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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.
AI adoption is reshaping sales and marketing. But is it delivering real results? We surveyed 1,000+ GTM professionals to find out. The data is clear: AI users report 47% higher productivity and an average of 12 hours saved per week. But leaders say mainstream AI tools still fall short on accuracy and business impact. Download the full report today to see how AI is being used — and where go-to-market professionals think there are gaps and opportunities.
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.
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.
Unlock the potential of your organization with People Experts LLC, the leaders in fostering collaborative workplaces built for People. We specialize in human resource strategic planning, fractional HR services, and employee engagement. Our expert guidance and tailored approach ensure that your workplace thrives and is positioned for sustainable growth.
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
Onboarding begins long before your new employee's first day. With thoughtful preparation, their first days can be seamless. Set the tone for a welcoming experience by starting your onboarding plans for the new year now. With the help of this pre-onboarding checklist, you’re sure to create better first days!
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.).
Payroll compliance is a cornerstone of business success, yet for small and midsize businesses, it’s becoming increasingly challenging to navigate the ever-evolving landscape of federal, state, and local regulations. Mistakes can lead to costly penalties and operational disruptions, making it essential to adopt advanced solutions that ensure accuracy and efficiency.
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.
Nearly half of employees face workplace misconduct, but most never speak up. What are they not telling you? This silent majority represents a $20 billion blind spot in your risk and compliance strategy. An anonymous whistleblower hotline service brings together people who have something to report with those who need to hear it. Download our buyers guide to discover what makes a reporting system successful, learn more about: What kinds of security provisions are necessary for a safe and secure pr
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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