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3 tips to resolve conflict & find common ground, Brian Katz at OC Tanner

3 tips to resolve conflict & find common ground, Brian Katz at OC Tanner | Employer Branding News | Scoop.it

Bbservations that might help you when a conflict arises:

1. Compromise. If you are the person negotiating the matter, don’t try to “win” and instead try to resolve the conflict.

2. Identify the problem. Never assume the person assigning a task fully understands the problem. Often he or she may be too close to the situation or too busy to understand it. 

3. Know the limitations. Your position may put restrictions on you regarding the scope of your authority to settle a conflict

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The happy secret to better work, Shawn Achor at TED

TED Talks We believe that we should work to be happy, but could that be backwards? In this fast-moving and entertaining talk, psychologist Shawn Achor argues that actually happiness inspires productivity.

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60 inconvenient personal development truths, Mark & Angel

60 inconvenient personal development truths, Mark & Angel | Employer Branding News | Scoop.it

2. You can’t have good ideas unless you’re willing to generate a lot of bad ones.

3. A good idea without action is nothing at all.

4. It’s not so much about finding opportunities as it is about creating them.

7. If you’re waiting for the perfect conditions, ideas or plans to get started, you’ll never achieve anything.

10. Discipline is choosing what you want most over what you want right now.
11. The harder you work, the luckier you will become.

18. Having a plan, even a flawed one at first, is better than no plan at all.

19. No matter how you make a living or who you think you work for, you only work for one person, yourself.  The big question is:  What are you selling, and to whom?

23. Being busy and being productive are two different things.

49. Cutting your losses is often better than the alternative.

60. If there was ever a moment to follow your passion and do something that matters to you, that moment is now.

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How to motivate teams, Margaret Heffernan at Inc

How to motivate teams, Margaret Heffernan at Inc | Employer Branding News | Scoop.it

1. Build competence gradually. We all want to hit home runs but it's a bad idea to set tasks that are simply too daunting.

2. Don't help too much. Smart people cherish autonomy, you shouldn't rush in to solve problems your employees are still working on.

3. Be social. Devote the first half hour of the two-hour weekly meeting to 'non-science' topics.

4. Make assignments personal. The hardest part about studying science is deciding what to focus on. 

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How smart leaders translate strategy into execution, Randall H. Russell at HBR

How smart leaders translate strategy into execution, Randall H. Russell at HBR | Employer Branding News | Scoop.it

Too many CEOs and other leaders today are uncertain about their role in executing strategy. 

 

- Lead the Leadership Team. 
- Share the Story of the Strategy. 

- Leverage Strategic Performance Feedback.

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5 keys to communicating with employees as adults, Kelly Mollica at Ragan

1. Let employees know what's going on in the organization.

2. Pay attention to rumors.

3. Tell employees why their job is important.

4. Give feedback.

5. Ask for feedback.

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5 remedies for a lackluster e-newsletter, Mary Gorges at Ragan

5 remedies for a lackluster e-newsletter, Mary Gorges at Ragan | Employer Branding News | Scoop.it

Here’s what to rethink:

1. Make it all about the content.

2. Make it social.

3. Make it interactive.

4. Create a mobile-friendly version.

5. Get smart about building an audience.

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Watch out for the Zombie writers, Helen Sword NewYorkTimes

Watch out for the Zombie writers, Helen Sword NewYorkTimes | Employer Branding News | Scoop.it

Nouns formed from other parts of speech are called nominalizations. Academics love them; so do lawyers, bureaucrats and business writers. I call them “zombie nouns” because they cannibalize active verbs, suck the lifeblood from adjectives and substitute abstract entities for human beings:

The proliferation of nominalizations in a discursiveformation may be an indication of a tendency towardpomposity and abstraction.

The sentence above contains no fewer than seven nominalizations, each formed from a verb or an adjective. Yet it fails to tell us who is doing what. When we eliminate or reanimate most of the zombie nouns (tendency becomes tend, abstraction becomes abstract) and add a human subject and some active verbs, the sentence springs back to life:

Writers who overload their sentences with nominalizations tend to sound pompous and abstract.

 

Only one zombie noun – the key word nominalizations – has been allowed to remain standing.

 

Check out your flabbyness at http://www.writersdiet.com/WT.php

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What-to-do with workers who won't leave, Ragan

In some organizations, incompetent employees are shuffled from department to department while managers hope they either improve by magic, or “get the hint” and leave. This may seem easier than terminating the employee, but the practice doesn’t help anyone.

 

- Document performance thoroughly. Keep a log of the employee’s performance (and lack of performance). 

- Keep communication lines open. Don’t ignore or freeze out the employee. 

- Experiment with different roles. Try placing the employee in a new job. 

- Watch your own attitude. Don’t gripe about the employee to the rest of your staff. 

- Help the employee leave.

