55 Posts Found

In hiring, what most leaders do is they have a set of criteria, they evaluate a bunch of candidates through interviews and resumes and other information available, and then they make decisions based on their gut. You could actually turn that process into a much more scientific approach, where you lose none of your experience but you add a lot of data.

The way I would … [ Read more ]

Author: Adam Grant | Source: “Six secrets to true originality” | Original Publication: The McKinsey Quarterly | Subjects: Hiring, Human Resources

Too often, managers don’t know enough about what work people enjoy. It spills out in exit interviews — a standard practice in every HR department to find out why talented people are leaving and what would have convinced them to stick around. But why wait until they’re on their way out the door? Instead, use entry interviews. In the first week on the job, managers … [ Read more ]

Author: Lori Goler | Source: “Why People Really Quit Their Jobs” | Original Publication: Harvard Business Review | Subject: Human Resources

Buffer has taken transparency to an extreme. The social-media management tool firm has adopted what it calls an “open salaries” system, publishing all of its salaries, as well as the standardized formulas with which those salaries were calculated: Salary = job type x seniority x experience + location. In other words, a salary is determined by a base pay based upon job type; plus, a … [ Read more ]

Author: Adam Cobb | Source: “Unfair — and Unfixable? The Simple Truth About Salaries” | Original Publication: Knowledge@Wharton | Subject: Human Resources | Company: Buffer

One important milestone during the first six months is to get your new hire’s perspective on your operation. It seems like an obvious thing to do, but getting information from someone less experienced can be annoying. They have all these ideas and they question everything: why you do what you do and why you do it the way you do it. So we fight it … [ Read more ]

Author: Whitney Johnson | Source: “If you want your new hires to succeed” | Original Publication: LinkedIn | Subjects: Human Resources, Management, Organizational Behavior

NerdWallet gives candidates the following materials to make their experience before and after company onsites better:

• An interview day outline. NerdWallet sends every candidate an outline detailing their day at the office 48-hours before they arrive. It includes: the names and roles of the team members with whom they’ll meet, interview times and duration, and any activities they will be participating in throughout the day. The

… [ Read more ]

Author: Flo Thinh | Source: “Turbocharge Your Recruiting Machine — Here’s How” | Original Publication: First Round Review | Subjects: Hiring, Human Resources | Company: NerdWallet

For certain jobs, especially technical positions, replace pre-screening based on education and experience with a take-home test. This saves significant time and energy and allows you to engage with promising candidates faster.

But the most important reason not to pre-screen is that it removes a huge source of initial bias. Many incredibly talented candidates won’t have the education or experience recruiters are trained to look for. … [ Read more ]

Author: Jeremy Stanley | Source: “First Round Review” | Subject: Human Resources | Company: Sailthru

One of the biggest challenges in fast-growing companies is silos. Imaginary walls spring up between departments. Before you know it, the sales team and the engineering team, for instance, feel like two totally different companies. They’re not meshing socially and — just as worrying — they’re not collaborating or exchanging information on projects. This lack of coordination inevitably hurts the final product and the customer’s experience.

This is a huge … [ Read more ]

Author: Ryan Holmes | Source: “5 cheap old-school hacks for building company culture in 2017” | Original Publication: Medium | Subjects: Human Resources, Management, Organizational Behavior | Company: Hootsuite

This reminds me of something our leadership-development team launched last year with behavioral nudging. We created what we call “whisper courses,” which were based on the premise that, as leaders, we have the best intentions yet get so busy and forget to do the many little things that matter so much. I recall us talking about how nice it would be to have this invisible … [ Read more ]

Author: Tamara Ganc | Source: “Getting Ready for the Future of Work” | Original Publication: The McKinsey Quarterly | Subjects: Management, Productivity/Work Tips, Training | Company: Vanguard Group

High-performing managers create simple goals, make sure they are clear and transparent, and revisit them regularly. Google, for example, uses an agile goal-setting process called OKR (objectives and key results), which was originally developed at Intel. The process is simple and effective: Each individual (from CEO down) sets ambitious and measurable objectives (like “launch Gmail version X by year end”) and are asked to define … [ Read more ]

Author: Josh Bersin | Source: “Becoming Irresistible: A New Model for Employee Engagement” | Original Publication: Deloitte Review | Subjects: Human Resources, Management | Company: Google

I’m a big believer in teaching leaders to fish. That’s why we’ve rolled out a weekly(ish) email for leaders … that summarizes all the things they need to be thinking about in terms of managing and messaging to their team. We break it down into a few sections: things to know, things to do, things to share. It sounds simple, but let’s be real, leaders … [ Read more ]

Author: Terra Carmichael | Source: “The Top Comms Mistakes Startups Make — And How To Avoid Them” | Original Publication: First Round Review | Subjects: Human Resources, Leadership, Management

