Millennials have a bad rap for being an entitled, job-hopping generation. Is it possible that companies are behaving as though they are entitled to loyalty they no longer deserve – from any generation?
You marry someone for who they are, not who you think they might become. So why do so many HR professionals not take the same approach with their recruiting initiatives?
A new employee’s first days on the job are crucial! They come into new hire orientation looking to affirm that they made the right decision joining the company. And whether their orientation experience is good or bad, that doesn’t stop them from moving on into their role – ready or not, here they come!
Talent acquisition is a highly technology driven, dynamic sector of the human resources function in any organization. In today’s candidate-driven market, new sourcing strategies and technologies appear almost as often as candidates change or alter their personal job-seeking strategies. How can organizations keep up with this constantly changing dynamic?
Who experiences greater levels of stress: you or your boss? When we ask this question while teaching workshops on leadership, nearly all the bosses in the room respond that they are the ones under greater stress. They’re wrong. Hard data makes it clear that non-leaders experience greater stress, and in many instances it has a negative effect on their performance.
What does it mean to be an engaged employee? Recent HCI research reveals that 93% of HR leaders agree that engagement is critical to business success. How can HR leaders know if their employees feel engaged in their work?
Employee engagement continues to vex employers globally. Despite all that’s been written and the billion dollars plus spent annually on this issue, engagement rates have remained essentially unchanged since Gallup first shared its groundbreaking research. Why is this?
You know that the time and resources your company sinks into training new hires each year is costing you, but have you ever really calculated how much? Almost all onboarding and training programs are focused solely on giving participants basic information about their job and the company, which in most cases amounts to only a small portion of the information new employees need to be effective. Obviously, employees that aren’t effective in their role are costing you money.
We have to deal with it once, twice and for the lucky ones even four times a year. It makes a small minority happy, a large majority upset and the overall organization better off, or so the theory goes. Yes, it’s the time of the season for performance evaluations. The nucleus of the meritocratic organization where the ‘good’ advance, the ‘challenged’ depart and the organization develops. Performance reviews just don’t take people into consideration.
The traditional model of survey-based action planning is simple enough. Managers get their survey results. Discuss those results with their teams. Identify two or three areas to take action on (and don’t forget to maintain those strengths!). Come up with an action plan for each. Implement. And then repeat in the next survey cycle. Yet for such a simple concept, it creates a lot of headache and discomfort for managers. It takes too much time. They don’t know what to do. It doesn’t seem relevant to their work.
Regardless of title or position, the foundation of leadership for every one of us, rests on three essential pillars: Managing Yourself, Leading Others, and Managing the System.
Given the ebb and flow of employee engagement levels, maintaining accurate diagnosis of engagement is critical. How can organizations effectively use employee surveys to sustain and drive performance during volatile times? In addition to the tried-and-true methods, there are some areas that may be fruitful to incorporate in your organization.
Succession planning cannot be limited to the C-Suite. Rather, organizations must take a holistic look at the workforce and determine which roles or individuals are critical to future success. High performers at all levels in the organization should be included in strategic succession planning.
The cloud has a ton of benefits to offer and these are well documented. Just be prepared that most changes are generally never quite as perfect, or as bad, as you might have thought. Change requires an adjustment and moving toward the cloud is no different.
We’ve all heard the solution to HR silos; how important it is to integrate our talent management processes. For the past five years it is just about all we have heard from the great oracles of HR. The benefits are compelling. We know that those organizations that have managed to successfully integrate their talent management have 26% higher revenue per employee, 17% lower staff turnover, and many other exceptional business benefits.
Companies that thrive in today’s competitive global economy do so for several major reasons, one of which is having the right people behind them. But not just any people— we’re talking high potential talent.
Companies require -- and deserve -- a highly evolved set of skills and competencies from their human capital leaders. Read about the top 10 traits that Chief People Officers must possess to lead their organizations into the future.
No business operates in isolation. In today's increasingly global and interconnected world, fostering good relationships with your entire value chain is not only critical for survival—it's easier than ever.
No matter how much you invest in workplace and employee training, at the end of the day, success rests on how well the members of your value chain—distribution partners, sales reps, franchisees, service techs, and—work together to produce, market and sell your product or service. When treated with respect, these members can actually become more than just a "value chain"—they become true additions to your team, referred to as your "extended enterprise."
We are already seeing employee experience related roles and executive titles emerge, and the very concept of Human Resources is morphing into something else. Everything around people analytics, workplace design, compensation, engagement, well-being, etc. is all tied to this concept of creating an environment where people actually want to show up, not where they need to show up.
The good news today is that the proverbial “horse is dead” with traditional performance reviews. Now that we’ve all acknowledged that they’re a thing of the past, what’s next? Although every company’s performance review strategy might differ, there’s one thing all their employees have in common: the way the human brain reacts.