What makes a good manager? The traditional “career ladder” model suggests that managers are chosen from top individual contributors, and then those individuals continue to climb a fairly straightforward path until senior leadership. Today, the role of manager is more than a stop on a career trajectory.
Today’s business landscape is more global than ever before, and organizations must develop internationally-oriented leaders in order to be competitive in the market. BPI group’s Michael McGowan, Managing Director, Leadership & Talent, and John Blyth, Executive Coach, shared their insights on how to identify and develop global leaders to drive organizational success.
The Gaussian distribution aka the bell curve has unwittingly become the most important mathematical function for HR professionals around the world. It stars in one of the most important HR processes – performance management; and consequently goes on to determine compensation. However, in recent time, more and more organizations have begun to question Gaussian’s presence at the workplace. Meanwhile, there has been an elder brother hiding behind the curtains who is finally ready to steal Gaussian’s limelight.
Change is an inevitable component of growth for organizations across every industry. And, while embracing the status quo may feel more convenient than confronting it, disruption is a driving force in successfully transforming organizations around the globe.
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.’
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.
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.
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.
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.
A good map is the only tool you need when lost and given HR’s perpetual ‘lost’ state with regard to its people, it should come as no surprise that a good map would come to the rescue in this case as well. There is of course much art involved in drawing the right map, which is precisely the raison d'etre of this blog.
Daniel, a young manager, frequently finds himself frustrated that his team is not delivering projects on deadline. He doesn’t know how to fix it, and often uses a repertoire of different tactics to try to combat it. However, it seems that every time someone comes to him with a setback, he validates their reasoning. When asked about his approach, Daniel feels that he is being empathetic – a key trait for successful leaders. It wasn’t that long ago that Daniel was standing in their shoes.
When Daniel is listening to his team, he understands the reasoning behind their comments. There’s truth to the excuses. He finds himself saying things like “Oh, I know the budget isn’t where it should be”. Or “Oh, I understand we do have a lot of projects on the table.” His frustration lies in the fact that while the excuses keep coming, the results stay the same. Things aren’t getting done on time.