Although I've often joked about the concept of anti-social recruiting (as if there was anything other than "social" recruiting), anti-social recruiting does exist, and it is unknowingly practiced by many people and top companies as well.
Corporate and Business Strategy and Execution in the Post Industrial, Digital Economy. Want to know more? Visit me on LinkedIn: www.linkedin.com/in/karlwabst/
Curated by Karl Wabst
The days of hiring a team of undifferentiated workers who just tighten the nuts as your product rolls down the assembly line are numbered. So are the days of hiring only people who look, think or act as you do.
Some companies are using personality tests to hire workers who conform to current culture. See “Today’s Personality Tests Raise the Bar for Job Seekers” here: http://sco.lt/5sg4Tx.
This may produce homogenous organizational cultures where sameness and conformity are valued over innovation. There are legal cautions to this approach. Read my comments for more on that.
In our quickly changing markets, Management should be aware of different expectations for modern teams.
These expectations vary according to the industry and the organizational strategy. Each play a big part in the types of workers you target and how you develop employees.
If the industry sells commodity products or services, company strategy likely focuses on cost leadership. Here efficiencies are gained by centralizing and standardizing work. There is a relentless focus on reducing cost. The number of skills in each team may be focused and limited.
If the industry sells customized products or services, company strategy likely focuses on differentiation. Here, products and services are customized for individuals or defined audience segments. Teams that are more diverse, with capabilities to gain deep understanding of customers, needs and desires provide an edge.
There is no one size fits all approach anymore. What you want today may be different from what you need to continue as a going concern in the future.
Markets change, as do organizational strategies. The team you want today may not be the team of tomorrow. One example is Southwest Airlines. Consider how their hiring and employee development practices must change now that they changed their low cost strategy to attract business flyers.
Understand what teams and work styles work for your industry, organizational strategy and team goals. Hire and develop employees accordingly.
Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.
For many companies, the incidence of organizational change is more frequent and has impacts that reach further.
If you are on the brink of an organizational change, read this article.
If, more likely, your company is on the brink of yet another organizational change, read this and then read something by John Kotter. For example:
• Leading Change (http://www.amazon.com/Leading-Change-New-Preface-Author-ebook/dp/B00A07FPEO/ref=sr_1_1?s=books&ie=UTF8&qid=1429496645&sr=1-1&keywords=leading+change+by+john+kotter)
• Leading Change: Why Transformation Efforts Fail. http://www.amazon.com/Leading-Change-Transformation-Efforts-Business/dp/B000MKZ5IA
For even more, look at Prosci’s ADKAR change model. It takes a people-centric approach that meshes well with Kotter.
• A Model for Individual Chang http://www.prosci.com/adkar-model/overview-3/
Please, just do not try to manage organizational change like any other project. It does not work. This has been well-documented for decades.
Our technology age provides so many opportunities to communicate. The problem is that so many of us are so bad at it.
Communicating through email, text and telephone removes many of the facial and body language cues that help.
Help others to understand you. Think more about communication. It happens more, faster and in ways that we may not realize. You might even be sleeping when it happens.
A global workforce makes great economic sense to employers at first. The reality, for the people thrust into this environment can be quite different.
Management will get better results when they build teams of people, instead of simply human resources.
Prepare ahead. Lead the change. Expect differences that effect how work is done.
Trying to manage it by demanding compliance only delays the problem and may cause good people to take their talents and your training to competitors.
Do Not Track, a docu-series about data privacy that launched Tuesday, uses audience participation in a great way. As the series goes through different aspects of online data collection, it uses the examples of your choice to show how much data sharing is going on behind the scenes online, and how easy it is to develop profiles about Web users.
Who profits from the data we generate every day? Meet the trackers, an industry most people can't see, control or question.
View the trailer
More companies use assessments to hire, with fewer willing to take a chance on anyone who doesn’t measure up.
Things employers must consider about testing and the job application process.
Not all tests are equal. Some may land employers in court...
Staffing Management: Use Personality Tests Legally and Effectively
Execrpted from The U.S. Equal Employment Opportunity Commission factsheet
The entire factsheet is available here:
As managers step into bigger leadership roles, there are pitfalls to popular, self-awareness-centered approaches to develop their leadership capabilities.
