Content about Human Resources

March 30, 2012
Dispelling the Myths of Creating a Winning Corporate Culture

Avoidance—and even outright denial—of the need to make corporate culture development a “Mission Critical Objective” lies in five common myths that destroy the impetus for any organized effort to create, build, and nurture a winning corporate culture.

By Joseph Gianni, President and CEO, 2logical

Few would deny the majestic power of a winning corporate culture. When the odds are stacked against the success of a mission critical corporate objective, a strong corporate culture can persevere through all kinds of challenges and setbacks—and make, well, even the impossible…possible.

Even in the most turbulent market conditions, a strong corporate culture can shorten the recovery time from minor or major setbacks by as much as tenfold, when compared to an organization lacking the “right stuff.”

February 28, 2012
Core Competencies: Setting Training Up for Failure?

Letting the Training department assume responsibility for core competencies sets you up for failure. You’re not in a position to implement organizational strategies. What you can do is provide a direct link between the core competencies your organization has chosen and your department’s specific training offerings in terms of employee competence.

By Dan Cooper, CEO, ej4.com

When it comes to training, the “competence” word gets thrown around a lot. The assumption is that everyone knows what it means, but that often isn’t the case. You need to make sure you know which of two definitions you’re talking about, and what the training department is signing up for.

Core Competence

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

Human Resources (HR) executives know all too well that despite continued high unemployment, one of the major risks to a business is the difficulty in locating and attracting the right talent. When it comes to shaping the future health of a business, the ongoing practice of retaining and hiring top talent is crucial. Recent research from Heidrick & Struggles supports the idea that as the economy improves, competition to find and keep this top talent will only become fiercer.

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

Human Resources (HR) executives know all too well that despite continued high unemployment, one of the major risks to a business is the difficulty in locating and attracting the right talent. When it comes to shaping the future health of a business, the ongoing practice of retaining and hiring top talent is crucial. Recent research from Heidrick & Struggles supports the idea that as the economy improves, competition to find and keep this top talent will only become fiercer.

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

 

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

 

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

February 20, 2012
Mohawk Maximizes Learning

For flooring manufacturer Mohawk Industries, it is not enough to teach employees how to be great. The long-time Training Top 125 contender focused last year on helping employees to blaze their own learning paths while meeting organization imperatives. That meant improving the technology that supports employee performance, as well as creating new social networking platforms to enable learners to challenge and teach one another.

By Margery Weinstein

January 4, 2012
The Year Ahead in Leadership and Training

Sluggish economic recovery, the debt crisis in Europe, and ongoing political uncertainty are creating challenges for many businesses, particularly when it comes to human capital management. As companies continue to face these challenges in 2012, effective collaboration and communication will become mission critical in maintaining a business’ health, and human resource directors and CLOs will have to adopt new practices and new perspectives to meet them.

By Halley Bock, CEO, Fierce, Inc.

December 23, 2011
Why Companies Need a Strategic HR Partner

More leaders need to use Human Resources as a strategic plant, says Rajeev Pershawaria, author of “Too Many Bosses, Too Few Leaders.” The first step is to choose the right HR leader, someone who can help, as well as challenge. Instead of choosing a comfortable confidante, leaders should look for someone who understands both business and human capital trends, and is able to contribute intelligently to C-suite discussions about business strategy.

By Rajeev Peshawaria

December 23, 2011
Why Companies Need a Strategic HR Partner

More leaders need to use Human Resources as a strategic plant, says Rajeev Pershawaria, author of “Too Many Bosses, Too Few Leaders.” The first step is to choose the right HR leader, someone who can help, as well as challenge. Instead of choosing a comfortable confidante, leaders should look for someone who understands both business and human capital trends, and is able to contribute intelligently to C-suite discussions about business strategy.

By Rajeev Peshawaria

December 5, 2011
UPS Tranforms Its Talent and Performance Management Process

The changes UPS made in performance management included the creation of job models that focus on both job duties and job-specific competencies. They were intended to help set goals related to an employee’s work and aid in developing appropriate performance measures.

By Margery Weinstein

Over the last few years, UPS has transformed its Talent Management and Performance Management Process to align job models and leadership competencies to attract, develop, retain, and reward its future leaders. In late 2009, the company implemented training to all U.S. full-time management to give them a clear understanding of why the changes were made, demonstrate the link between performance and pay, and to help everyone identify their skill gaps and areas of strength.

November 23, 2011
Training Today: Maximizing Organizational Productivity

In today’s competitive marketplace, few organizations believe they are capitalizing upon the full potential of their human resource capital. To maximize employee performance, it is critical to have leaders who can assist employees in moving quickly through the development levels to peak performance.

November 23, 2011
Training Today: The Right Way to Reorganize

Global research performed by the HPO Centerin The Netherlands shows that many organizations make the wrong choices when undergoing a reorganization. The HPO Center surveyed the most important qualities needed to be and remain successful at more than 1,400 organizations in 50 countries. Results showed that five success factors give organizations the right focus in a reorganization.

