This document provides tips for human resources professionals to improve in 2010. It includes short pieces of advice from HR experts. The advice includes becoming a better networking by building relationships through informal mentoring and using social media, making bolder choices in decisions by considering business needs over only legal concerns, and getting experience in other departments to better understand the whole organization. The document is meant to provide actionable ideas to help HR professionals advance in their careers.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Sonny Iqbal of Egon Zehnder sent me this wonderful book by Claudio Fernandez Araoz. This is about leadership, it is about hiring great people, it is about figuring out what to look for in great candidates.
The book offers some simple but effective tips on how this can be done.
This document discusses strategies for finding and assessing talent. It suggests focusing on traits like judgment, resilience and curiosity rather than just credentials. Sources of talent have expanded from just print ads and referrals to include social networks, company websites and public talent portfolios. Assessing candidates requires observing them over time and asking open-ended "how" and "why" questions to understand traits like problem-solving ability. Non-traditional resumes with niche skills can succeed if the right traits are present. Public portfolios now allow employers to identify talent anywhere in the world. Overall it encourages looking beyond surface credentials to find special traits and abilities.
- HR leaders can become trusted business partners and advisers to CEOs by employing strategies like becoming a deep generalist with business expertise, listening deeply to understand various perspectives, and always making the business case for HR initiatives by connecting them to financial performance and business objectives.
- Top HR executives provided examples of how they advised demanding CEOs during difficult periods and major decisions at companies like American Airlines, IBM, and Toys 'R Us by participating broadly and offering wise counsel based on understanding the full business.
- The strategies identified, like gaining broad experience, prioritizing listening, and focusing on the bottom line, allow HR professionals to evolve from technical experts to strategic partners valued for their business wisdom.
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
After real conversations with more than 100 HR professionals from the US and Europe, two challenges rose to the top. Branding to attract the right talent and employee engagement.
This SlideShare tells the story of talent branding and engagement by using quotes from 12 leading talent experts at the BE HR 2015 Conference in Boston. You'll discover the importance of marketing and reinventing HR, branding to attract the right talent, engaging a diverse workforce, and tips to measure your employee engagement.
Five characteristics of trusting workplaces that help organizations get and keep loyal customers are: 1) having the right people in the right jobs; 2) clearly communicating a consistent vision; 3) basing the culture on defined values rather than rules; 4) habitually listening to employees and customers; and 5) focusing on employees' strengths. Trusting workplaces establish processes and coach employees to implement the "Law of Psychological Reciprocity" where people tend to reciprocate the trust and treatment they receive.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Sonny Iqbal of Egon Zehnder sent me this wonderful book by Claudio Fernandez Araoz. This is about leadership, it is about hiring great people, it is about figuring out what to look for in great candidates.
The book offers some simple but effective tips on how this can be done.
This document discusses strategies for finding and assessing talent. It suggests focusing on traits like judgment, resilience and curiosity rather than just credentials. Sources of talent have expanded from just print ads and referrals to include social networks, company websites and public talent portfolios. Assessing candidates requires observing them over time and asking open-ended "how" and "why" questions to understand traits like problem-solving ability. Non-traditional resumes with niche skills can succeed if the right traits are present. Public portfolios now allow employers to identify talent anywhere in the world. Overall it encourages looking beyond surface credentials to find special traits and abilities.
- HR leaders can become trusted business partners and advisers to CEOs by employing strategies like becoming a deep generalist with business expertise, listening deeply to understand various perspectives, and always making the business case for HR initiatives by connecting them to financial performance and business objectives.
- Top HR executives provided examples of how they advised demanding CEOs during difficult periods and major decisions at companies like American Airlines, IBM, and Toys 'R Us by participating broadly and offering wise counsel based on understanding the full business.
- The strategies identified, like gaining broad experience, prioritizing listening, and focusing on the bottom line, allow HR professionals to evolve from technical experts to strategic partners valued for their business wisdom.
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
After real conversations with more than 100 HR professionals from the US and Europe, two challenges rose to the top. Branding to attract the right talent and employee engagement.
This SlideShare tells the story of talent branding and engagement by using quotes from 12 leading talent experts at the BE HR 2015 Conference in Boston. You'll discover the importance of marketing and reinventing HR, branding to attract the right talent, engaging a diverse workforce, and tips to measure your employee engagement.
Five characteristics of trusting workplaces that help organizations get and keep loyal customers are: 1) having the right people in the right jobs; 2) clearly communicating a consistent vision; 3) basing the culture on defined values rather than rules; 4) habitually listening to employees and customers; and 5) focusing on employees' strengths. Trusting workplaces establish processes and coach employees to implement the "Law of Psychological Reciprocity" where people tend to reciprocate the trust and treatment they receive.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
This document discusses generating reader interaction for the "Stepping Stone" publication. It introduces a new segment called "What Would You Do?" which poses management or business decision scenarios. Readers are invited to submit their responses to the first scenario about whether to demote or replace the manager of a compliance unit. Future issues will compile anonymous reader responses alongside the real-life outcomes of the situations. Readers are also encouraged to suggest their own scenarios. The first scenario posed is about whether to demote, fire or find another option for the manager of a compliance unit who is underperforming but has valuable institutional knowledge. Readers are asked to submit their responses to the editor.
A call to arms for leaders - 5 rules to reduce biasBinna Kandola
Leaders must realise the unique and powerful part they have to play in reducing bias. Here is a call to arms for leaders - a guide to facilitate change and progress in your organisations:
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The document discusses ways to replace bureaucracy with humanocracy in an organization. It suggests having a 1 hour walk and talk with another person to identify problems blocking people from doing their best work, which value like ownership, markets, or experimentation could help solve it, and one simple idea to apply that value, like using social media to openly share work. Other suggestions include having small teams, diversity, autonomy, open communication, frequent experimentation, and making it safe to try ideas without punishment for failure. The overall message is that humanocracy focuses on trusting people's judgment, community, and continuous learning over rigid hierarchy.
360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
5 rules for how learning & development can reduce biasBinna Kandola
Reducing bias is a question of motivation, and Learning & Development teams have a critical role to play. If we’re truly willing to recognise the fact we are all biased, there are some straightforward actions that can be implemented in any organisation.
What are the traits that make an association CEO exceptional? This eBook is based on conversations with association leaders, and experience within the association sector.
“Strategies to Create Highly Motivated Leaders”
Dr. Leahcim Semaj
Annual Conference of the Joint Committee for Tertiary Education (JCTE)
Holiday Inn Hotel, Montego Bay, St. James
December 8 & 9, 2016
Culture... if you have a fun committee you're doing it wrong.PeopleFirm
We’ve all done it: the fun committees, the table tents, the posters… but when it comes down to it, we know that’s not how we really get the organizational culture we want—or the business performance we need. Instead, we need to change the things that really matter, like how our people work together to achieve business impact. But how does one do that best?
