Well if you like to send more than 15 messages per month to members of a group you are in, you can no longer do that according to Linkedin. They just set new limits on a frequently used feature. According to their website these are the new guidelines.
A Google search on “people assets” yielded 664 million results! That is very nearly two thirds of a billion. Mind-boggling! (As is the fact that these results were yielded in 0.36 seconds, less than half a second!) Clearly it is...
Ron McIntyre's insight:
Another thought provoking article from my friend Bay Jordan. Please read and discuss.
There are decided benefits for transparent companies. It is a known fact that people will buy more from someone the know, like and trust but that requires transparency. Being a large corporation makes this seem impossible but it can be done. Communities take a long time to build but they can be destroyed in one lie or broken promise so this is critical.
Anyone might bend, break, or stomp on the rules for any reason—from the pursuit of glory to the eternal and subconscious quest to fill the void left by the absence of parental love. But some identifiable factors appear at play:
This is a tough issue because one of the first rules of business is to push the envelope so you can gain a competitive edge. Have we become so focused on catching people crossing the line that we begin to slide backwards? Integrity should be the foundation of sports and business and that means that we push to the line but don't cross it. It also means that we accept responsibility & accountability if someone should challenge, not blame someone else. Unfortunately, too many are jumping on the finger pointing band wagon so they avoid being viewed themselves.
Interest how these basic elements continue to be shown as critical to organizational growth yet we continue to let them become buried in tactical tedium and politics. It's time we bring them to the forefront and keep them there.
If you’re the kind of boss who fails to make genuine connections with your direct reports, take heed: 91% of employees say communication issues can drag executives down, according to results from our new Interact/Harris Poll, which was conducted...
To the average employee, what Dan Price is doing is nothing short of a miracle.
Ron McIntyre's insight:
I love this idea but there are a lot of questions that come regarding the process and recovery. I find that few CEO's are willing to take this step, for a number of reasons. It also may set some unreasonable expectations, especially for entry level positions. The jury is out.
For the third year in a row, leadership soared to become one of the most pressing talent challenges faced by global organizations. Nearly 9 out of 10 global HR and business leaders (86 percent) cited leadership as a top issue. Fully 50 percent of respondents in our survey rated their leadership shortfalls as “very important.” Yet only 6 percent of organizations believe their leadership pipeline is “very ready”—pointing to a staggering capability gap. (See figure 1 for capability gaps across regions and selected countries). Respondents’ overall capability gap in leadership, which has grown in magnitude since last year (figure 2),1 is striking, considering that leadership program spending has increased compared to last year.2
I totally agree with Deloitte's question here? So few companies have any type of career planning for anyone in the organization. It is a part of leadership that must begin to get traction. Planning for succession is one thing but open, transparent career planning is another.
According to Lynda Gratton, work is no longer being defined by HR, but rather by ‘context’, which is created by the emergence of megatrends and their impact on society: “Work is being shaped by technology, globalisation, democracy and the ageing workforce, and the opportunity you have to make work as you want it,” she tells me. “We are now faced with a “hollowing out” of work – medium-skilled jobs have disappeared and are being replaced by technology, so there’s either low-paid work or specialised high-paid work, with a huge emphasis on education and lifelong learning.” And because people lie at the heart of corporate purpose, this means that organisations must build a context to innovate and excite them – which, for Gratton, presents a huge opportunity for HR to be positioned as ‘enabler’ and ‘inspirer’.
The Wall Street Journal reports that the pay gap between CEOs and rank-and-file workers at big American banks has narrowed in recent years. However, the leaders still made 124 times the average worker’s salary in 2014. The heads of five top banks made $18.5 million on average.
The huge pay packages of major players in the corporate and financial worlds are the subject of a lot of outrage, but they’re also a matter of great interest to economists and management researchers. Why would for-profit organizations, which generally try to keep costs as low as they can, pay so much to an individual employee?
I would love to see a follow-up study completed. With the impact of the crash has there been any major shifts either way. With the massive growth in millionaires and billionaires in the last decade there will be some interesting insights that could come out of it. In 2011 someone projected the number of millionaires would grow by 72.5% by 2020 to 68.5 million worldwide.
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