Global research performed by the HPO Center in The Netherlands shows that many organizations make the wrong choices when undergoing a reorganization. Cuts are made in the wrong projects, poorly
performing employees stay in place, and the organization focuses mainly on internal cost savings. The HPO Center surveyed the most important qualities needed to be and remain successful at more than 1,400 organizations in 50 countries. Results showed that five success factors give organizations the right focus in a reorganization:

November 17, 2011
Insightful Ethics Training Can Be a Game Changer

With a tone at the top that reinforces the importance of a strong ethical culture, and employees who have participated in relevant and engaging ethics training, companies can take a significant step toward greater profitability and long-term success.

By Pat Quinn, Managing Director, and Pamela Verick, Director, Protiviti Inc.

During prosperous economic times, ethical business principles may be overlooked when the next moneymaking deal seems right around the corner. When cash is flowing, few extol the virtues of a strong corporate culture and how it contributes to long-term business success. Yet, many learn in hindsight the value of these principles.

November 8, 2011
Continual Training…Continual Growth

Often, employees feel it is the responsibility of the organization to “train them.” If you are an employee reading this, guess again! If the organization is not willing to assist you monetarily or with time to train, do it yourself. Do it foryourself. Without it, you are at a competitive disadvantage.

By Jeff Kortes, President, Human Asset Management LLC

Who should be responsible for the training and growth of an employee? Ultimately, the responsibility lies with the employee. But it also lies with several others, as well. The immediate supervisor and the organization itself also have an obligation to provide opportunities and encourage an employee to grow. Can an employee grow in a non-supportive environment? Absolutely. But it is much harder.

October 11, 2011
Big Picture Professional Education Necessary for Company Success

There is a large disconnect between indoctrinating people to tools of the trade and the myriad elements they will need to assimilate for their own futures. Training vendors sell what they have to provide...not what the constituencies or workforces need. Emphasis must be placed upon properly diagnosing the organization as a whole and then prescribing treatments for the whole, as well as the parts.

By Hank Moore, Corporate Strategist

There is a difference between how one is basically educated and the ingredients needed to succeed in the long term. Many people never amass those ingredients because they stop learning or don’t see the need to go any further. Many people think they are “going further” but otherwise spin their wheels.

October 7, 2011
Best Practices: After You Train, Retain

Companies increasingly are moving toward the implementation of robust knowledge management systems to collect and share existing information. The truly effective systems improve an organization’s ability to take full advantage of the knowledge and experiences of its employees and make it easily accessible to the entire organization at any time.

By Neal Goodman, Ph.D., President, Global Dynamics, Inc.

All too often, companies invest in the professional development of their workforce only to lose that investment after employees leave (or when they simply forget what they learned). According to Ernst & Young, 44 percent of employees are “poor or very poor” at transferring knowledge.

August 5, 2011
Top 5 Do’s and Don’ts of Talent Development

According to the Talent Management Survey conducted in 2009 by the Best Practice Institute, more than 82 percent of companies surveyed utilize either a formal or informal talent management program, indicating an awareness that human capital considerations must be among the foremost goals of strategic planning. Less common, however, is consensus on what talent development strategies and methods yield the best results.

By Louis L. Carter, CEO of Best Practice Institute,and Brian Fishel, Senior Vice President, Enterprise Leadership Development, Bank of America

July 25, 2011
A Minute Can Win It

You want your employees to be happy, so you reward them with raises and incentives when they do well. But can you also offer them more freedom in determining their work schedules without sacrificing productivity?

By Margery Weinstein

July 25, 2011
Best Practices: Talent Development in a Global Economy

Training departments face the dual challenge of providing talent development and reward and recognition in a culturally appropriate manner, and developing employees to lead and work in a multicultural, global economy.

By Neal Goodman, Ph.D.

Training departments face the dual challenge of providing talent development and reward and recognition in a culturally appropriate manner, and developing employees to lead and work in a multicultural, global economy.

Cultural Assumptions

July 25, 2011
Strategies for Success (July-August 2011)

Trainingmagazine taps 2011 Training Top 125 winners and Top 10 Hall of Famers to provide their learning and development best practices in each issue. Here, we look at strategies for onboarding and professional development.

Employee Onboarding

By Darren Short, Director, Global Learning & Development, Avanade

July 25, 2011
Talent Tips: High-Potential Recognition

Never rely upon traditional recognition programs and practices for high-potential leaders. Instead, give them the prestige and pedestal to be recognized by their peers and senior leaders as the potential leaders you want them to become.

By Roy Saunderson

It’s hard enough to keep and retain high-potential employees, but it can be even more challenging to give them the right recognition that is meaningful and effective.

July 25, 2011
You’re Hired!

Those two words are easy to say, but it’s not always easy to find the right employee. Success hinges on hiring interviews—and they require quite a bit of training to get right.

By Margery Weinstein

July 25, 2011
You’re Hired!

Those two words are easy to say, but it’s not always easy to find the right employee. Success hinges on hiring interviews—and they require quite a bit of training to get right.

By Margery Weinstein

July 8, 2011
Effective Onboarding Leads to an Engaged Workforce

As soon as employees start a new job, the clock begins ticking. An effective onboarding program is essential to quickly bring new hires up to speed on an organization’s mission, policies, objectives, systems, and daily practices, as well as ensure they can be productive as soon as possible. Surprisingly, only 60 percent of employees believe their company’s orientation program for new employees is adequate, and only 63 percent believe their organization currently provides effective on-the-job training.

By Michael P. Savitt, PR/Communications Marketing Manager, HR Solutions, Inc.