Let's take a look at the decisions, processes, and policies (big and small) that actually work to evolve your org culture.
Rita Young Allen discusses the importance of intentional engagement in both business and life. As the world faces unrest and uncertainty, intentional engagement is the only way to navigate through challenges with sanity. In business, leaders must engage employees by giving them freedom, valuing their opinions, and encouraging development. High employee engagement leads to better performance, satisfaction and retention. In life, people must rediscover their passions and intentionally engage with family, friends and careers. Social media can foster engagement if used to connect, build relationships and promote brands in an authentic way. Intentional engagement in both spheres is key to finding meaning and purpose.
Promotion Precautions And Practical TipsChelse Benham
This document provides tips and strategies for getting promoted at work. It discusses developing your professional persona through dressing and acting professionally. It emphasizes the importance of mentorship relationships and self-promotion to ensure others are aware of your accomplishments. The document also recommends quantifying your results, acquiring new skills, being a problem-solver, team player, and spending at least 70% of your time on projects to generate opportunities for promotion. Developing your network and personal power can help achieve positional power and advancement.
This document discusses the importance of being both a leader and a manager. It argues that many businesses are over-managed and under-led. While business schools teach management skills, they often neglect leadership skills. The document advocates developing both leadership and management abilities to be a strong "leader-manager." It provides frameworks to understand the differences and overlaps between leadership and management. Leadership involves setting direction, aligning people, and providing motivation. Management involves planning, organizing, and controlling activities. An effective leader-manager conveys direction, aligns people through communication, and motivates through support and feedback.
Jeff Stutz discusses how his father influenced his leadership style of servant leadership and hard work. He also talks about how understanding personality types can help leaders adapt their approach, and emphasizes looking for employees with a strong work ethic and desire for self-improvement. Stutz credits his time at FranklinCovey with teaching him the importance of personal responsibility, collaboration, and that organizational behaviors are predictable based on company systems and processes.
When faced with an opportunity to take on a stretch assignment, new role, or promotion, what’s your reaction? Be Leaderly surveyed more than 1,500 professionals to find out what it takes to say “yes” with confidence. In this webinar, learn what we discovered—and how you can prepare to step up to your next big career opportunity.
Guest speakers:
Shuchi Sharma, Global Vice President and Leader of Gender Intelligence at SAP and Robert F. Solomon Jr., Director of Culture and Engagement, Lowe’s Companies, Inc.
To be an effective leader you need to know your strengths—but that’s only part of the story. You also need a broad perspective on all the behaviors needed to be an effective leader. This book provides both.
In this webinar, hear from speakers who are fired up about cultivating upcoming generations of diverse leaders. Be inspired by how they’re creatively deepening their talent bench and learn the factors to consider as you construct a pipeline to your ultimate role. You’ll find out what behaviors get “high-potentials” noticed – and see how the succession planning process unfolds behind the scenes. (Panel)
Guest Speakers
Shachella James, PMP, Vice President Technology Operations at CenterPoint Energy and Charles S. Johnson, Sr. Director, Diversity & Inclusion, Ball Corporation.
The document provides advice and guidance for leadership, hiring, and business strategy. It emphasizes the importance of having a clear vision, goals, and plan. Good leaders execute on their goals and recruit experts in different areas to help realize their vision. Leaders should study both successes and failures to learn, and hire people who are stronger in areas where they are weak. The document also provides tips on assessing job candidates, negotiating terms, and using one's time effectively.
This document provides five tips for thriving in today's unpredictable economy: 1) Mind your ethos by reframing negative thoughts, managing your environment, and taking care of yourself. 2) Refine and share your "factor," which makes you stand out from others. 3) Connect and contribute to your network by adding value, showing appreciation, and leveraging online connections. 4) Adopt an entrepreneurial spirit by identifying opportunities, acquiring needed skills and information, and pursuing opportunities that motivate you. 5) Continually learn and adapt to change by taking classes, reading, and exposing yourself to new ideas and industries. The overall message is that times of economic uncertainty also provide opportunities for growth, and positive mindset, strong
High potential leaders, or HIPOs, are crucial for helping businesses adapt and thrive in the digital age. They must be able to identify new opportunities and mobilize organizations through change. This document discusses the skills HIPOs need, including managing time well, focusing on priorities, developing others, executing on big ideas, and understanding customers, competitors and the broader environment. It provides advice on how HIPOs can continually expand their skills and take on larger roles.
Epic Research adopts multiple ways to analyze the markets and statistics to follow economic trends. Epic also provides daily market updates to help you make informed decisions, and will give you trading signals and advice to meet your individual trading needs.
The document discusses options for delivering virtual employee training via an organization's intranet. It defines learning management systems (LMS) as software for administering, tracking, and reporting on training programs. Popular LMS options mentioned include Moodle, an open-source LMS used widely in education, and JoomlaLMS, a more full-featured but costly system. Webinars are also discussed as a means of virtual training delivery. The recommendation is to use the free and customizable Moodle platform to provide e-learning courses for the company's 10 branch offices.
Which college will land you the highest-paying job?brandonarmando
The document discusses the results of ethnographic research conducted with students applying to or enrolled in college. Key findings include the following:
- Location, campus size, and specific program offerings were important factors in choosing a college.
- Majors related to business, criminal justice, and international business were popular, driven both by interest and parental/financial considerations.
- Students' top college choices were often based on family traditions or specific program strengths rather than just prestige or rankings.
This document discusses generating reader interaction for the "Stepping Stone" publication. It introduces a new segment called "What Would You Do?" which poses management or business decision scenarios. Readers are invited to submit their responses to the first scenario about whether to demote or replace the manager of a compliance unit. Future issues will compile anonymous reader responses alongside the real-life outcomes of the situations. Readers are also encouraged to suggest their own scenarios. The first scenario posed is about whether to demote, fire or find another option for the manager of a compliance unit who is underperforming but has valuable institutional knowledge. Readers are asked to submit their responses to the editor.
A call to arms for leaders - 5 rules to reduce biasBinna Kandola
Leaders must realise the unique and powerful part they have to play in reducing bias. Here is a call to arms for leaders - a guide to facilitate change and progress in your organisations:
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The document discusses ways to replace bureaucracy with humanocracy in an organization. It suggests having a 1 hour walk and talk with another person to identify problems blocking people from doing their best work, which value like ownership, markets, or experimentation could help solve it, and one simple idea to apply that value, like using social media to openly share work. Other suggestions include having small teams, diversity, autonomy, open communication, frequent experimentation, and making it safe to try ideas without punishment for failure. The overall message is that humanocracy focuses on trusting people's judgment, community, and continuous learning over rigid hierarchy.
360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
5 rules for how learning & development can reduce biasBinna Kandola
Reducing bias is a question of motivation, and Learning & Development teams have a critical role to play. If we’re truly willing to recognise the fact we are all biased, there are some straightforward actions that can be implemented in any organisation.
