Picking new supervisors is a crapshoot in most companies. It doesn't have to be that way. In many companies, selecting individual contributors to become supervisors is a crapshoot. It doesn't have to be that way. Start by understanding two basic facts.
I am a fan of the principles that underlie the game of duplicate bridge. The players rotate between each table and are given the opportunity to compete with others playing the identical cards. By scoring relative performance, the element of skill is enhanced while the element of chance is reduced. In the end, the person who plays the hands best wins. Head-to-head competition - no hints, no gimmicks, no cheats.
The Fiscal Times recently ran a piece, “Why This Nerd Has the Sexiest Job in Science,” detailing the coming prevalence of data scientists as, “the sexy job of the next 10 years.” Source The ability to merge science, analytics, and the bottom line leads to a capable and select talent pool with a demand currently outpacing the supply. Firms have seen successes in big data applications like Billy Beane’s Oakland Athletics or Nate Silver’s US Presidential Election forecasting and will look to do the same with their fiscal performance.
The other day I was watching ‘The Big Game’ (along with about 109 million other viewers) and, as I watched, I couldn’t help but feel that there was something very familiar about the interaction and execution style of the teams, coaches, etc. It struck me that the dynamic I was witnessing was similar to the winning behavior I have seen in many effective Human Resource service organizations. The more I watched, the more fascinated I became with what I saw. Let me explain.
Full disclosure: I was on vacation last week. It was glorious. It was snowy (I’m a skier), cold, ripe with hot tubs, wine, family, and food. And best of all – no work.
For those of you craving a vacation and not able to take one yet, I’m not trying to rub this in, really. But what dawned on me last week during my naps and hot cocoa breaks in front of the fireplace is that my vacation would have been a much less enjoyable experience without trust.
Recent research from the Metrus Institute suggests that most organizations are not getting anywhere near maximum return on their human capital investments. How can this be? For many organizations, people are the most expensive asset—one that walks out the door every night.
How often do HR leaders hear that HR processes are too slow, they don't reflect business changes fast enough, and they don’t give people fast-enough feedback and learning? The solution is to create an agile model of HR but what exactly does that mean and how can it be accomplished?
You are working on filling a senior position. It’s a niche role and there aren’t many people in the market who would fit the bill well. You have finished mapping the talent landscape and the list of probable names looks small. However, there are a couple of people on that list who you believe are great fits for the role and you want to get cracking on it. After a couple of attempts at headhunting, you finally have your ‘perfect candidate’ on the line. Your heart sings, you pitch the job and a minute into the pitch the candidate cuts in and says, “Sorry, I am not looking for a change." This leaves one promising candidate down and one recruiter dejected.
When ESPN was in its infancy, the established networks called it “television suicide” to devote an entire network to sports 24 hours a day. Today, SportsCenter has logged over 50,000 episodes on a network available in over 100 million households in the U.S. For the final keynote session of the 2013 Workforce Planning & Analytics Conference, we were treated to the entrepreneurial wisdom of Bill Rasmussen, Founder of ESPN and author of the book Sports Junkies Rejoice.
Yesterday at HCI’s 2013 Workforce Planning and Analytics Conference, David Eberhardt, Director of HR Strategy & Systems at Devon Energy Corporation took the stage to share how HR analytics are creating value for them and outline some principles that the audience could apply to their own organizations. Eberhardt began by saying most organizations cannot and should not try to graft Devon’s key metrics directly onto their HR function: “Find out what will drive value for your business.”
Mick Collins and Jaye Tanner from Successfactors led a tremendous pre-conference workshop that appeared to be completely filled. Mick and Jaye both have a tremendous background and helping companies grow in reporting maturity. The below are my notes from the session.
Should women open the door for other women to walk through? Growing up in the 80’s, I always assumed the answer would be “Yes.” Literally speaking, opening and holding doors for others is commonplace, usually expected and most certainly polite. However, in the professional world, it appears today’s female leadership did not walk through doors held by other women.
In just under two months, we’ll ditch this winter snow and bask in the warm sunshine of Orlando, FL for HCI’s annual Human Capital Summit. By now you’ve probably heard about the Summit theme: Building Successful and Adaptive Talent Management in a VUCA Environment (VUCA – describes an environment characterized by: Volatility, Uncertainty, Complexity, and Ambiguity); and you’ve also started monitoring the list of rock-star keynotes as it continues to grow each week.
The New York Times recently ran an article regarding an upswing in the trend of hiring from internal referrals. “Some, like Ernst & Young, the accounting firm, have set ambitious internal goals to increase the proportion of hirings that come from internal referrals. As a result, employee recommendations now account for 45 percent of nonentry-level placements at the firm, up from 28 percent in 2010,” states Nelson Schwartz.
How do Caterpillar, General Mills, IBM, Lockheed Martin Space Systems Company, and Schlumberger consistently attract and retain adequate numbers of high-quality technical workers?
In case you haven’t heard – or you’ve got an incredible immune system – this year’s flu season has gotten off to a raucous start. As an early victim of the virus, I was unpleasantly reminded that the only benefits of being sick in bed are watching hours of television (guilt free!) and catching up on reading.
What can you do to thrive in a high speed, volatile environment where the “new normal” has obliterated best practices and the trusted strategies that used to be effective? You start a Fight Club. I know… not your first guess, but bear with me here.
We manage HR virtually, lead virtually, train and develop virtually – It’s a cyber world that allows multitasking, longer virtual hours and the ability to connect and work from anywhere. So why not attend a conference virtually? This year’s HCI Workforce Planning and Analytics event is streaming every single session live from Atlanta right to attendee’s desktops instantly.
A recent report by McKinsey &Co. found that, across the globe, about 70% of educators believe students enter the workforce prepared to work while only about 50% of employers shared that view. This difference of opinion tells a larger story of the mismatch between the education young people are receiving and the education/skills employers need to fill entry-level positions.
It may surprise you that your job as a leader is to make people uncomfortable. Why? Because people learn, develop, and progress in a zone of discomfort, not comfort. It is in the pursuit of challenges that are hard, scary, and uncomfortable that people discover their worth, and convert potential into actual skills.