Todd Henneman recently wrote a great article detailing the pros and cons of the evolution of HR from a traditional role to options like breaking up the function across other departments or outsourcing the role altogether. HR continues to need to align itself with the overall business strategy of the firm and that involves some transformative changes at times. Henneman cites an example from Canadian firm G Adventures, who completely closed their HR department and created two new functions a “talent agency” responsible for talent acquisition and talent management and a “culture club” in charge of organizing fundraisers and award celebrations.
Do you ever get that slightly depressed feeling following a big event? I’ve heard this happens to brides following their wedding so frequently that it even has a technical term - “postnuptial depression.” As we come to the conclusion of HCI’s 2013 Summit I’m experiencing a little bit of my own version of this. Depression is a strong word but perhaps I could call this “post-Summit sadness” instead. All the hard work, planning, time, and energy devoted to the event has finally culminated.
“Everything you need to know about leadership, diversity and most other things in life can be learned in your family, the first human capital engagement.”
The second day of the 8th annual HCI Summit is off to a fantastic start. We were treated to a keynote from Colleen McCreary, Chief People Officer at Zynga. McCreary shared the highs and lows of a young, energetic company and their talent challenges. For Zynga to keep their smart talent, they had to have leaders keep their focus on talent from the very beginning – the CEO challenged McCreary to ensure leaders spent 20% of their time on talent building. No matter the threats and changes, McCreary was always able to go back to that vision.
Next up after McCreary, Liz Wiseman, author of Multipliers, gave an energetic presentation of her findings that stemmed from the question, why do some leaders get more from their people and others don’t? Turns out that multiplier leaders don’t just get more from their people, they get two times more intelligence from their people for FREE. How?
The first day of HCI’s 8th annual Human Capital Summit began with a keynote from best-selling author and thought leader Dan Pink. Pink looked out at the packed house of human capital attendees and promptly convinced them they were all in sales. At some point in everyone’s day, he concluded, there are times when you must convince someone else to part with something they hold dear—it might be time, money, attention, engagement, etc.
What? Ugh, not sales.
In the global competition for talent, organizations often distinguish themselves by offering attractive benefits to their employees. One increasingly popular way to do this is to offer family-friendly benefits, like on-site child care. Employers’ family-friendly programs also must ensure employee retention, satisfaction, and productivity, which would constitute a return on investment for the employer.
As it has happens, the Midwest weather in which I live has been the topic of a previous blog or two, and this is no exception. If you make a home anywhere around the Ohio River Valley, you’ve probably become frustratingly used to the fall and winter-like temperatures of the past few weeks – you know, since the start of spring. But, I digress.
For the record, I am not a basketball fan and I do not particularly like using sports examples in my writing. Sometimes, however, witnessing an event and sharing the ensuing insight compels me to make an exception. This is one of those times.
Have you seen Facebook’s latest status update? If not, head to your newsfeed, because it’s about to get a big change. On Thursday, Facebook announced that it will be overhauling the look and feel of its popular newsfeed feature. Coming on the heels of the Graph Search announcement, and a full year and a half after the roll out of Facebook Timeline, the update to this third pillar of Facebook stands to impact the way your business recruits online.
Customer service is emerging as a critical differentiator for businesses. McKinsey suggests that the ability to have more effective customer interactions is hard to replicate and can produce lasting competitive advantage. Another study conducted by Forrester Research confirms the correlation between customer service and loyalty across 12 industries. The social megaphone has further elevated the importance of service to most businesses, with younger demographics, in particular, increasingly going social to bash brands when they have bad experiences.
Tim Sacket recently published a great article on the “Next Big Thing in HR” at Fistful of Talent. He asserts that succession planning is about to surge back to the forefront due to a slowly recovering economy, which will lead to a continuing exodus of baby boomers finally entering retirement over the next few years. Tim reviews the difficulties HR faces in tackling succession planning, budget constraints, the need to be ‘strategic’, and coordinating across both the function and structure of the entire organization, but also highlights the role technology can play to facilitate the process.
Leadership is the most overanalyzed, thoroughly dissected, and utterly confused topic in business. Many leadership experts, myself included, make the topic of leadership far too complex, causing people to opt out of the chance to lead.
If you’re like me and follow HR-related press and HR blogs, you regularly read about a shortage of leaders. Executives all the way up to the CEO are expressing concern that a shortage of leaders will hinder business growth. But what is provoking these sentiments?
Heidi Halvorson recently published an article for the Harvard Business Review regarding “The Most Effective Strategies for Success.” The article is a continuation of her popular piece Nine Things Successful People Do Differently and combines data from her 9 Things Diagnostic to weigh which of the strategies give the biggest effects. The 9 strategies are a combination of strategic and tactical guidelines which can be applied to both personal and professional goals.
A few years back, HR strategy actually made the evening news, and not because of some corporate malfeasance or executive scandal. It was a new management philosophy catching the general public’s attention: a new idea called the results-oriented work environment (ROWE). Originally developed at retail giant Best Buy, it was adopted at a number of other workplaces and its creators, Cali Ressler and Jody Thompson, wrote a popular book, Why Work Sucks and How to Fix It.
The Human Capital Institute has been tapping into progressive organizations such as ESPN, HP, Fed Ex, Vistaprint and Procter & Gamble to identify the most pressing challenges when it comes to Strategic Workforce Planning, and to capture the tested strategies that provide the solutions, and the ultimate competitive advantage.
Imagine the future of your organization. Your company is brimming with the potential found within each of your employees. Developing this potential is a way to strengthen your employees and your company in the same move. After all, it is people that make up a company and can drive it toward success.
Competencies are the glue that holds together the pieces and parts of a talent management system. They can be used as the basis for behavioral interviewing, as guides for development and succession planning, and as a component of a thorough performance evaluation.
National Public Radio recently published an article regarding what makes a workplace innovative. The author detailed what sets a Google or a Facebook apart from their competitors. It is not just the open atmosphere of their campus headquarters where games of volleyball, soccer, or Frisbee can break out over lunch, but a specific design of their offices to ensure interaction with employees across divisions and functions. This “serendipitous interaction” allows Google employees to learn by “interactions, collaborations, and fun,” and directly impacts the bottom line with Google being named the best place to work according to Fortune magazine for the past 2 years. Google “attracts some of the brightest minds and earns close to $1 million in revenue for every single person it employs.”
According to Dan Pink in his new book "To Sell is Human: The Surprising Truth about Moving Others," most of us, even if we realize it or not, are in the business of sales. In his research, he found that 1 in 9 Americans are technically in the profession of sales, but 8 in 9 Americans perform selling activities in their daily work. Whatever the job title, the majority of Americans spend their days persuading, influencing, and convincing others to part with resources. Workers are in the business of moving others; it spans across industries and every level of the organization. Dan Pink’s research found that we spend roughly 24 minutes of each hour moving others at work.