What are the traits that make an association CEO exceptional? This eBook is based on conversations with association leaders, and experience within the association sector.
“Strategies to Create Highly Motivated Leaders”
Dr. Leahcim Semaj
Annual Conference of the Joint Committee for Tertiary Education (JCTE)
Holiday Inn Hotel, Montego Bay, St. James
December 8 & 9, 2016
Culture... if you have a fun committee you're doing it wrong.PeopleFirm
We’ve all done it: the fun committees, the table tents, the posters… but when it comes down to it, we know that’s not how we really get the organizational culture we want—or the business performance we need. Instead, we need to change the things that really matter, like how our people work together to achieve business impact. But how does one do that best?
Let's take a look at the decisions, processes, and policies (big and small) that actually work to evolve your org culture.
Rita Young Allen discusses the importance of intentional engagement in both business and life. As the world faces unrest and uncertainty, intentional engagement is the only way to navigate through challenges with sanity. In business, leaders must engage employees by giving them freedom, valuing their opinions, and encouraging development. High employee engagement leads to better performance, satisfaction and retention. In life, people must rediscover their passions and intentionally engage with family, friends and careers. Social media can foster engagement if used to connect, build relationships and promote brands in an authentic way. Intentional engagement in both spheres is key to finding meaning and purpose.
Promotion Precautions And Practical TipsChelse Benham
This document provides tips and strategies for getting promoted at work. It discusses developing your professional persona through dressing and acting professionally. It emphasizes the importance of mentorship relationships and self-promotion to ensure others are aware of your accomplishments. The document also recommends quantifying your results, acquiring new skills, being a problem-solver, team player, and spending at least 70% of your time on projects to generate opportunities for promotion. Developing your network and personal power can help achieve positional power and advancement.
This document discusses the importance of being both a leader and a manager. It argues that many businesses are over-managed and under-led. While business schools teach management skills, they often neglect leadership skills. The document advocates developing both leadership and management abilities to be a strong "leader-manager." It provides frameworks to understand the differences and overlaps between leadership and management. Leadership involves setting direction, aligning people, and providing motivation. Management involves planning, organizing, and controlling activities. An effective leader-manager conveys direction, aligns people through communication, and motivates through support and feedback.
Jeff Stutz discusses how his father influenced his leadership style of servant leadership and hard work. He also talks about how understanding personality types can help leaders adapt their approach, and emphasizes looking for employees with a strong work ethic and desire for self-improvement. Stutz credits his time at FranklinCovey with teaching him the importance of personal responsibility, collaboration, and that organizational behaviors are predictable based on company systems and processes.
When faced with an opportunity to take on a stretch assignment, new role, or promotion, what’s your reaction? Be Leaderly surveyed more than 1,500 professionals to find out what it takes to say “yes” with confidence. In this webinar, learn what we discovered—and how you can prepare to step up to your next big career opportunity.
Guest speakers:
Shuchi Sharma, Global Vice President and Leader of Gender Intelligence at SAP and Robert F. Solomon Jr., Director of Culture and Engagement, Lowe’s Companies, Inc.
To be an effective leader you need to know your strengths—but that’s only part of the story. You also need a broad perspective on all the behaviors needed to be an effective leader. This book provides both.
In this webinar, hear from speakers who are fired up about cultivating upcoming generations of diverse leaders. Be inspired by how they’re creatively deepening their talent bench and learn the factors to consider as you construct a pipeline to your ultimate role. You’ll find out what behaviors get “high-potentials” noticed – and see how the succession planning process unfolds behind the scenes. (Panel)
Guest Speakers
Shachella James, PMP, Vice President Technology Operations at CenterPoint Energy and Charles S. Johnson, Sr. Director, Diversity & Inclusion, Ball Corporation.
The document provides advice and guidance for leadership, hiring, and business strategy. It emphasizes the importance of having a clear vision, goals, and plan. Good leaders execute on their goals and recruit experts in different areas to help realize their vision. Leaders should study both successes and failures to learn, and hire people who are stronger in areas where they are weak. The document also provides tips on assessing job candidates, negotiating terms, and using one's time effectively.
This document provides five tips for thriving in today's unpredictable economy: 1) Mind your ethos by reframing negative thoughts, managing your environment, and taking care of yourself. 2) Refine and share your "factor," which makes you stand out from others. 3) Connect and contribute to your network by adding value, showing appreciation, and leveraging online connections. 4) Adopt an entrepreneurial spirit by identifying opportunities, acquiring needed skills and information, and pursuing opportunities that motivate you. 5) Continually learn and adapt to change by taking classes, reading, and exposing yourself to new ideas and industries. The overall message is that times of economic uncertainty also provide opportunities for growth, and positive mindset, strong
High potential leaders, or HIPOs, are crucial for helping businesses adapt and thrive in the digital age. They must be able to identify new opportunities and mobilize organizations through change. This document discusses the skills HIPOs need, including managing time well, focusing on priorities, developing others, executing on big ideas, and understanding customers, competitors and the broader environment. It provides advice on how HIPOs can continually expand their skills and take on larger roles.
Epic Research adopts multiple ways to analyze the markets and statistics to follow economic trends. Epic also provides daily market updates to help you make informed decisions, and will give you trading signals and advice to meet your individual trading needs.
The document discusses options for delivering virtual employee training via an organization's intranet. It defines learning management systems (LMS) as software for administering, tracking, and reporting on training programs. Popular LMS options mentioned include Moodle, an open-source LMS used widely in education, and JoomlaLMS, a more full-featured but costly system. Webinars are also discussed as a means of virtual training delivery. The recommendation is to use the free and customizable Moodle platform to provide e-learning courses for the company's 10 branch offices.
Which college will land you the highest-paying job?brandonarmando
The document discusses the results of ethnographic research conducted with students applying to or enrolled in college. Key findings include the following:
- Location, campus size, and specific program offerings were important factors in choosing a college.
- Majors related to business, criminal justice, and international business were popular, driven both by interest and parental/financial considerations.
- Students' top college choices were often based on family traditions or specific program strengths rather than just prestige or rankings.
This document discusses e-commerce and its key elements. It defines e-commerce as buying and selling of products/services over the internet. An important aspect of e-commerce is establishing an online presence through a website that provides information on products/services for sale. Successful e-commerce websites clearly display product information, offer multiple payment options, and ensure a secure platform. The document also examines different types of e-commerce models like business-to-business, auction sites, and digital content providers.
Using personalization to create next generation performance supportXyleme
When training content moves from large courses to semantically rich nuggets of information, you can create a whole host of specialized, next-generation performance support apps that deliver personalized, bite-sized learning to employees at the moment-of-need on the device of their choice. But getting there is not easy.
