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I’m a self-professed math geek. Which is why I’m very excited to share with you today’s interview. But before we start, I want to share how I learned about Dr. Jac Fitz-enz. I’ve told this story before but I’m going to tell it again. In my very first human resources manager role, I attended a weekly department head meeting. My boss would have all of us go around the table, talk about the projects we were working on, and discuss any resources (i.e. budget and staff) we needed to achieve our goals
Editor's Note: What are our writers and experts reading? In this series, ReWork contributors share their“must-read" recommendations for HR professionals and business leaders. The number of books in my library is huge. Unfortunately, the list of ones I've read cover to cover is quite short, and the list of those I've read more than once—most of which are included in this article—is even shorter.
How Do I Make Workforce Collaboration Happen? Create a space where employees can collaborate when needed, but have time alone for calls, focused work and more. Set the example for employees as a manager. Show them how to create effective groups and work together. Build collaboration into your company goals and values. Mix up your work communication methods.
Jonathan Ferrar is a respected consultant, speaker, and author in HR strategy, workforce analytics, and the Future of Work. This article is adapted from his book, The Power of People: Learn How Successful Organisations Use Workforce Analytics To Improve Business Performance, and originally appeared on his LinkedIn Pulse. The leader of any workforce analytics team has one of the most exciting and demanding jobs in the business – and especially in the Human Resources function.
As our workforce evolves, so must the way we support it. With more employees choosing to work beyond age 65, HR leaders are increasingly being called upon to guide aging employees through one of the most complex transitions in their professional lives - from employer sponsored plans to Group Medicare. Without clear guidance, confusion around eligibility, coverage options, and cost implications can lead to uncertainty and missed opportunities for optimized benefits.
Who are the thought leaders you turn to for business and management advice? Got room for one more? Over the past several months, my eyes have been caught by informative articles on leadership and productivity from the same author. I found an Inc. column so valuable that I asked if I could interview the author for our blog. Fortunately, he agreed to answer several questions about leadership, employee engagement, and organizational health.
We’ve talked often on this blog about the need for organizations to consider contingent workers in their staffing strategy. The contingent workforce includes on-call, temporary, freelancers, consultants, and contractors (just to name a few). But even within these titles, there are differences. Take freelancers for example. If you Google the definition of freelancer, it says “working for different companies at different times rather than being permanently employed by one company.
We’ve talked often on this blog about the need for organizations to consider contingent workers in their staffing strategy. The contingent workforce includes on-call, temporary, freelancers, consultants, and contractors (just to name a few). But even within these titles, there are differences. Take freelancers for example. If you Google the definition of freelancer, it says “working for different companies at different times rather than being permanently employed by one company.
Every once in a while, I run across an article that talks about why organizations shouldn’t calculate cost per hire. Personally, I’m a big fan of the cost per hire metric. I think it provides valuable information. Back in 2012, the Society for Human Resource Management (SHRM) worked with the American National Standards Institute (ANSI) to create a uniform standard calculation for cost per hire (CPH).
The term “war for talent” was first used in 2001 in a Harvard Business Press book by the same name. It refers to a competitive landscape in recruiting and retention. Given the recent shift to a candidate-driven market and other indicators like low unemployment, the use of war for talent seems very appropriate. Dave Ulrich and his colleagues have a new book out on the topic titled “ Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do About It ”.
(Editor’s Note: Today’s post is brought to you by our friends at Kronos , a leading provider of workforce management and human capital management cloud solutions. For the third consecutive year, Forbes has named Kronos one of America’s Top 15 Places to Work in technology. Congratulations to Kronos! Enjoy the post.). While this blog tends to talk about employees in general, we have shared in the past some insights about specific industries such as restaurants and public service.
(Editor’s Note: Today’s article is brought to you by our friends at Workify , a tech-enabled service that helps companies establish more real-time feedback loops to uncover hidden engagement issues. Enjoy!) . Employee surveys are important. I’d like to think we all agree that asking employees for their feedback is valuable. However, the real impact of a survey is in what companies do with the data they receive.
