No matter the size of the organization, change is one of life’s constants in today’s business environment.
With all that change going on, everyone must be an expert on managing change effectively — right?
Most changes in organizations fail, due in part to employee resistance, failure to adequately prepare and miscommunication. Research shows that change initiatives are nearly twice as likely to fail as a result of organizational resistance rather than technical or operational issues. Read more…
Every manager has been told that it’s important to acknowledge, recognize, and reward their top performing employees.
Unfortunately, most haven’t been coached on how to do this effectively. And if one of the goals is to get the performer to continue performing at a high level, the why has to be linked to the what.
“You’ve done a good job around here, Jevon. Congratulations on being our Employee of the Month.” Read more…
Like many of you, I spend a good bit of my time thinking about and/or interacting with organizational leaders and wondering what the hell makes them tick.
Or, to put it another way: Why do smart leaders make really dumb decisions? Because when it comes right down to it, leaders are only as effective as the decisions they make.
The truth of this slapped me upside the head the other day while speaking with an acquaintance about his company culture. This gentleman reported that morale is dreadfully low, and most of that has to do with the head honcho. (Let’s call him Frank.) Read more…
Introversion, neuroticism, disagreeableness — these are not the first traits you typically think of when interviewing new hires.
In fact, 2014 research published in the journal Perspectives in Psychological Science shows that, of the Big Five personality traits (Conscientiousness, Agreeableness, Extroversion, Openness and Neuroticism), Agreeableness and Conscientiousness are the most valued by organizations.
But what happens when a candidate doesn’t come off as highly agreeable or calm as a cucumber in a job interview? Should the candidate’s talent be passed on because they are more neurotic or disagreeable than typical hires? Not necessarily. Read more…
Editor’s Note: This is the third 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 Kristi McFarland
In many organizations, the role of human resources leaders has been to advise and counsel other business leaders.
Relationships of deep trust and open communication are built over years of working together, where the HR person and the business person both benefit: The business leader benefits from having a safe place in which to wrestle with leadership challenges and decisions, and the HR person benefits from being a valued confidante, mentor, and coach. Read more…
The starting line for a marathon is a surprisingly great place to people watch.
First, you see the professional runners in the front, quietly going through their finely tuned routines. As you move your way back through the hundreds of runners in the crowd, you can start to feel the change in the crowd from “I’m here to win!” to “I’m just here to finish!”
One of the biggest differences between these two groups is in their pre-race preparation. While average runners tend to mill around and socialize before the starting gun, professional runners go through a choreographed warm-up routine, stay focused on the task at hand, and discuss their strategy with their coach. Read more…
This week, SHRM released its annual Employee Job Satisfaction and Engagement Report.
It’s interesting in how it segregates true “satisfiers” from the factors and conditions that help employees more deeply engage. Both are relevant measures, depending on what you are trying to determine or better understand about your workforce. Read more…
Finding the best talent for your organization isn’t always easy, and in today’s job market, it can be downright difficult.
According to Bullhorn recruiting firm’s 2015 North American Staffing and Recruiting Trends Report, 75 percent of the 1,285 agency recruiting professionals surveyed reported a “skills shortage” in the industries they recruit in.
In an effort to bridge the widening skills gap, employers and hiring managers need to take down the hiring barriers and move their search for talent outside of their own backyard. That means re-evaluating the typical arguments against national, even global hiring in order to develop a long-distance candidate search that will help organizations connect with the best talent available. Read more…
I’m a Baby Boomer, born smack-dab in the middle of my generation. And I’m beginning to concretely think about the answers to questions like:
- What is the legacy that my career will leave behind?
- What kinds of work do I really want to do going forward?
- What will retirement look like for me?
- When will I want to retire (because it certainly is the last thing on my mind now …)? Read more…