In the "how-to" part of this session, you will learn how to think about learning as an app-driven experience rather than a course-driven one, how to develop content that drives relevance and flows seamlessly across devices, and how to match user profiles and behavior to content to drive personalized recommendations. In the "here it is" part of this session, you will see how Dunkin' Brands supports more than 7,000 US restaurants through contextual performance support web portals and mobile apps that deliver relevant moment-of-need procedural information as well as enabling real-time operational audits. This is not your grandfather's performance support!
Talking Performance Support with Charles Jennings and XylemeXyleme
This document discusses mobile phone usage and the shift towards mobile performance support for learning. The key points are:
1) As of 2011, there were over 5.9 billion mobile subscriptions globally, with a penetration rate of 87% worldwide and 79% in developing countries.
2) Children in the US are now more likely to own a mobile phone than a book.
3) Performance support provides access to knowledge at the point of need, giving a competitive advantage over traditional training which relies on memorization.
4) Learning has shifted from "pushes" of formal training to "pulls" of on-demand, informal learning through performance support and guidance from others.
ImaginativeHR's e-bulletins explore what's new and innovative in HR and talent management.
We are delighted to include you in the distribution of the November 2014 ImaginativeHR e-bulletin.
If you consider yourself a leader today then it is vitally important that you begin to understand just how "social" our world has become. This presentation explores why association leaders should engage in social media.
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of selecting the right people, focusing on candidates with a track record of getting things done rather than just talking about ideas.
2) Seven essential behaviors for leaders to support execution, including knowing the business, insisting on realism, setting clear goals, following through, rewarding results, developing people's skills, and self-awareness.
3) Creating a framework for cultural change centered around execution, by clearly defining expectations for results and coaching people on how to achieve them while rewarding success and addressing shortcomings. The
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
“Work keeps at bay three great evils: boredom, vice, and need.”
Voltaire from Candide
Human Resource Management (HRM) refers to the functions in an organization that designs the jobs, recruits, hires, creates and administers the rules of employee conduct and the relationship between employer and employee, and manages termination through firing, severance, or retirement. HRM has become very sophisticated in the last several decades as a greater appreciation of the strategic importance of leveraging an organization’s talent pools has developed.
In today's competitive employment environment, it's more important than ever to understand and be able to articulate your value in the marketplace. Developing a Personal Brand statement, maximizing the use of social media to communicate and share your brand and identifying activities that allow your brand to shine are critical components of effective Personal Branding.
The document outlines 5 steps for using the HelpWriting.net website to get assistance with writing assignments: 1) create an account, 2) complete an order form providing instructions and deadlines, 3) review bids from writers and select one to complete the assignment, 4) review the completed paper and authorize payment, and 5) request revisions to ensure satisfaction with the final product. The website promises original, high-quality content and refunds for plagiarized work.
The HR Revista 2nd Issue - Survival of the FittestChintan Trivedi
2nd Issue of The HR Revista - Quarterly E-magazine published by MHRM students and Alumni Forum of Faculty of Social Work, The Maharaja Sayajirao University, Vadodara
Gen Y; Millennials; Echo Boomers; the Trophy Generation; Net Y Not. Google “managing” any of those
terms and you’ll receive hundreds of thousands of hits. The literature positively explodes with deep
insight and pop psychology on how to deal with younger employees—professionals in their mid-20s to
early 30s.How do you recruit, hire,
manage and survive with younger, rising executives who may not speak your language or respect your
values? If the Millennials receive most of their validation from outside of their professional network,
what leverage does the leadership of your organization have to shape raw talent into valuable current
and future leaders?
Leadership advice from silicon valley billionairesKim Cox
This document contains leadership advice from various Silicon Valley billionaires. It provides 14 quotes from billionaires such as Sheryl Sandberg, Marc Andreessen, Meg Whitman, Reid Hoffman, Vinod Khosla, and others. The quotes offer insights into building successful companies and becoming effective leaders. They emphasize the importance of learning, courage, collaboration, avoiding criticism, listening to employees, and creating a culture that values feedback.
Life changing leadership advice from Silicon Valley billionairesPeopleSpark
There are 56 billionaires in Silicon Valley. Other than the money, what else do they have in common?
First and foremost, they have led their companies from ideas to a multi-billion dollar behemoths that invent, transform and dominate the industries in which they compete.
Their leadership style can't be easily imitated, but through hours of intense research we've pulled together the best of their leadership advice, strategies and tips into this presentation.
Keeping it real: How to engage and motivate staffMarlies van Dijk
This document discusses ways to engage and motivate staff in the workplace. It begins with a personal story and then discusses three types of employees: Contributors, who are highly engaged; Compliant, who do what is asked; and Contras, who are resistant to change. Research shows that engaged Contributors create much more value than Compliant employees. The document provides tips for engagement, such as making employees feel they belong, allowing more autonomy, treating people fairly, and focusing on positive change rather than just complaints. It emphasizes listening to staff, being transparent, and asking about desired changes rather than just implementing new guidelines. Celebrating individual strengths and collaborating are also recommended for engagement.
An extract from our book "Your Genius Ideas Book: A dose of commercial creativity for busy L&D professionals" to help you contribute more, drive change and ensure your organisation thrives.
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Why We (Shouldn't) Hate HR
8:53 AM Thursday June 10, 2010 | Comments (12)
I spend much of my time giving talks to companies, trade
associations, and professional societies from the worlds of
marketing, IT, and human resources. And whenever I talk to
an HR audience, there's someone after the event who wants
to talk to me about an article we published in Fast Company
way back in 2005. The essay, designed to stir up discussion,
was titled "Why We Hate HR" — and it's left a mark. To this
day, human-resource executives want to praise it, denounce
it, dissect it, and debate it. I guess that's a sign the essay
succeeded — and that many HR leaders remain frustrated
with their roles inside their organizations and determined to
do more.
So here's a proposal. As this provocative essay approaches
its fifth anniversary, perhaps it's time to change the debate.
The real problem, I'd submit, isn't that HR executives aren't
financially savvy enough, or too focused on delivering
programs rather than enhancing value, or unable to conduct
themselves as the equals of the traditional power players in
the organization — all points the original essay makes. The
real problem is that too many organizations aren't as
demanding, as rigorous, as creative about the human
element in business as they are about finance, marketing,
and R&D. If companies and their CEOs aren't serious about
the people side of their organizations, how can we expect
HR people in those organizations to play as a serious a role
as we (and they) want them to play?
This is a lesson I've learned and relearned from all kinds of
companies that are winning big in tough economic
circumstances. You can't be special, distinctive, compelling in the marketplace unless you create
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Why We (Shouldn't) Hate HR JUN 10
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Why We (Shouldn't) Hate HR - Bill Taylor - Harvard Business Review http://blogs.hbr.org/taylor/2010/06/why_we_shouldnt_hate_hr.html
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Discover 12 reasons why your culture is preventing you from being the organisation you want to be, awareness is the first step on the journey to redemption.
