One of the big knocks on Gen Y is they think they should be running the company, not running down the block to get Grande Soy Lattes. For many, running the company is exactly what they are doing.
Where does this desire to throw the career ladder aside and build their own come
“Painful,” “too much effort,” “not popular,” “a necessary evil”—Do these words come to mind in thinking about your organization’s approach to managing employee performance? These are words that APQC employees, managers, and leaders used to describe APQC’s pre-2012 approach to performance management.
Consider the following scenario: Tom is a manager who pushes his team hard to hit performance targets, often leaving employees debilitated, with some leaving and others cynical and de-motivated. He argues, “It’s just business—we met our targets.”
To say that everyone is on social media these days is probably both an overestimation and a statement of the obvious. Recently I’ve caught myself saying things like, “I’ll catch up with you on Facebook.”, and “I’ll have to tweet that…” But social media is more than just Facebook and Twitter. There is more to it than simply checking in on Foursquare or pinning your interests on Pinterest. In actuality social media is an integration of all of these applications for an individual’s social network.
A lot has been written about the impact of the human resources department on the organization and business outcomes. One study, found that only 17% of business executives believe that HR does a good job at demonstrating its value to the business. Big Data is a huge opportunity for HR, yet most HR professionals are overwhelmed with the amount of data and the inability to draw conclusions from it. There is also this infamous, scathing article about HR from 2005.
Corporate America has a problem: the annual performance review. Usually, this process starts with a self assessment, then a manager assessment, then a manager reviewing employee feedback with his or her boss. Finally, months later, an employee-manager follow up discussion is held.
This is the blog post I never expected to write. Really. For most of my working life I’ve been blissfully oblivious to women’s workplace challenges. I am just another garden variety dunderheaded guy, prone to ignoring and dismissing women’s issues, and admittedly, sometimes women.
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.