CEOs focus on strategy and must also ensure their organization is financially sound. There is another critical concern and that is talent. The savvy CEO is the one who understands the importance of hiring good talent, ensuring a good fit, and then continuously developing that talent. Good talent pulls organizations through the good times, tough times, major changes, and navigating a crisis. But the CEO cannot and should not take on the talent task alone. One of the major partners in the talent effort is HR. However, the CFO should also be a part of that talent task triangle. Having these two partners in place is a great benefit to the CEO.
CEO, Talent Management,, Hiring,
Read more: How to be a Talent First CEO
Job shadowing is often good for young people considering a profession. A company allows an individual to come in and job shadow a person in marketing, or HR, or a chef, an attorney to help the new job seeker to see if the job or industry is a good match for his/her interests. Organizations would be wise to consider implementing job shadowing. However, job shadowing does have its detractors.
Read more: The Shadow Knows
It used to be that when there was a job opening, a “personnel” manager could just post it in the paper, job seekers would look in the Help Wanted Section and the two of you would connect. The candidate would receive an invitation for an interview and if the candidate could walk, talk, and chew gum at the same time, he or she would be under serious consideration if not hired on the spot. Now HR and the organization must take a far more active role in recruiting, hiring, and retaining their workforce.
HR Trends, Reteion
Read more: HR Trends – Are You Keeping Up?
Tag! You’re it! This is the mantra of a childhood game, we have all played. Of course, the objective to the game of tag is to be tagged. This idea can be true in the workplace as well. Some people do not want to be “tagged” for the next position up via promotion. Of course, there are others who might be running toward the person who is the current “it.” That is to say, they want and work hard to achieve that next promotion. Unfortunately, many organizations run successions more like a game of tag than a serious process deserving of attention. This creates chaos, low morale, and can have a negative impact on profits. Good succession planning takes just that – a plan.
Read more: Succession Planning – A Game of You’re It?
In an earlier blog, the topic was mashing myths around assessments. This blog addresses another “M” word shadowing assessments and that is “mistakes.” To be more precise, mistakes in the use of assessments, mistakes in understanding the language in assessments, mistakes in using the information in assessments to its best advantage, and not using the right assessment.
Read more: 5 Assessment Mistakes to Avoid
Long ago and far away the foundation for assessments began with Empedocles, 490-430 B.C. who founded the school of medicine in Sicily and Hippocrates, 460-370 B.C. from Greece who we consider as the father of medicine. However, he was also an observer of people. Despite what my children tell you, I do not know these two gentlemen personally. Even with this long history, many myths, mistaken ideas, and misuses of assessments exist and persist. The point of this blog is to dispel the myths, correct the mistaken ideas, and better redirect the misuse of assessments.
Assessments,, Employeee Development
Read more: Mashing the Myths About Assessments
As children we would ask “Why?” a lot. Hearing the answer, “Because I’m the mommy.” Or “Because I said so.”, was the reason we had to accept. As adults when we ask that question, we expect an answer with a little more “detail” behind it. This is never truer than when an organization introduces change. In fact, you may think that your organization somehow turned into a day care center full of whining nursery school children when you announce a change. There is a preventative measure that reduces the whining scenario.
Read more: Change: The Why and the Vision
According to a recent Harris Poll, over 50% of people ages 18 to 34 believe they learn more from technology than people. While this may be a blinding flash of the obvious, what does this mean for business? Unless you’ve been under a rock, you know that millennials now form the largest segment of the workforce. The real question now becomes, if the largest part of your workforce prefers technology over people, how can we build driving coalitions for change?
Change Management; Business,
Read more: Change Team or Change Coalition