Pre-employment testing and assessment, when done right, add tremendous value in the hiring process. Industrial/Organizational (I/O) Psychologists have collected more than enough aggregate data to show that our methods are far more predictive and useful than other methods like the unstructured interview. Yet every company still leverages the interview and not every company leverages testing and assessment to support hiring decisions. As noted in previous blogs it is critical to know what test is being used, why it is being used and how the results are being used in order to attain maximum value.Read more
I’ve been agnostic over most of my career within corporate TA as to which is better (in-house recruiting teams vs. RPO hiring models) and would always respond: “Well, It depends.” I’d cite complexity of positions, volume, readiness for change, cost, etc. In most cases also, that’s the right answer. Now, I’m working in RPO, and I still answer the same way.Read more
Just last week the Human Capital Institute and I embarked on a webcast entitled Enabling Leaders to Create an Emotional Connection, which was sponsored by Oracle Human Capital Management. One of the unique features of the HCI webcast platform is its ability to poll the attendees in real time and I was excited to take advantage of this functionality in my presentation. When the webcast poll responses began flooding in with sentiments of deep emotional openness and genuine gratitude, I knew we had accomplished our goal of 'Enabling Emotional Connections.' The webcast attendees opened up emotionally and risked sharing experiences that changed their lives. “My husband and I lost our three-month old baby. It was devastating, but it also strengthened us.” “I’m the only survivor of a family of eight and belonging and teaming mean everything to me.” "Perfect strangers stopped to help us with our broken down car and left before we could thank them, how inspiring that was!”
Engaged employees deliver better customer satisfaction and profits. This axiom sounds logical, but despite a multitude of arguments and research, empirical evidence of the linkage between customer actions and employee engagement is still missing. As a result, many executives are saying the employee engagement concept will result with tactical improvements at best.Read more
Consider this scenario: A major new change is coming to your organization! The executive team approved the change a year ago, a project team has been designing it for several months, and now it's ready to be rolled-out to the organization. You just got a meeting request to create a communications plan to inform the workforce of the changes. Just like that - wham - the ball's in your court!
Sound familiar? So often the Human Resource professionals I work with (at all levels - often including senior management ranks) lament that they are invited to participate on change initiatives late in the game. Typically, they are asked to play roles such as communications and training – long after the major decisions about how the workforce will be impacted have been made by other functional groups. HR is left to deal with the "people details" and left out of the strategy discussions.
An effective project manager is crucial to business success when the delivery of products and services are the core competencies and have a direct impact on the company's bottom line. A project manager may be educated, experienced, and certified, but if not set up to succeed, anyone will fail in an environment where people development is not part of the organizational strategy. Managers who lead a project management office (PMO) should be aware of the concept of strengths management and understand how employees’ skills and strengths undergird the success of the PMO. Employing this concept allows for the strategic management of projects, leveraging strengths where project managers excel. While there is an abundance of information in different circles discussing skills and talent, the invisible obvious is simply that skills are learned, and strengths are clearly skills that employees perform with purpose and passion.Read more
Once upon a time I worked as district manager. I began working part time as an outgoing high school student and through a twist of fate (Another story for another blog) I ended up working for the same company years later as management. One of the most inspiring things about this brand was several years later when I started as a manager one of my old supervisors had already worked his way up to director by that point, which was no small feat. Seeing that culture of promotion from within and how quickly someone I actually knew could move, sealed the deal for my job acceptance and inspired my drive to replicate his success.Read more
Employer Branding has been a dominant HR strategy over the past ten years. You might be ahead of the game with an Employer Brand solidly in place, attracting industry top talent to your organization. Your killer portals are branded. The candidate experience is ensured and built upon via branded postings and branded newsletters.Read more
Explore Podcasts, Webcasts and Executive interviews from the Human Capital Institute (HCI) to learn best practices and new ideas from thought leaders on leadership strategy. Click on the titles in the infographic to view content.Read more
There’s a simple recipe for long-term career success, with three main ingredients: knowledge, experience, and reflection. On the surface, this sounds pretty simple. You’re constantly collecting new knowledge and experience throughout your career. Don’t be fooled. There’s a big difference between hoping you will gain the knowledge and skills you need and proactively pursuing the development opportunities that will ensure long term success. You need to take control of your future, and that means developing a strategy that will enable you to reach your career goals.Read more
