
As investments in leadership development increase, so does the demand on HR to prove the impact. Typical metrics to consider include new hire turnover, time to productivity, satisfaction, and engagement, but tapping data outside of HR can reveal new insights about impact and ways to improve the program. In fact, advanced analytics can help prepare tomorrow’s corporate leaders by showing where—and with whom—the investment is working and where it can be improved. more »
I’m counting down the days until Christmas while checking out some interesting blog fodder across the Web.
With the holidays just around the corner, I find it appropriate to get into some of the techniques and challenges of on-boarding perhaps the most important members of the workforce this time of year: the temporary kind.
But before we get into that, there’s something a co-worker passed along that caught my eye.
Twitter, as we all know, is taking the world by storm. It seems as if nothing trendy can be said nowadays unless you can do it in 140 characters or less and use some brand of unusual Twitter jargon — like the “hashtag.”
Every great author has a trilogy and this is mine. Well actually I’m not really a great author, but this is part of a trilogy. This is the third article on the topic of onboarding salespeople.
For the uninitiated, “onboarding” is what happens after you successfully complete the arduous process of hiring a new salesperson. It is also something that most companies do poorly.
Approximately three months ago, on Aug. 19, I penned my first blog entry as an associate editor at Talent Management. In typical on-boarding lingo, that means that, yes, I have completed my first 90 days in my not-so-new-anymore job.
Looking back, is there anything I would’ve done differently throughout my initial on-boarding process? For starters, I probably wouldn’t have led my first blog post with an awful hang-gliding reference. Did I think that was funny?
An employee's introduction to the company is equally important to the later success of both the individual and the company. Here are some tips from top workplaces on how to handle new hires.
Picture this: You've just hired some wonderful new talent to join your company but you don't have a specific role intended for them. Instead, you give them three months to explore all the different departments of the company and you train them so that they know your products and services backward and forward—and then you allow the employee to choose what department they feel is the best fit for them.
At its worst, on-boarding could mean issuing a copy of the employee handbook and giving a quick tour of the bathrooms and break rooms.