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.
As the workforce becomes increasingly virtual and skilled talent shortages become larger the search for the perfect candidate has also increased its scope. As a result, video interviews are a must have recruiting tool. Also, as hiring becomes more global, both for employers and candidates, video interviewing is a way to expedite the interview process. Hiring managers and recruiters can conduct first round interviews more quickly, save on transportation costs, and get the interview process started much faster using video conferencing than they can schedule in-person interviews.
HR professionals are no strangers to dealing with change. There has been a continual flow of new techniques and technologies as well as a growing breadth in the strategic responsibilities of HR. In the new eBook “5 Essentials for Making HR Service Delivery Look & Feel Effortless” five seasoned experts expand on some of the most current challenges and opportunities in creating an effective HR service delivery model. The authors recently took some time to answer some key questions which I think truly underscore just how much change HR has seen, as well as provide a glimpse into where things are heading.
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.