The path toward talent acquisition dominance and world-class employee engagement is rocky, perilous and traveled successfully by a few lucky corporations. Traversing this path successfully is the topic of countless conference sessions and webcasts. But whether the topic is about conquering social sourcing, building loyalty from within the ranks of employees or measuring and improving engagement, all pursuits are for naught unless your hiring experience is under control. If you’re not moving candidates through a high-quality hiring process, everything else is a waste of your time and resources. Why? Because that hiring process is what stands between a company and its next engaged employee and makes or breaks its employer brand. According to a recent study of job seekers who turned down a job offer, 32% report they rejected the offer primarily because the hiring process was a negative experience1. That means that on average, nearly a third of those who decline your job offer do so not because of salary, benefits, vacation or career path, but because of their interaction with your organization. It could be your people or your process, but regardless one-third of the time, it was entirely within your control.Read more
A successful HR data practice addresses the needs of the business by providing a rigorous process for managing a body of data that begins as nebulous, unstructured, and not consumable. It does so through a cycle of reporting,analytics, and planning.Read more
“Employee engagement” is a key concept these days, and while I will explore its origins and modern interpretations in my upcoming webast, companies have to focus on literally engaging people on a personal level today just as you would “engage” someone in conversation.
Our research of nearly 5,000 workers worldwide showed that while one out of three people are engaged, less than half the time they are working, one out of two are actively or passively looking for their next job. Alarming, isn’t it?
So to increase engagement and prevent exodus, every professional should ask does their company have the following four characteristics:
Anyone navigating the recruiting landscape today knows that no two candidates are alike. But there are certain traits candidates share that can help you predict key outcomes—such as where candidates will land, how well they will work, and how long they will stay. We call this job mobility, and it’s vital that recruiters understand which characteristics tend to classify applicants as “high mobility” or “low mobility” workers.Read more
Leaders and HR professionals are continuously searching for better ways to engage, connect, and lead others. New advances in the field of neuroscience, the study of how the nervous system develops, its structure, and what it does, may help us unravel the physiology of leadership effectiveness. The mapping and studies done to date have shown definite neural connections in the brain that have allowed scientists to develop a deeper understanding of the interconnectedness of the brain and behavior.Read more
The mobile revolution is well underway, with the number of mobile subscribers reaching 7 billion sooner than expected. And while the growing use and ubiquity of smartphones and tablets have changed the way job seekers search and apply to jobs, not all companies have adapted to this new reality. But those that neglect to make their recruiting processes more mobile friendly – from the way they promote their open positions to how candidates can apply – will struggle to find the right talent.Read more
Explore Podcasts, Webcasts and Executive interviews from the Human Capital Institute (HCI) to learn best practices and new ideas from thought leaders on onboarding new employees. Click on the titles in the infographic to view contentRead more
The Human Capital Institute 2014 Employee Engagement Conference kicked off on Wednesday in Seattle with an engaging series of workshop sessions that emphasized the link between learning and development and employee engagement. This would prove to be a recurring theme of the conference as several keynote speakers alluded to the fact that the single most important factor in moving the needle of engagement is providing development opportunities for individual employees.Read more
Have you ever wondered why some leaders thrive and others struggle? I have interviewed dozens of very smart leaders who never reach their desired or predicted impact. For the better part of a decade, I have been researching, reading and dialoging with successful leaders about the “other” type of intelligence they use in their leadership responsibilities. In the past decade we have now realized and coined another form of intelligence that seems to be even more important to success than conventional cognitive intelligence: Emotional Intelligence (EI).Read more
Critical thinking isn’t just a buzz phrase in higher education these days. Critical thinking is consistently rated by employers as being a skill of increasing importance, and yet a recent study showed 49% of employers rate their employees’ critical thinking skills as only average or below average.
Employers claim that the critical thinking skills gap is a significant problem with new hires, specifically in recent graduates. In fact, only 28% of employers rated 4-year graduates as having “Excellent” critical thinking skills. So, the burden and expense of training/developing those skills rests on the employers.
Ask any CEO about the importance of critical thinking, and you will hear nothing but support and admiration for this essential skill. Most (69%) will even tell you about how they assess critical thinking skills in the selection process.Read more