When you have a high-volume role and every resume looks the same, traditional hiring methods make it impossible to identify which candidates have the right skills for success. In this webinar, you’ll learn how to quickly differentiate top candidates by focusing on soft skills, cognitive abilities, and culture fit, not just experience. What We’ll Cover: Why traditional hiring falls short: Experience alone doesn’t predict success What skills-based hiring is: Soft skills, cognitive abilities, and c
One of the things that often happens when you become a supervisor or manager is that you’re invited to participate in the recruiting process. It could be because you’re now responsible for a team of employees. Or another manager will ask you to participate because you will work closely with one of their employees. Regardless of the reason, there are a few things that new managers need to understand about their role in hiring.
We’ve talked about how today’s workforces need three key constituents: regular full-time workers, regular part-time workers, and contingent workers (i.e. freelancers, contractors, consultants, etc.) Each group involves a unique recruiting as well as an engagement strategy. Which we’ve also talked about before. BUY is where the company hires talent from the outside.
I listened in on a panel discussion during this year’s SHRM Talent Management Conference when I hear a recruiter say, “My job is to fill openings.” And I thought to myself, “Hmm…no. A recruiter’s job is to fill the company’s talent pipeline.”. Now you might be saying to yourself, “Same thing.” But I’m not sure it is. Hear me out. From a process perspective, organizations hire employees from their talent pipeline.
The war for talent has companies of all sizes focused on creating compelling employee experiences that will not only help them attract top talent, but also prevent current star performers from exploring outside opportunities. As the idea of "employee experience" design has evolved, it's become focused on much more than access to great perks and a fun work environment.
ChatGPT is a powerful tool that can help you quickly brainstorm, draft, and refine tasks on your to-do list. But it can take a bit of strategy and practice to get generative AI to give you the time-saving results you’re looking for. Try these 14 detailed prompts to unlock the power of ChatGPT. You'll discover ways to streamline tasks for hiring, employee engagement, and performance management.
Today’s Time Well Spent from our friends at Kronos reminds me of that old saying, “ Good, Fast, or Cheap – Pick Two ”. The saying represents the idea that we can get quality quickly, but it will cost us. If we want it quickly and inexpensively, then it might not be that good. And to get something good at a low price, it might take some extra time. In this case, we’re applying the concept to staffing the operation.
I ran across an article in Chief Learning Officer Magazine titled “ 7 Ways to Create a Coaching Culture ”. It’s a good read that you might want to check out. There’s one sentence in the article that I want to elaborate on today. “The magic of a coaching culture is that it is infectious.” I get the point of the sentence. I’m just not sure that it’s quite as simple as the sentence implies.
…is give and receive feedback. Regardless of what you think about performance reviews, feedback isn’t going away. In fact, organizations are encouraging more of it. As consumers, we get more opportunities to give feedback about products and services. I was recently at a hotel that sent me a text message after my first night, asking me to rate my stay so far.
Open door policies are pretty ubiquitous, but simply having the policy doesn't mean people will actually speak their minds. Your employees aren't telling you everything they should and it's costing you—$7,500 per conversation failure and seven work days—according to a new study led by best-selling authors Joseph Grenny and David Maxfield. That's what the lack of open communication costs you, and here's why: One in three employee say their culture does not promote or support holding crucial con
The employment compliance landscape is evolving fast, and staying on top of the latest regulatory changes can feel overwhelming. With so much conflicting information out there, how can you be sure you're covering all your bases? Join Kimberly Best-Robideaux, a top immigration attorney with 20+ years of experience, and Chapelle Ryon, CEO of WorkBright, for an expert-led webinar to help you move beyond the headlines and break down key insights about evolving regulations.
