We move through our digital lives at a pace that leaves most of us with a whole lot to do in a limited time. Research has shown that the average human attention span has decreased from 12 seconds in 2000 to only 8 seconds today. We now have shorter attention spans than your average goldfish, which can focus for 9 seconds.
Think about your organization’s most recent hires. During the interview, did you ask them why they chose to leave their prior organizations? What were their responses? I know I’ve answered this question many times in interviews—I am looking for more growth opportunities, exploring new career paths or simply in need of a new schedule. I’ve always strived to be myself as much as possible in an interview, but I think I could safely say that many of us have been less than honest on at least one occasion when sharing our reasons for leaving a previous employer.
As the workforce evolves, the world of HR continues to evolve along with it. New challenges, like the multigenerational workforce, a competitive job market for skilled labor, and fair pay legislation are coming up in companies of all sizes and in all industries. And these challenges have made it more difficult than ever to engage and retain top performers.
We’ve gone a little baseball crazy here in Chicago. With our Cubs facing the San Francisco Giants in the NLDS, we’ve heard a lot lately about the importance of good coaching.
So what makes a good coach? More importantly, what do gifted coaches teach us about managing people more effectively and helping them reach peak professional performance? We took a look at the some habits of great athletic coaches and found that managers can approach employee development in many of the same ways.
Have you ever experienced arguing strongly for an issue and for what you called undeniable facts only later to discover you were entirely wrong? Have you ever had an emotional reaction to a situation and you said or reacted in a way which was entirely out of your control and you later regretted? Have you ever met someone for the first time and instantaneously greatly disliked (or liked) and had no rationale or explicit reason for the reaction?
It’s no secret that advances in 21st Century communication and automation technology have changed the way we conduct business. Transactions and exchanges that once took days to complete now take as little as one second. Where we once needed everyone in the same room or on the same job site to make important things happen, we can now carry out projects with globally dispersed teams and staff virtual departments with employees who may never find themselves on the same continent at the same time, much less in the same room.
Opportunities for learning in the workplace have never been greater nor more accessible than they are today. The rapid development of virtual, mobile, on-demand, open, and customizable training solutions has revolutionized not only our traditional educational system, but also quickly advanced to its more utilitarian business counterpart—the corporate university. While organizations have eagerly appropriated innovative offerings like MOOCs, they are also beginning to see challenges arise in tandem with the opportunities these new educational methods and tools present.
When was the last time you took a vacation? If you are like me, it’s been a while. Many Americans don’t know how to take a vacation. When you work at a global company you notice colleagues based in Paris or Berlin take at least two week vacation. Sometimes they take a month off.
As the world undergoes unprecedented business and technological changes, one thing remains constant: people. As people experts, Human Resource (HR) professionals are well positioned to play a central leadership role in helping organizations manage talent in a world of accelerating change. Doing so will require HR professionals to capitalize on three frequently overlooked truths about people.
Individuals seeking to enhance their effectiveness first need to understand what personal resources are available. Carl Jung, and later other researchers, provided a model which suggested that eight mental resources are actively used and engaged in everyday challenges.
I was promoted to my first management job when I was 22. I had been at the company for a little less than a year and was asked to step into the role of assistant manager. It was for a moderate sized store that belonged to a retail chain. I lasted less than 4 months in that role. Now, let’s ignore for just a moment the fact that I never wanted a career in retail in the first place, and only took the job because the market looked grim at the time. Regardless of this is the fact that I was not prepared or developed to be put in that leading role in the first place.
The changing talent acquisition landscape requires a more proactive, engaging, multi-touch approach to attracting leads and converting them into applicants and hires. For modern recruiting organizations, the answer is implementing a modern Recruitment Marketing strategy to make better hires today and build a pipeline of qualified talent to nurture for the future.
“Bad” and “hire” are two words recruiters never want to hear said together. Not only can it undermine trust in the recruitment process, but it’s also a very costly problem. The average cost of a poor hiring decision can equal 30% of the individual’s first-year potential earnings -- not just from the turnover, but also lower productivity, a damaged employer brand, lower employee engagement, and higher manager time spent on mitigating underperformance.
The curtain has descended on IBM HR Summit 2016 in Boston, and what an action-packed two-plus days they were. Business and thought leaders from across the industry gathered together at the Hyatt Regency Boston to look at the current state and future of talent acquisition, employee engagement and listening, HR technology, how to #PowerUpHR and much more.
As the lines between recruiting and marketing continue to blur, recruiters are embracing the digital and data-driven strategies that transformed marketing. One of the biggest trends is the adoption of an inbound marketing approach, which at a high level means driving inbound prospect leads versus relying on continually pushing out messages. It starts with creating engaging and search-optimized websites, capturing leads with clear and compelling calls to action, such as signing up for an eBook, and then nurturing those prospects over time by communicating relevant and useful information that ultimately helps encourage those prospects to purchase. Talent acquisition teams are applying these same methods and using new technologies so that they can fuel the same process to build and engage their own talent pipelines.
I observed organizations struggle with how to recruit, retain and manage four generations in the workplace and I saw what it cost them. I knew it could be handled differently and that those organizations that adopted the new strategies I was proposing -- for assessing, engaging and developing top talent -- would not only stay in business, but would also gain a significant competitive advantage in the labor market and in the industries they served. And so it has been proven.
Business leaders and HR managers know there are both visible and hidden costs to doing business. Assuming good recordkeeping, you should be keenly aware of the visible costs such as materials, machinery, technology, payroll, benefits, and vendor contracts. Some costs are inevitable but unpredictable, falling somewhere between visible and hidden.
What can we learn from an election year? Even before candidates are officially announced, our opinions of them have been influenced by years of media appearances, interviews, social media profiles and even the opinions of trusted friends and family. This year, I challenge organizations to think about their candidate experiences as though your company is running for office and you want quality talent to vote for you. If you took a look at your company’s website, your value proposition and even your job listings, would you apply to work at your own company? If not, it’s time to reevaluate your candidate experience.
Although our organizations are hopefully not embroiled in the level of chaos we are witnessing in the current political system, we are nevertheless equally affected by misdirected reward programs created to achieve one outcome while producing another unintended outcome.
At its heart, every business is a people business. This explains why it’s so important for organizations to become unbelievably good at attracting, selecting, and onboarding the right people to drive the business forward.