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Look for these traits to identify exceptional employees, Ragan

- Quirkiness. Creative, innovative employees often seem a little bit “off.”
- Not tied to their job descriptions. Look for evidence of curiosity and a willingness to follow questions wherever they lead, and support their desire to stretch themselves with assignments outside the norm.
- Healthy competitive streak. Performers at the top of their game tend to have a strong desire to prove themselves. 
- Willingness to share credit.They’re the people who are focused on results, not personal rewards, and who have leadership potential.
- Discretion with complaints.

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The problem when HR plays God, Chuck Csizmar at Compensation Cafe

The problem when HR plays God, Chuck Csizmar at Compensation Cafe | Employer Branding News | Scoop.it

What’s the reasoning behind HR strict control of pay decisions?

- Managers can’t be trusted to spend the company’s money effectively or efficiently
- Managers tend to make emotional vs. business decisions, therefore increasing company costs
- Tight budget control is necessary to ensure that inappropriate decisions don’t overplay available funds.


Over time, such a restrictive environment will have negative repercussions - for the manager, the candidates and ultimately for the business itself.

 

Managers aren’t allowed to manage pay for their employees. They do what they’re told. This is where the finger pointing starts.
- Decisions about the worth of a candidate are made by “bean counters,” outsiders, and not those better able to assess the impact of a candidate’s background and experience.
- Internal equity can become distorted as policy over principle restricts managers from taking corrective action to balance pay between employee experience / performance levels.
- Managers aren’t allowed to develop professionally when missing a key element of their responsibilities. The next generation of leaders is not being prepared.
- Managers lose faith in Human Resources. HR becomes an adversary.

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7 trends in employer branding, Daniel Wägerth & Joao Araujo at Universum

7 trends in employer branding, Daniel Wägerth & Joao Araujo at Universum | Employer Branding News | Scoop.it

1. New players will take up the space left by those that retreat due to the uncertain market conditions.

2. Employer Branding definitely becomes “glocal”

3. “Do or Die” for employer branding & social media

4. Winning companies have an Employer Branding Dream Team

5. EVP becomes more inspirational by taking in the vision

6. Talent attraction and retention enters the gamification arena

7. More and more companies are investing in market intelligence

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How to find undervalued talent, Rasmus Ankersen

1. Great talent is not necessarily right talent. It is hard to identify the critical success factors.

2. What you see is not necessarily what you get. What is the reason behind the facts and how will the performance develop over time.

3. Never overrate certificates, never underrate character.

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Five steps to a Talent Management strategy, Aaron Sorensen and Steve Strelsin at Axiom

Five steps to a Talent Management strategy, Aaron Sorensen and Steve Strelsin at Axiom | Employer Branding News | Scoop.it

1. Articulate the business needs and realities.

2. Define the desired talent management end-state.

3. Picture the power of an integrated talent management Program.

4. Describe the support that will be required.

5. Identify success meaures and milestones.

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The science of talent management, Talent Technologies

The science of talent management, Talent Technologies | Employer Branding News | Scoop.it

- 83% of companies polled admit that alignment of their talent management strategies with the business objectives is not taking place to the desired leve.

- 58% of HR spends more time on admin than strategy!

- 50% of employees are not being engaged in most organisations, and…

- 43% of employees in all organisations say they are not receiving adequate development opportunities.

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Daniel Sonesson's curator insight, May 6, 2013 1:39 PM

43% of employees are unsatisfied with their development opportunities. Challenge!

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10 skills for the future workforce, Apollo Research Institute

10 skills for the future workforce, Apollo Research Institute | Employer Branding News | Scoop.it

Sense-making, social intelligence, novel & adaptive thinking, cross-cultural competency, computational thinking, new-media literacy, transdisciplarity, design mindset, cognitive load management, virtual collaboration. These are the 10 skills needed for the future workforce. For a full report, see the work done by Apollo Research Institute (formerly the University of Phoenix Research Institute) looking at http://cdn.theatlantic.com/static/front/docs/sponsored/phoenix/future_work_skills_2020.pdf

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It's not about the money, Laura Schroeder CompensationCafe

It's not about the money, Laura Schroeder CompensationCafe | Employer Branding News | Scoop.it

So, why don’t companies just provide more opportunities to more people? It really comes down to three things:

1. Managers - In most companies, managers are still the first line of input into who gets opportunities and their recommendations may be influenced by personal bias or self-interest.
2. Lack of visibility - Although many companies track performance information about people in a particular role, they typically lack visibility into broader capabilities or aptitudes - which brings us back to relying on managers.
3. Limited thinking - Opportunities to lead don’t require a promotion or changing to a new role but providing everyday leadership opportunities requires a new way of thinking and managing people.

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Talent shortages are impacting profits, PricewaterhouseCoopers

This is the talent crunch. It’s a complex and frustrating challenge and it’s being felt worldwide. To give a measure of the scale of the problem: more CEOs are changing talent management strategies than, for example, adjusting approaches to risk: 23% expect ‘major change’ to the way they manage their talent. And skills shortages are seen as a top threat to business expansion.