Teachers are seen as leaders in their schools and play an important role in student achievement and school culture. However, many school districts struggle to attract and retain qualified candidates for leadership positions. The document discusses concepts from leadership literature like confronting "brutal facts", having the right people in key positions, developing a culture of discipline, and viewing technology as an accelerator rather than a driver of success. It encourages teachers to see themselves as leaders and analyze how their school compares to highly successful organizations to help move from being good to great.
Incivility and bullying in the workplace is on the rise, with research finding that 75-80% of people have experienced incivility at work. Incivility hurts company performance and productivity by decreasing employee job satisfaction, commitment, and increasing stress. The article recommends several steps to address incivility including presenting a business case to management on the costs of incivility, using assessments to determine the extent of the problem, providing communication skills training, being transparent about organizational changes, and leading by example in promoting civility.
This document provides information on unlocking creativity in the workplace. It discusses motivation, job enrichment, leadership, and training and development as key factors that can unlock individual creativity. It also presents a case study of how the North Eastern Electric Power Corporation Ltd. implemented various initiatives like corporate restructuring and training to motivate its workforce and unlock their creativity after facing challenges with workforce stagnation and low morale.
2. Do Amazing Things
About This Book
Do Amazing Things is a collection of short, actionable ideas – things you can do in 2010 to
become a better HR professional.
This book was created by Chris Ferdinandi of Renegade HR in partnership with 12 of HR’s
leading thinkers.
The Authors
China Miner Gorman from SHRM
Michael VanDervort from Human Race Horses
Chris Ferdinandi from Renegade HR
Lance Haun from Rehaul
Karla Porter from the Greater Wilkes-Barre Chamber in PA
Paul Hebert from I2I
Jim D’Amico, recruiter extraordinaire
Victorio Milian of Creative Chaos Consultant
Ben Eubanks from UpstartHR
Steve Boese from Knowledge Infusion
Nathaniel Rottenberg from Rypple
Trish McFarlane from HR Ringleader
Jessica Lee from APCO Worldwide
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4. Do Amazing Things
Take Action
I know that Human Resource professionals are smart, problem solving business leaders. I know
this because I represent 250,000-plus members of the Society for Human Resource
Management. I see their effectiveness. I see the results of the innovation. I see their
organizations succeeding because of their leadership.
Whether they are the “one” in a one person shop in a small organization or one of hundreds in
a large multi-national corporation, HR professionals are the folks who make every organization
sustainable. Without employees, organizations don’t exist. Without the strategic and tactical
services and leadership that HR provides, employees aren’t recruited, hired, paid, developed
or retained. And without employees, organizations don’t exist.
Regardless of the size of your organization, the essential role of HR is to ensure that the
organization’s workforce is sustained and sustainable. This, in my mind, makes HR the most
critical function in the organization.
But here’s my concern: we don’t act like it.
We wait for validation; we wait for direction; we wait to be invited to the “strategic table.”
My friends, if there’s one thing we can do in 2010 to become better HR professionals, it’s to
start acting like the critical business leaders that we are.
Stop waiting for validation. Maybe you’re certified, maybe you’re not. Maybe you’ve got a
degree in HR, maybe you don’t. Are you a business person? Have you managed people? Are
you recruiting for your organization? Are you training employees? Are you working on
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5. Do Amazing Things
compensation plans? Recommending incentive comp? If you’ve got any experience at all, you
know what you need to do to ensure the organization has the talent it needs.
Stop Waiting for Direction
You’re the expert. Make recommendations. Execute plans. Link your goals to the business
plan. Measure your results.
Stop waiting to be invited. You’re a business leader. You’re a problem solver. You’re leading
the organization’s most important strategy: the people strategy. As Lon O'Neil, SHRM’s CEO,
says: “Kick down the door to the meeting room and sit at the head of the table.”
Because what you’ve got is the difference between winning and losing; staying in business and
going out of business; taking advantage of the improving economy or being a victim to last
year’s financial downturn.
You’ve got the keys to the kingdom because you’re HR. Now start acting like it!
China Miner Gorman is Chief Global Member Engagement Officer of the Society for Human
Resource Management (SHRM). With more than 250,000 members in 140 countries, SHRM is
the world’s largest professional association devoted to human resources. Follow China on
Twitter.
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6. Do Amazing Things
Make Better Choices
Make better choices. This sounds too simple and obvious. It is neither. In fact, it is incredibly
difficult and challenging. Let's take a look at why.
While it isn't likely to make me popular for saying so, I believe that too many human resources
practitioners working in the field today make business decisions or establish workplace
policies with a degree of conservatism that is stifling. It stifles HR's usefulness to the
organization, stifles innovation in HR process and practice, and stifles their very careers.
Managers and employees go to HR looking for solutions, and all too often are met with legal
disclaimers, and rote decisions based on inflexible policy interpretation.
In these cases, nobody receives a workable solution, and very little is resolved. but the
company may be “safer” from lawsuit. No one is measuring the cost of conflict, the intangible
loss of productivity, or the morale issues. The weak economy is probably masking your latent
yet looming turnover issues.
Right now is the time for bold decision making!
What I am advocating is that HR practitioners need to stop making decisions based primarily
on legal concerns, or enforcement of agencies regulations. We need to choose to stop letting
these be the primary driver of human resources practice, and move to making business
decisions that will drive results and facilitate organizational success.
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7. Do Amazing Things
I am not suggesting that HR people should abrogate the consideration of legal requirements.
Rather, I am saying you fail in your role as an HR professional if you allow your good decision
making choices to be overruled by over emphasizing these other areas.
The choice is simple. The choice is yours.
Choose to do the right thing by making good decisions for the right reasons!
Michael VanDervort is the founder of The Human Race Horse Blog. Michael writes and speaks
on topics related to human resources and social media. You can follow him on Twitter.
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8. Do Amazing Things
Become a Networking Ninja
This year, network your butt off.
Networking is one of the best ways to grow professionally – to learn new ideas, become a
more well-rounded HR pro, and learn about new opportunities. If you do it right.
Unfortunately, most people think of networking as an exercise in collecting as many business
cards as possible.
I want to teach you the right way to network. I want to help you become a networking ninja.
What’s networking really about?
So if networking isn’t about collecting business cards, what is it about?
Networking (the right way) is really a form of informal mentoring. It’s about building
relationships. It’s about helping people and sharing ideas – and occasionally asking others to
return the favor.
Can I learn more about what you do over coffee… my treat?
Memorize that phrase. That’s how some of my most rewarding networking relationships have
started.
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9. Do Amazing Things
A conversation over coffee evolved into the occasional, “Hey, can I bounce an idea off you?”
And over time, an informal mentor was born.
(It’s not a one way street. Mentoring… err, networking… is two-directional.)
Expanding Your Network
Conversations over coffee are great for building a networking locally and inside your
organization. But what if you want to expand your network (trust me, you want to)?
