wonder why no one seems to embrace the annual performance review process. Read more…
You have an employee that is not meeting performance expectations and you need them to either step up their game or move on. There are a few routes you can take.
- One is to engage in a proactive feedback and coaching strategy.
- An alternative is to go the official route and work with your HR department to put the employee on a Performance Improvement Plan (PIP).
Let’s just bluntly get out of the way what we all know to be true: PIPs have absolutely nothing to do with performance improvement. Read more…
Addressing employee underperformance can go one of two ways:
- Either the employee is receptive to the feedback and works to fix the areas of weakness; or,
- They become extremely defensive and slowly disengage themselves from the company.
Regardless of the way you go with this, underperformance needs to be addressed as soon as there is an issue. Read more…
Every employee who works for you will eventually arrive at a crucial intersection, if they haven’t already.
At that point, you hope they turn right and buy-in to your leadership and the vision and values of your company. Turning that direction means that they see a future for themselves with your organization so they’ll invest themselves fully and go all-in.
Unfortunately, some will turn left and quit on you without actually quitting. They’ll take on the “me against the machine” mindset and begin looking for shortcuts and ways they can do just the MDR (Minimum Daily Requirement) that it takes to fly below the radar and avoid getting called out or fired. Read more…
A lot of companies preach today how their most important asset is their people.
We are seeing this more and more as organizations realize that having happy, engaged employees creates innovation, speed to market, improved customer service and all those aspects in between to generate a strong bottom line.
Performance Management initially was about companies identifying and protecting their most important asset: superstar performers.
Unfortunately “performance management” has been twisted, through many systems and ratings and metrics, as a way to punish or eliminate underperformers. Thank you Industrial Revolution for the gift of measuring “workers” by output! Read more…
The most important theme I detected in HR technology this past year is a shift from HR focused applications to business focused applications.
Traditionally, HR Tech was about helping HR do its work — for example an applicant tracking system to help recruiters or a learning management system to help the training department—and in fact, that hasn’t changed. The vast bulk of HR technology is about helping HR professionals do their job.
However, there is something new: HR applications focused primarily on the business. Read more…
Athletes and coaches love the bottom line of a game. You win or you lose. The winner is clear. Usually.
This past year, college football addressed a long-standing challenge that many of us in business face. Yes, you won – but how did your win compare to the competition? What do the results really mean?
Or to college football fans, who is the real national champion? Read more…
Editor’s Note: It’s a TLNT holiday tradition to count down the most popular posts of the year. This is No. 19. Our regular content will return next Monday. Happy New Year!
First of two parts
Imagine being assigned a physician and then purposely rejecting them solely because they were “overqualified” for your medical situation. Well that’s exactly what happens when hiring managers reject candidates who have “too many” qualifications.
There is simply no excuse in this new era of data-based recruiting to adhere to this old wives’ tales” in hiring. I have written in the past about the cost of rejecting “job jumpers” and in this article, I will focus on the false assumption that hiring candidates who are “overqualified” will result in frustrated employees who will quickly quit. Read more…