Talent shortages and mismatches are impacting profitability now. One in four CEOs said they were unable to pursue a market opportunity or have had to cancel or delay a strategic initiative because of talent. One in three is concerned that skills shortages impacted their company’s ability to innovate effectively.

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Take responsibility for the work ethic of your staff, Ragan

- Identify your core values. 
- Review your hiring process.
- Train for values, not just skills. 
- Talk about your work ethic often.
- Celebrate success.

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3 tips to resolve conflict & find common ground, Brian Katz at OC Tanner

3 tips to resolve conflict & find common ground, Brian Katz at OC Tanner | Employer Branding News | Scoop.it

Bbservations that might help you when a conflict arises:

1. Compromise. If you are the person negotiating the matter, don’t try to “win” and instead try to resolve the conflict.

2. Identify the problem. Never assume the person assigning a task fully understands the problem. Often he or she may be too close to the situation or too busy to understand it. 

3. Know the limitations. Your position may put restrictions on you regarding the scope of your authority to settle a conflict

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Social technologies can increase productivity with 25%, McKinsey

Social technologies can increase productivity with 25%, McKinsey | Employer Branding News | Scoop.it

Two-thirds of this potential value lies in improving collaboration and communication within and across enterprises. The average interaction worker spends an estimated 28 percent of the workweek managing e-mail and nearly 20 percent looking for internal information or tracking down colleagues who can help with specific tasks. But when companies use social media internally, messages become content; a searchable record of knowledge can reduce, by as much as 35 percent, the time employees spend searching for company information. Additional value can be realized through faster, more efficient, more effective collaboration, both within and between enterprises.

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5 reasons why Employer Branding matters, Employer Branding Today

Five reasons why employer branding is important:

1. Shortage of skilled labour. Companies or organisations that are perceived to be attractive employers will have an easier time to recruit top talent.

2. More with less: a mantra coined during this economic downturn, there is high pressure to cut costs and increase productivity, which has made the need to get the right people in the right jobs even more crucial. 

3. Growth & profitability: hiring and retaining top performers is essential for growth and to maintain a competitive edge. 

4. Popularity: research on the talent market reveals that graduates and professionals want to work for companies with great reputations; they often turn to family members, friends or colleagues for advice and approval when making a decision about which employers to consider. 

5. Strength: being an attractive employer provides a company or organisation more bargaining power, as employees will want to work for them more than anyone else, even those that have rare or most in demand skills—irrespective of salary levels. 

 

Employer Branding – a five step process:

1. Research: to understand where an employer is positioned in the employment market and to determine the appropriate action plan is fundamental. 

2. Employer Value Proposition (EVP): the company or organisation needs a unique employer offer. 

3. Communication strategy: the development of a communication strategy is always based on research findings and a well-defined EVP. 

4. Communication Solutions: the aim at this step is to express the employer value proposition (EVP) by using the right words and images, so it becomes consistent with the corporate identity and branding efforts. 

5. Action: implementing all the steps and monitoring closely what works and needs to be adjusted along the way is the final stage. It is of great importance at this point that the organisation sets targets on what they want to achieve with the planned activities in a clear and measurable way.

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What to do when a rising star falls, Kevin D Wilde Talent Management magazine

What to do when a rising star falls, Kevin D Wilde Talent Management magazine | Employer Branding News | Scoop.it

Unfortunately, the rising star had fallen. Staying in the role was no longer an option, and there was only one question left: removal from the company or a second chance?

 

- Did Jon cross the integrity line? If yes, then no second chance. 

- Does Jon have the skills to win? 

- Does Jon still have the sponsorship to succeed?

- Does Jon have the resiliency to recover?

- Are we all better off with a fresh start? The final question is about balancing interests.

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How to improve the HR department to meet the company needs, Richard Swartzbaugh

Customer and shareholder expectations continually increase, and a variety of forces continuously shape industry competition.

Despite these realities, many organizations do not have alignment of:

(a) talent management practices (talent strategy, talent management program) & enabling human resources core competencies,

(b) organizational culture,

(c) strategy,

(d) execution,

(e) continuous improvement.

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Only 35% of employees are engaged at their job, TowerWatson

- Technology continues to escalate the pace of change and alter the nature and structure of work itself, but the work environment and experience aren’t keeping pace.
- Cost pressures are intense and increasing in many parts of the world, putting even more pressure on already busy workers to do more with less.
- Companies continue to shift costs and risk to employees, especially in developed countries with high labor cost structures.
- Employees, even at entry levels, are showing more interest in security and express doubts about their future in terms of retirement preparedness, career growth and advancement, and the rewards available to them for their efforts on behalf of their employers.
- Employees everywhere are working more hours, taking less time off and experiencing higher levels of stress.
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5 reasons why recruiters should use video for employer branding, SocialTalent

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