In 2010, learn how to really use social media tools. Sign up for accounts on Twitter and
Facebook. Learn how to do more with LinkedIn than just update your profile to include your
latest promotion.
Social media turbo-charges networking. Instead of just tossing a business card in your rolodex
(do people still use those?), connect on your favorite social media channels.
Then, start building relationships. Comment on people’s updates. Share useful ideas and
information.
And every now and then, ask people if you can bounce an idea off them. Or get their advice.
Or help you find a new job.
Don’t be afraid to bring social media networking relationships into the “real world.” Met
someone on Facebook that lives near you? Meet them for coffee!
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Networking is one of the best ways to grow professionally. This year, become a networking
ninja.
Chris Ferdinandi is a human resource and social media professional based in Boston, MA. His
blog, Renegade HR, helps human resource pros become rockstars. You can also connect with
him on Twitter.
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11. Do Amazing Things
Get Out of HR
You want to be great in HR in 2010? Here's my suggestion: Get out of HR and into other
departments.
Wait. What? This is about being great in HR. How can you be great in HR if you aren't in HR?
Just stick with me, it will be worth it.
I've worked with quite a few top performers in many different settings from every possible
department. The one thing all of them had in common? They all made their co-workers and
cross-departmental colleagues look like rock stars too.
They hit their budgets and made our finance team look like they nailed it. They nailed our
marketing messaging and acted like marketing had handed it down from Mt. Zion. And most
importantly to me, they accurately forecast their staffing numbers, reduced needless turnover
so I could be a more prepared recruiter and had minimal employee relations issues so that I
could focus on better issues.
These people were respected throughout the business because they took the time to
understand how everything came together and made the effort to be considerate of the
organization's needs.
If you're in HR and want to be great at it, you have to be that rock star every day.
When your IT group has an issue, you shouldn't have to be given “the talk” or “the head
shake.” When your marketing department starts talking about ramping up for the holidays,
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you know they need an extra person to get the extra distributions out. When your finance
department starts talking budgets, you need to be able to talk confidently about what you
need and where you can cut.
How are you going to do that? You're going to get out of HR and into your workforce. You're
going to spend more time learning about the line of business you support than anyone else.
Thinking about getting a PHR or SPHR? Use that time to learn your organization inside and out
and, maybe more importantly, where you interface and can anticipate potential issues,
problems and solutions. No test is going to prepare you for that. No course is going to give you
that knowledge.
Leave the office and learn more than you ever have about the machine that keeps you
employed.
Lance Haun is VP of Outreach at MeritBuilder and Chief Blogger at Rehaul. You can follow him
on Twitter.
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13. Do Amazing Things
Become a Business Leader
In 2009, the recurrent question, “Is HR dying?” rang over and over.
If HR has historically held a “back office support” role in your organization, you can change it
to a strategic one in 2010. But you have to really want it. I understand your workload is heavy
now, and you have been expected to do more with less in the economic downturn. But you
can do it if you’re prepared to stretch yourself and make some additional sacrifice.
Get ready for the ride of your professional life.
You’ll start by becoming involved in the organization's strategic planning. You might balk at
this and think it’s cliché but get yourself a “seat at every table”. You need to entrench yourself
in every area of the company.
Visit your CEO with a plan
Tell her that you recognize that HR needs to be more strategic, you want to step it up and you
are prepared and committed to make it happen with her support. Tell her you need to be
added to the distribution list for every department’s planning meetings.
Compose an email to all department heads saying to add you and send it to her so she can
forward it to them – you will get added. Interview the C-level, and plan an objective with each
officer within their area of operation. If HR doesn’t currently have a piece in the Annual
Report, it should. Let the CEO know it needs to and write one.
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Act with the authority and influence of a business leader regardless of your title. You have the
second most important job in the company after the CEO. You are accountable for the human
capital.
Lose the siloed view of HR being your department
The whole organization is your department. The only other person that can say that is the
CEO; it’s what you have most in common with each other.
You have a unique view of the company because you touch every part of it and everyone in it.
Take your observations, analytical data and ideas for solutions and write proposals for change.
Put time on executive calendars and deliver it. Ask for feedback and be persistent.
Do it over and over until you are viewed as a strategic thought leader and missed when you’re
not at the table. It starts there.
Karla Porter is Director of Workforce Development and Human Resources at the Greater
Wilkes-Barre Chamber, in PA. She frequently speaks on job search, recruitment and retention
strategy, relationship building and the use of new media in HR and recruiting. Porter also
writes on these topics and others at KarlaPorter.com.
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15. Do Amazing Things
Recognize & Represent
As an HR Pro you already know that people are the engines of production in today’s economy.
You already know that how well they do their job, how well they live the company brand, how
well they represent your organization both inside and outside the company walls are critical to
how well your company performs.
As an HR Pro you already know what people need to do. Now ask yourself why they do it?
That is the one thing HR Pros need to do in 2010 – focus on why people perform.
The Why
Employee survey after employee survey shows that recognition is a key driver of employee
engagement, satisfaction and loyalty. Knowing that recognition is such a powerful driver now
is the time to stand up and Recognize and Represent.
As an HR Pro you set the standard for “people stuff” in your organization. You own that. Show
people you know people.
For 2010 HR Pros should:
Study – Read, absorb, internalize and know what recognition is and how it is “done.”
Practice – Make it your mission in 2010 to practice recognition with your own staff and
others in the organization. Remember, deliberate practice is the true path to mastery,
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and you need to be the master – the teacher – the recognition sensei in your
organization.
Teach – Let’s face it you can only do so much. Just as surveys say recognition drives
performance, surveys also say that people leave managers, not companies. Managers
are the lever for performance and recognition in your organization. Focus on training
those managers on how to do recognition.
Measure – Track recognition in your company – who’s doing it, who’s not.
People are easy – in most cases all they want is to be validated for being an important part of
the organization, team, or group. That is the field where recognition plays – it validates their
importance.
Unfortunately, recognition isn’t a single event – it’s an attitude, it’s an operating system.
Understand that recognition is easy to do once but extremely difficult to do regularly.
In 2010, make it your mission to create a culture of recognition within your organization.
Paul Hebert writes the blog Incentive Intelligence for his company, I2I, and is a contributing
author at Fistful of Talent. When not helping companies align employees with organizational
goals he can be found high above Gotham righting the wrongs of motivation in his mask and
cape.
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17. Do Amazing Things
Treat Every Candidate Like Your Best Customer
Do you like it when your customers are excited about your product or service? Do you value
when they tell someone else about their great experience? Absolutely! So why not ensure the
same level of satisfaction in job candidates?
Canned email responses thanking someone for their interest aren’t good enough anymore.
Instead of saying “thanks, we’ll let you know (when we want to),” invite candidates to join a
community of others interested in working for or with you.
