What does it mean to have a talent community? It’s a word that’s often thrown around when discussing social recruiting, but much less often defined. With so many ways to connect with our employees, potential candidates, and fans across so many different social platforms, the concept of “social talent community” can seem like a nebulous and lofty goal--but where and how do you build one?
The Webby Awards are the leading international award honoring innovation and excellence on the internet. One can sign up to for emails from them showing the latest and greatest innovations from around the web. I recently received an email detailing the services of a website/app called Moveline. Moveline is an innovative app designed to simplify the moving process. Using one’s smartphone the user is able to either film the house/apartment and submit the video or have a live video chat with a representative. Moveline reviews the items filmed and returns an inventory list simplifying the moving process. Moveline will also secure quotes from competing moving companies for your business and if desired assign a representative to confirm the movers, adjust the plans and be your point of contact for the move.
In most organizations today, becoming a manager means that you're getting promoted. That's why you better be sure you want the job before you accept it.
I’m not a big fan of leadership theories or any of the mysticism that surrounds what makes a great leader. Yes, we need people to direct employees and inspire others in the organization (personally, I think the second one comes from individual employees, but that’s a topic for another blog post), but exotic hypotheses about how this works have not been supported.
Michael Schrage completed a great piece on analytics for the Harvard Business Review recently asking the question what do you plan to do with your analytics. Schrage detailed the efforts of basketball star LeBron James to utilize analytics to improve his skills. James took a deep dive in the data on his playing, “and an even better and harder look at himself. Then he hired retired NBA legend (Hakeem) Olajuwon — the only player in NBA history to win the MVP, Finals MVP, and Defensive Player of the Year awards in the same season — to help remedy the analytically undeniable flaws and shortcomings of his game. He explicitly linked analytics to his personal/professional transformation.”
Before I traveled to the Society of Industrial/Organizational Psychology (SIOP) conference in Houston last month, I was speaking to a co-worker about my trip. He said to me, "Every time I hear the word SIOP I think of PSYOPs as in psychological operations performed by the military. Can you tell me again what does SIOP stand for?" Most of the time when people ask what I do or what my degree is in, I end up saying "business psychology" because brand awareness outside of our field of Industrial/Organizational psychology is usually very low.
My father used to say frequently, “To a young boy with a new hammer, everything is a nail.” Unfortunately, for many young managers, training is a hammer and every sort of performance challenge is a nail.
We’ve all heard the criticism of “hard” women in leadership roles- the infamous diva stereotype many women feel they have to play to in order to flourish in a “man’s world”. If every coin has two sides, the other end of this spectrum is showing up to work as a maternal leader.
Great firms understand the importance of their brand and the need for customer service to be both effective and in the moment. With the rise of social media, more and more consumers are going to social media to air their grievances in real time and have the expectation of a prompt response. Savvy companies understand the need to respond to those queries and have already adjusted their customer service models. Here are some great brands leading by example on response time and on the percentage of replies to customer/fan comments.
Who doesn’t love this time of year? The experience of coming out from winter hibernation tends to be very sensory stimulating. The trees have blossomed, the grass is green again, and the warm air smells sweet from flowers shedding petals after a night rain. One of the annual rites of spring is the opportunity to socialize in larger groups. From company outings or neighborhood block parties to youth athletic events or young professional happy hours, one of the cursory questions bandied about is inevitably, “so what do you do?”. Routinely the answer comes in the form of a job title, and if that fails to clarify, what follows is a regurgitated job description. Wouldn’t it be more useful if we could tell others what it is we do for a living by clearly and confidently informing them how we fit within the entire structure of our organizations? Is it our fault for not being able to articulate our job within the confines of small talk at a Memorial Day Barbeque? Perhaps this burden falls on those involved in writing and assessing job descriptions.
Mistakes. Everyone makes them, from entry-level employees to C-suite executives. What separates good employees from great employees is how they handle their mistakes. Mistakes are not just occasions to be shrugged off. You should not beat yourself up over them, but they do create a perfect learning opportunity because they shed light to the areas you need to improve on most.
Change isn’t always welcome, but it is necessary. Especially in this time of frequent and fast-paced changes in the market and economy, smart organizations recognize that improving programs and processes to better align with change is critical.
It comes as no surprise that you live in a highly complex, ever-changing world. As trite as it is to start a blog post with this acknowledgement, the fact remains true and the only way to compete is to evolve and adapt to the new realities. Some of those realities for HRM, sourcing and recruiting are: Forty percent of the U.S.workforce will be freelancers, or contingent labor by the year 2020.
Nature can often rival the complexity of human achievements, and examples of elaborate systems can be found throughout the world. For example, ant authority Bert Holldobler in his research discovered an intricate 50 square meter insect city built by the collective work of a multitude of ants rivaling the scope of the Great Wall of China (see the video.) As the ants created this complex city, they moved more than 40 tons of soil with individual ants carrying loads of up to four times their body weight across a distance in human terms of a kilometer. Holldobler used more than 10 tons of cement to fill in the subterranean ant colony and allow for a visualization of the complexity involved.
It’s an interesting dichotomy that as our world continues to get more interconnected, the number of human interactions we have seems to wane. Next time you’re at a restaurant, I encourage you to people-watch for five minutes and count how many people are not glued to their smartphones. Additionally, I will be the first to admit that I play more strangers on Words with Friends than people I actually know – which I do enjoy, but the irony is not lost on me.
A lively panel, “Millennials Speak Out: How to Manage the Gen X Boss” at last month’s SXSW conference exposed the antagonistic attitudes between Gen X bosses and their Millennial direct reports.
HCI is pleased to announce that Seth Godin will be this year's Strategic Talent Acquisition Conference's closing keynote! You may know Seth from his 13 best selling books, being named the “Ultimate Entrepreneur for the Information Age,” by Business Week, or maybe you own the Seth Godin action figure...
Once internal employees have been selected as a high-potential and included for participation in any leadership development program, a message about their status needs to be communicated to them. It has been debated whether or not to be transparent with employees about their special status.
Most of us understand that to be successful in leadership, we need to be aware of what and how we communicate. Of ensuring that we actively listen to what those around us are saying, and sometimes what they're not saying. And yet, how many of us are also mindful of how we show up in these moments, of how present and engaged we are in those conversations with those we lead?
As leaders, we often see our employees go through various stages of motivation, contribution and engagement. Often, we get concerned when we see changes in how our employees seem to be responding to their work. We over think it, read into every action or reaction and then try to solve it by randomly calling a “one on one” meeting.