The dreaded cover letter. Some recruiters love them, and others have little use for them. But there’s one thing everyone seems to agree on — job seekers hate writing them. Cover letters often veer toward boring and formulaic, or over-the-top. For those candidates who manage to strike just the right balance of brevity, data-backed performance statements and personality, they’re left to wonder: Was the effort worth it?
People the world over are watching intently as a new U.S. presidential administration goes through its staffing up process, taking notes and names as to who’s in, who’s out, who’s on the fence, what the relative merits of each candidate are, who’s calling the ball, the list goes on. One can only hope that the behind-the-scenes process used to vet and select candidates is as serious as the reporting of it.
Today’s employees crave meaning in their work and want to work for a company that shares their values and recognizes their contributions. How is your company positioned to attract and retain top talent?
Positive emotions are valuable for helping refuel our brains. If we are looking to try something new or create some healthy habits, positive emotions help us achieve our goals.
A dear friend of mine runs the IT Helpdesk at a company that shall remain nameless. Generally speaking, when an organization hires a new person, in today’s digital age one of the first priorities is to ensure that the new hire has access to all the technology necessary to do his or her job successfully. If I told you how many times my friend has learned that a new hire needs a laptop or iPad as much as a week after a person’s start date, you’d be shocked. Imagine being asked to learn a new job while spending an entire week without the proper devices.
With the growth of self-service survey portals and the development of more powerful and efficient survey platforms, coupled with increasingly accurate employee databases from which to invite people to the survey, more companies are seeking to conduct shorter, sharper or more targeted surveys in between their enterprise employee census surveys.
Last time we discussed how a lack of effective communication can cause a detrimental decline in accountability, essentially crippling an organization over time. Today, we’ll wrap up the series by focusing on how playing not to lose affects sustainability.
Ah, the age-old debate of renting vs. owning. Only in this instance, we’re talking about talent acquisition assets. Why are so many talent acquisition professionals renting? They rent out their employer branding and career site to an agency; they rent databases of leads from certain social networks (for big costs); and many never fully own their recruiting data, leaving it to third-party channels or agencies.
Career development is typically thought of as an intentional, well-planned, and mapped progression of upward or lateral movement as a result of experience, education, and competency development. But, as we all know, life rarely allows us the luxury of neatly checking off boxes in order to ‘level-up.’ When I think of the business climate today I’m very often reminded of this phrase, a favorite used by a college English professor of mine; ‘the best laid plans of mice and men often go astray.’
Organizations today are, by necessity, changing quickly and adapting rapidly to changing business circumstances. These fast changes can leave employees confused and in the dark when communication is lacking. Employees that do not feel included become disengaged, lowering productivity and increasing the risk for turnover. Low engagement directly impacts the bottom line. Employees today want their leaders to trust them with knowledge of where the business is headed, and in return they want to trust that their voices are heard.
Nearly all of our daily behavior is influenced to some degree by data and analytics. I receive coupons from my local grocery store for items I've already purchased, based on loyalty card data. As I browse the web, I see advertisements for products I've added to shopping carts and later abandoned. My bluetooth-enabled toothbrush tracks my brushing and flossing history. We readily accept these metrics-driven elements in our lives. So when it comes to business, why does data suddenly become so intimidating?
Predictive analysis is a miracle cure. At least that is how it is being pitched to and by the HR fraternity. A current talk I attended went as far as to say that if an organization didn’t invest in predictive analysis soon, they are headed to Doomsland. For the uninitiated, predictive analysis is the branch of the analytics used to make predictions about unknown future events. Sounds like magic, doesn’t it?
Twenty years ago, the top company in Fortune Magazine’s “100 Best Companies To Work For” list was Southwest Airlines. Contrast this to 2016 and Google holds the top spot while Southwest Airlines has disappeared altogether from the list. What defines an Employer of Choice has changed greatly, with significant consequence to companies.
While nearly every business has a strategic plan for growth, very few have a comprehensive mechanism in place to ensure that they have a people plan that will support it. To address this gap, we’ve created a 3-part framework that helps HR professionals partner with business stakeholders to create this type of business-to-people alignment. We call this framework “Require, Hire, Inspire” to reflect the three essential people activities every business must master.
When is the last time you decided to teach yourself something new? What resources did you turn to for guidance? Years ago, we turned to parents or teachers or sought help from experts in the field. We made phone calls or even wrote letters to individuals we wanted to learn from in order to express our interest and open the lines of communication. In today’s interconnected world, you probably already know where to turn. New language? Duolingo. Programming? Codecademy. Hair and makeup, changing a tire or card tricks to perform at parties? Youtube. Now, our opportunities for learning are unlimited. There are few barriers to accessing information, and we are not constrained by library operating hours or geographic distance.
It’s hard to believe that 2016 is coming to a close! With less than two months until the New Year, most of us are looking ahead and exploring how we can do things differently. Organizations that seek to establish an even greater competitive edge through their talent should take the opportunity to make a few New Year’s Hiring Resolutions.
The old performance management model, driven by ratings scales and annual appraisals is slowly making way to new systems and new ways of thinking about how organizations can really assess their employees.
Sports teams have a lot in common with business organizations. As we see every day on ESPN, those who become the best performers in athletics continually seek out the highest performing coaches. That’s the reason many Olympic athletes work with coaches who are former Olympians themselves. So what can business leaders learn from the coaches they admire?
Executive leadership is fighting an ongoing battle to attract and retain the best employees. The most successful corporations almost always attribute company culture and employee engagement levels as key variables in realizing success. While competitive pay and benefits are required to attract talent, it is the company's culture that impacts whether employees give their best.
The holiday season is approaching. In many retail stores and restaurants, we already see preparation for lots of shopping underway. “Now Hiring Seasonal Workers” banners adorn all the windows. It’s a familiar cycle. Companies ramp up their workforces to meet the seasonal demand and satisfy our insatiable appetite for Black Friday deals and the perfect gift for every person we love.