When candidates interview on site, they’re not cattle. Treat them the way you treat your best
customer. Even if you don’t hire them, remember, they may be a customer, or the person that
influences purchasing decisions, and by creating a good experience, you’ll have created a
friend, not a foe.
Learn How to Sell
I cannot stress enough that HR professionals in general lack this key skill. Many go so far as to
show disdain for the concept of being a “sales person,” feeling it’s slimy or beneath them. I
urge people to remember if you’re receiving a pay check, it’s because someone is out there
selling products, services, or ideas that fund your employer’s existence.
Sales is simply the skill to assess a problem, provide solutions and gain consensus on
implementing said solution. As HR pros we have to make sure we understand how to not only
diagnose problems, but how to sell solutions through trial closes, and conduct the negotiations
to arrive at a suitable conclusion.
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18. Do Amazing Things
Why not sign up for sales training today?
Measure Everything
Since the dawn of HR, there’ve been constant questions about HR’s value. For years the
answers we’ve provided have been vague and have often failed to provide quantifiable data to
support our value.
I’m not saying it’s easy (if you got into this field hoping it was easy, well…), but it’s doable, and
worth doing. We record everything, so let’s start using that data to show value!
Employee Relations – How much money have you saved the company reducing turn
over, and managing out underperformers?
Compensation and Benefits – How have changes in your area affected retention and
attraction (surveys are great for getting this data)?
Recruiting – How does the quality of your hires impact bottom line results?
This is not meant to be a complete list, but it’s a way to jump start the discussion!
Jim D’Amico is specialist in developing and implementing best in class recruiting organizations.
Follow Jim on Twitter, and connect with him on LinkedIn.
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HR Needs a Playground
HR needs a playground. Why? Let's look back at 2009...
HR is perceived as a serious function. The current economic crisis forced many HR
professionals to become even more serious in their work.
RIFs (others and oftentimes their own), re-alignments, brand management – these were just a
few of the things that we were tasked with. It wasn't easy, glamorous, or stress-free. It
reminded me of firefighters battling wildfires. Oftentimes, the strategy wasn't to put out the
fire completely, it was to just contain the damage.
Now it seems that most of the fires within our organization are back to manageable levels. We
can take a step back, assess the damage, and start over.
The problem is that after a devastating event most people's thoughts are of minimizing their
risk. “Never again!” they shout. More controls. More policies and procedures. Fear takes over
and creativity, innovation, and risk-taking suffer.
HR needs a playground.
HR practitioners need an environment where ideas can be shared, worked on, and nurtured.
Playgrounds are perfect metaphors for this. One that is well-designed makes it so that
participants can utilize the space in a near infinite amount of ways. Playgrounds are also safe
without being overly restrictive. As a result, activities can be created on the fly, bonds can be
formed with others, and the physical and mental exercise benefits everyone involved.
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So what does this have to do with work? For one, forward thinking companies move quickly to
recognize and exploit market opportunities, mainly because unnecessary and restrictive
internal controls don't exist. This requires a dynamic and flexible workforce. More importantly,
the organizational framework (culture, formal/informal networks, supply chain, etc.) has to
support employee's creative pursuits (think Google, among others). In other words, creative
organizations are structured in similar ways to a playground – the space is flexible, it
encourages participation, and you have to use your imagination to overcome challenges.
So for 2010 and beyond HR needs to create and support vibrant environments. We need
spaces where creativity, curiosity, collaboration, and innovation is encouraged. Now is a great
time to try new things, have fun, and make work better.
Let's play!
Here are a few links on playgrounds and the importance of creative thinking in business:
Playground Design and Equipment
David Rockwell's Imagination Playground
The Importance of Curiosity
Quotes on creativity from the book Exploiting Chaos
Tim Brown on Creativity and Play
Victorio Milian is a HR practitioner, retail veteran, geek, husband and father. He also writes a
blog called Creative Chaos Consultant, where he encourages HR professionals to talk, try new
things, and be better than they think they are.
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Talk to Your People
It’s been a tough year. People are frustrated. Organizations are hurting. And we have the
opportunity to change that. The solution is a fairly simple one, but it’s going to be difficult.
You have to talk to your people.
We exist in a sort of vacuum much of the time. We see things going on in the organization, but
people eventually start to look like letters and numbers on a monitor or sheet of paper. You
need to make a personal connection with your staff and help show them that you are
interested in their wellbeing.
But it’s time-consuming and the questions are tough to answer.
I've been there. Sometimes it's hard to find the time to talk with your employees and actually
listen to what they have to say. It takes a conscious effort to stop and pay attention. But it's a
good idea for many reasons. Staff members will see that you're actually listening. There are
some amazing solutions that come from your staff if you’re willing to seek out answers.
Dig deep to find out what employees think
I had a supervisor tell me one time that he didn't want to know what employees were saying,
because he couldn't do anything about it anyway. What kind of leadership is that? I've worked
on the other side of that equation where it feels like your managers don't care. It's not fun,
and I wouldn’t wish it on anyone else.
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Whether you want to call it a survey, a poll, or just a chat, get out there and talk to your
people.
If they tell you something you can't fix, find something you can. Show them that you really do
want to support their efforts. Employees who know that they have the support of their leaders
are more likely to become brand champions and spread a positive message about the
organization.
Ben Eubanks is an HR professional and writer with a penchant for leadership, career advice,
and zombies. Catch him on UpstartHR or via Twitter.
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Harness the Power of Collaboration
Most organizations today rely on some kind of employee (and increasingly external)
collaboration to deliver services, create and manufacture products, and serve customers both
internal and external. Leaders that can effectively understand the amount and nature of these
collaborative activities, determine which ones drive the most value to the enterprise, and
assess the effectiveness of said collaborative behavior will be critical in 2010 and beyond.
But not all collaboration is the same, not all types of collaboration actually serve to drive the
desired outcomes, and not all technologies are the same and can be applied to support or
solve collaboration issues.
For the HR professional, the first step in understanding what technologies might be applicable
in their unique set of circumstances is a solid understanding of how work actually gets done in
the enterprise. How work gets done is typically only partially influenced by the formal
organizational structure.
In most organizations there exists an unseen “social network.” I don't mean like Facebook
(although most of your employees are probably on there and for all you know are interacting
regularly there), but rather the set of connections and information flows between individuals
and across organizational boundaries that actually reflect the HOW of how work gets done.
Assessing these networks and then identifying how to improve their effectiveness (typically
through the application of technology) in many ways will differentiate the organization, and
help to determine winners and losers in 2010.
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In that light, I would recommend starting with two excellent resources for the HR professional
that is interested in furthering their knowledge and skills in this area, and that want to bring
the latest ideas in enterprise collaboration to bear in their organizations.
Essential Reading
Driving Results Through Social Networks to understand how to define and understand
'hidden' social networks in the enterprise.