I ran across a tweet recently that posed an interesting thought : What if managers created “personal user manuals” about their management style? Back in the old days, we called this managing up. Managers would share information about themselves with their teams – things like “I’m not a morning person.” or “I like communicating via email.”. Employees could then use the information about the best times and methods to communicate with their manager to help them get the necessary resources to do the
Communities of interest (sometimes referred to as affinity groups or employee resource groups) are exactly what you would think. They are groups of people who share a common interest, experience, or passion. The group is formed to share ideas and thoughts. Organizations have supported affinity groups for decades. There was a recent article in Bloomberg Businessweek titled, “ Deloitte Thinks Diversity Groups are Passé ”.
(Editor’s Note: Today’s post is brought to you by Alongside , a company that bridges the communication gaps to create a better hiring experience for both employers and job seekers. Check out how they help companies like Motörleaf showcase their team dynamic to active and passive candidates. For a free trial or demo of their product , visit their website.
(Editor’s Note: Today’s post is brought to you by our friends at SilkRoad , a global leader in Talent Activation. SilkRoad recently announced that Carey Lohrenz, the first female to pilot an F-14 Tomcat Fighter jet for the Navy will be the keynote speaker at their annual Connections conference taking place in May. Hope to see you there! Enjoy the post.).
You know what they say, what gets measured gets managed. So in order to improve employee engagement, organizations need to measure it. And not only as a whole, because employee engagement is a multifaceted and complex concept. But rather to measure the different drivers of employee engagement, by letting employees rate them. By doing so, it becomes possible to focus on the areas where there is a need for improvement, and gradually build a better employee experience.
There are many skills that managers can learn on the job. For example, they can learn how to approve time cards, the key elements in an employment law, or the steps in conducting a good interview. But there are some basic skills or qualities that organizations want to see in managers from day one. So, if you’re an HR professional trying to communicate expectations for the management team, this list might be helpful.
Candidate sourcing is a very specialized and difficult position. Sourcers or researchers must use multiple platforms to find the most qualified candidates for a given job. Where those candidates are found can be hard to pinpoint: 78% of candidates use social media in their job search, but the best candidates for a position may be hidden somewhere else.
Good management is important. We all know this. In fact, multiple studies have shown that not getting along with a manager is often the strongest influence on employee engagement—and eventual departure. Or, at least, that's what we thought. According to new research from IBM on why employees quit, the old HR adage "people don't leave companies, they leave managers" is being called into question.
(Editor’s Note: Today’s post is sponsored by TalentMap , a firm specializing in employee engagement solutions. They help organizations measure and improve employee engagement through action-centric employee survey programs. Enjoy the post!). I don’t believe it’s a surprise to anyone that technology has changed the way we do business. Regardless of the industry you’re in, technology has impacted who does the work, the methods we use to work, and how fast we work.
The benefits landscape is shifting rapidly, and AI is at the center of this transformation. From optimizing health and wellness programs to predicting future benefits needs, AI is empowering HR and total rewards leaders to make smarter, more proactive decisions. The challenge? Understanding where AI fits in your strategy and how to leverage it effectively while keeping employee well-being at the forefront.
I’d like to think that everyone understands the importance of leadership. And good leadership benefits organizations. But there’s not one standardized type of leadership. It takes on many forms and, as individuals, we might be attracted to certain types and models more than others. Personally, I think that’s okay. The important piece is that individuals find a way to practice leadership that feels authentic to them.
Enough can’t be said about the importance of company culture. It’s the “thing” that keeps the organization together. Well, let me clarify…if organizations truly believe and embrace their culture, then it’s the thing that brings the organization working together to achieve its goals. There could be companies out there that talk about workplace culture, but don’t live the words.
While more than 75 percent of CEOs say gender equality is part of their top 10 business priorities, women remain underrepresented across every level of the corporate pipeline—comprising just 37 percent of management positions and 19 percent of C-Suite positions, according to a recent study from McKinsey and LeanIn.org. This gender disparity doesn't stem from the inability of women to perform at top levels.
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