In every interview I’ve ever had with another company, I’ve met my potential boss and several peers. But rarely have I met anyone who would be working for me. Google turns this approach upside down. You’ll probably meet your prospective manager (where possible—for some large job groups like “software engineer” or “account strategist” there is no single hiring manager) and a peer, but more important … [ Read more ]

Author: Laszlo Bock | Source: “Here’s Google’s Secret to Hiring the Best People” | Subject: Human Resources

Bank of America … has created an onboarding program for executives one to two levels below the C-suite. The program aims to ensure that the new executives understand role expectations, quickly develop a network among key stakeholders, build relationships with their team, and learn from other leaders what it takes to succeed, especially in their particular role. To achieve these objectives, the program must transfer … [ Read more ]

Author: Dorothy Leonard | Source: “How New BofA Executives Learn its ’Deep Smarts’” | Original Publication: HBS Working Knowledge | Subjects: Human Resources, Knowledge Management, Management

Not all roles are created equal. Many companies don’t take the trouble to understand which are their linchpin roles—as distinct from high-performing or high-potential people. These are roles that have a big influence on the customer experience or that provide critical support or coaching to employees who shape the customer’s response. Given scarce resources, targeting these roles can be an efficient way to raise employee … [ Read more ]

Author: Domenico Azzarello | Source: “The Chemistry of Enthusiasm” | Original Publication: Bain | Subjects: Customer-Related, Human Resources, Management

To foster staff longevity, organizations can arrange for group members to switch roles with one another. Google, for example, encourages employees to leave their positions and take on “bungee” assignments for three months to one year in different areas of the company. Employees can acquire new skills and find out whether they like a new job (or are good at it) before committing to it. … [ Read more ]

Author: Daniel McFarland | Source: “What Is the Secret to a Happy Collaboration?” | Original Publication: Stanford University | Subjects: Human Resources, Management, Organizational Behavior

It’s important for senior leaders to find a way that people can share information in reasonably efficient ways. I really like the example of Salesforce under Steve Greene and Chris Fry — they had a policy where engineers were free to change jobs within the company. So, every four months they’d have an internal job fair, like a bazaar with booths, where people would walk … [ Read more ]

Author: Hayagreeva Rao | Source: “How Do You Scale Excellence?” | Original Publication: Stanford University | Subjects: Human Resources, Management, Organizational Behavior

Just as the Net Promoter approach has strong descriptive and predictive power with customers, it works just as well in the realm of employee engagement. Loyalty leaders measure engagement by asking a handful of simple but predictive questions: Would you ask your friends and family to work in this company? Why? And would you recommend our product or service to your friends and family? What … [ Read more ]

Author: Domenico Azzarello | Source: “The Chemistry of Enthusiasm” | Original Publication: Bain | Subjects: Human Resources, Management, Organizational Behavior

The size of your organization and the age of your workforce dictates which type of rewards and recognition program works best. One organization improved motivation and almost eliminated turnover by creating a family environment including special incentives.

Every year employees celebrate their work anniversary with a cake and receive $100 for each year employed made out in a check.

Twice a year employees’ children receive a … [ Read more ]

Author: Gregory P. Smith | Source: “Reward and Recognition Programs Increase Employee Motivation” | Subjects: Human Resources, Management, Organizational Behavior

Some innovative organizations are using a two-tier performance appraisal. One appraisal assesses how a person “manages”–did they get work accomplished in a timely manner and achieve their performance goals? This assessment determines the leader’s bonus. The second appraisal assesses the individuals leadership ability–how well did they develop, motivate and engage their people? This determines whether they get promoted. So someone may be … [ Read more ]

Author: Albert A. Vicere | Source: “Leaders in Short Supply Just When We Need Them” | Original Publication: LeaderValues | Subjects: Human Resources, Leadership, Management

Talented people have so many opportunities that you can’t keep them forever. But even if they stop working for you, they can work with you. But how do you build a network that works? Here are a few tips.

1. There’s more than one way to network. An alumni community can be either an official company initiative or a grassroots effort. It comes down to ownership. … [ Read more ]

Source: “Gone, but Not Forgotten” | Original Publication: Fast Company | Subject: Human Resources

A warning to senior executives of companies across industries: Your recruiters could be repelling your best job applicants. They’re providing the same recruiting messages to all candidates. But the reality is that not all applicants are looking for the same things. So companies must create distinct, targeted recruitment approaches for different profiles of applicants.

Applicants with advanced educational degrees, for example, are attracted to specific attributes … [ Read more ]

Author: Nikki Blacksmith | Source: “Executives: Your Company Isn’t Attracting the Best Talent” | Original Publication: Gallup Management Journal (GMJ) | Subject: Human Resources