Enterprise 2.0 for a solid overview of the types of collaboration in the enterprise, and
the technologies that can be applied.
Once you get though these two resources, you should have the tools to begin assessing
collaboration inside your organization, be able to recommend strategies for the improvement
of enterprise collaboration, and have the basic understanding needed to choose and
implement the correct technology to support your strategy.
Good Luck!
Steve Boese is the Director of Products, Community, and OnDemand Services for Knowledge
Infusion, a leading HR Technology Consultancy. He is also an Adjunct Instructor of Human
Resources Technology at RIT in Rochester, NY. His HR Technology blog can be found at
http://www.steveboese.squarespace.com.
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Focus on Feedback
The need for regular feedback and coaching at work has never been more strongly felt.
Office demographics will shift dramatically over the next decade as Gen Yers flood entry-level
positions. This is one of the largest cohorts to enter the workforce — “60 million strong”
according to BusinessWeek. Boomers will continue to retire, opening space for Gen Xers to
move into senior management and assume responsibility for junior staff they have great
difficulty relating to.
Gen Y is the “feedback generation,” recently graduated from an environment in which they
were constantly evaluated, and most at home with video games and the immediacy of Google.
Gen Y is very different from their predecessors, creating a culture chasm between them and
their Gen X managers.
Feedback and coaching will play essential roles in bridging this gap.
The Need for Feedback
Feedback is a critical component in motivating and developing employees, and is essential for
attracting and retaining high performers. Organizations that don't foster feedback-centric
cultures will ultimately fail.
High performers understand this intuitively. An eagerness to constantly do better is one of the
character traits that defines a high performer. Feedback and coaching are the fuels that drive
that need, pushing everyone on your team to execute at a higher level.
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They also play an essential role in learning and development. A small change in behavior will
often lead to a big improvement in performance.
Employees in a feedback-centric culture can easily uncover blind spots and understand how to
address them. Regular feedback and coaching enable them to make small course corrections
instead of being overwhelmed with massive, infrequent shifts.
Part of this challenge will be keeping Gen Yers engaged.
Engagement can have a significant impact on your bottom line (in addition to the well-known
attraction and retention issues documented elsewhere). According to David MacLeod, adviser
to the U.K.’s Department for Business, Innovation and Skills, “If employer actions raise
engagement by just ten percent, they could typically increase profits by up to £1,500 per
employee per year.” Feedback solves this too, providing a channel for Gen Yers to connect
with colleagues, understand challenges, and develop necessary skills to advance their careers.
Bridging the Gen Y culture chasm is quickly becoming a top challenge regardless of your
industry. HR pros should make feedback-centric culture their top priority for 2010, laying an
early foundation for the generation-spanning bridges they’ll need to build over the next
decade.
Nathaniel Rottenberg is part of the marketing and community team at Rypple. Nathaniel joins
us straight from Queens University where he graduated with BAH in philosophy. Follow him on
Twitter.
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Online Outreach
What is the one thing someone can do in 2010 to become a better HR pro?
That is the million dollar question. And, while each of us is different in our strengths, I think I
can find some commonality that we can work from. My initial thoughts were to talk about
finance, internal communications, or even HR technology. But, when I look at the method that
would best help an HR pro to excel more in all of these areas, it is online outreach.
First, in terms of your own personal development, there will be huge rewards if you dedicate a
few minutes each day to connecting with other HR professionals online.
Whether you are comfortable using venues such as SHRM Connect, Facebook, LinkedIn, or
Twitter, the point is to reach out as much as possible. As you do, you will find opportunities to
discuss HR topics, debate, share, and learn. This will make you better because you’ll be
articulating your views on human resources and it will help you improve your listening skills as
you learn from different people outside your day-to-day HR group.
Next, in terms of developing other HR pros, online outreach is a great way to bring other HR
professionals into the online HR community.
Once you make your personal connections in the online HR community, reach out to HR pros
you know who are not involved online and find creative ways to get them involved. This may
lead you to you teach someone how to use Twitter or another social media site. Maybe this
means you will share articles you find online via your Google Reader and you can help set
someone else up with a reader.
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By focusing time on online outreach, you will not only develop yourself, you will develop
others and have a great sense of accomplishment for doing both. And, in the end, you’ll be a
better HR pro and your colleagues will too.
Trish McFarlane is a Regional HR Director in an agency environment with 15 years experience.
She is an HR blogger and speaker on human resources and social media. You can find her at HR
Ringleader or on Twitter.
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Make HR the Coolest Thing Ever
I’m of the belief that perception is reality.
Just think about what happens when someone says, “This is the COOLEST thing ever!" Doesn’t
a declaration like that make you stop and take notice? And it’s a statement like that that often
serves as a starting point for wanting to learn more about said cool thing and forming your
own personal opinion. It seems there’s something extremely powerful about other people’s
perceptions and the influence it yields over our own reality, isn't there?
Translate this into our world as HR pros.
Sure, you have a brilliant HR team who creates and manages really great people programs. But
is that everyone else’s reality? Have others taken notice of your team’s greatness?
If we keep in mind that perception is reality, then what’s needed is for someone else to say,
“They are the smartest HR people, ever.” Or, maybe it’s that someone says, “That company
has the coolest employee benefits!” These are the kinds of declarations you want to have
made – by other people that is.
And your role? It’s to get the conversation going to start carving out the perception/reality of
your team’s greatness and awesome people programs.
Start off by talking about yourself and the great things you’re doing.
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Maybe it’s on a blog or through social media. From there, try helping a reporter out and share
your thoughts on workplace trends. Talk about how you’re helping the workforce to manage
stress in this economy.
Share interview tips with job seekers that will help propel their careers to the next level. Talk
about all the great things you’ve done and know – but talk about it outside of the four walls of
your office. Take it to the masses and get them talking. And I promise if you do that, it will
come full circle and back to folks talking within your organization about the “coolest thing
ever.”
But of course, you have to have the goods to back it up. You’ve got to be the smartest HR
pro. You’ve got to create and implement really great people programs. You have to walk the
talk.
Everyone takes notice when someone says, “This is the COOLEST thing ever.” So let’s get the
conversation started.
Jessica Lee is a DC-based HR and recruiting professional for the global public relations firm,
APCO Worldwide and also serves as editor of the talent management blog Fistful of Talent. If
you want to know how to create a buzz about the good work you're doing, you can follow her
lead. Glamour Magazine, the New York Post and Mashable reporters have all turned to Jessica
for her insights into workplace issues.
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31. Do Amazing Things
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Copyright Info
This work was published on January 11, 2010.
The copyright of the content in Do Amazing Things belongs to each article’s respective author,
who is solely responsible for the content.
Cover image by John Curley.
This work is licensed under the Creative Commons Attribution-Noncommercial License. To
view a copy of this license, visit Creative Commons or send a letter to Creative Commons, 171
Second St, Suite 300, San Francisco, CA 94105 USA.
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