Managers need help to morph into Leaders. The real change is in behavior, not job title.
Five tips for directors and CEOs striving to make the most of their limited time. A McKinsey Quarterly article.
Change is the order of the day even at the top of the organization. The days of the Board that simply attends an annual meeting are numbered.
Shareholders should all be thankful.
When grocery chain Tesco wanted to expand their market share in South Korea, they came up with a brilliant idea. Because the people in South Korea work long ...
Watch out Walmart! Tesco is innovating new ways to put big shopping convenience into small spaces.
Also seeUK's first interactive virtual grocery store
Have you ever gotten a little chill down your spine as you walk past mannequins in a department store? That chill may soon be well deserved since an Italian ...
This is a great use of an empty head!
This is a warning to business organizations worldwide. You get the leaders you grow.
Imagine an organization that is completely digitally connected. Colleagues connect seamlessly with each other across silos and across the globe. Snap! Leaders – it’s time to wake up from this fairy tale.
I spent years working with IBM in the collaborative technology space across the US, EU and Asia.
An important lesson I learned was that my degree in social sciences and applied psychological research influenced long-term change more than multiple technical certifications.
IT vendors will always promise the moon. Do not believe them.
Communication is still a people thing. Employees watch what management does.
Stop concentrating on managing the technology. Lead by example.
Be the change you want to see in your world.
IT budgets are expected to increase by only 1% in 2015, during an era of unprecedented digital trasition and disruption. Is IT being given the resources to win? If it is, can it deliver?
For most companies, IT is not transformational.
Business goals, customer needs and desires drive the need for transformation. Otherwise, the tail is wagging the dog.
If you want to get ahead in today’s market get a business degree and understand IT. One without the other is half a solution.
We do know that creating an engaged workplace leads directly to higher profitability, increased customer ratings and reduced turnover.
It is no secret. Treat employees like people if you want engaged human resources.
It's the Internet Economy, stupid! We are driving ourselves out of jobs.
Companies remain focused on creating efficiencies. This lowers costs and wages in the old physical workplace and marketplace.
If we stay this course, nobody will have the means to afford all the cool services offered over the Web.
This problem is not restricted to the US. It applies to developing markets too.
The choice between generic basic business strategies remains the same.
- Standardize, and Relentlessly Drive Down Cost.
- Customize, and Gain Deep Understanding of Customers, Needs & Desires to create new customers and markets.
The Internet is a tool, not the final destination. What more can you do with it?
Some of the talent and tools won’t necessarily be found in-house. Here’s how to create a sustainable strategy for sourcing the right people and products.
Before going digital, the company leadership must understand why. People in IT tend to assume this is self-evident. It is not.
Going digital is a business decision. If IT cannot make the business case it is pointless to talk about what technology to choose, and how to staff the initiative.
Come prepared to lead, not manage the change.
You must frame the choice in a way that is beneficial to the purpose of the organization.
Apollo Education Group, parent company of The University of Phoenix announced bad earnings Wednesday. Enrollment is half of what it was 5 years ago. The stock fell over 20%.
University of Phoenix blames technology problems for their fall from grace.
I tried one of their classes. The quality of the instructor was a much bigger problem than the technology.
Your people use technology to execute strategy. Without the right people, there is little chance of success.
Even great technology cannot replace good employees who are great at engaging their customers.
Executing a mediocre strategy well will yield much better results than a perfect idea done poorly.
The idea of revealing human capital data in annual reports is not new and the reports won’t change overnight; however there is now an unmistakeable trend towards enhanced reporting. And vague statements about leadership or culture won’t cut it.
CFO and Board Members, are you prepared for this new trend in corporate financial reporting?
Because it is so rarely done, engaging in Expectations, Aspirations, and Preferences Conversations can also become one of the most effective ways to differentiate yourself in your quest to attract, retain, and engage talent.
Have these important conversations to engage your employees. Make sure you spend more time listening rather than talking. It is not about you.
Managing talent isn’t just about new hires. Somewhere along the way, most workers lose some of their motivation to make a difference and create value for their employers. Many grow apathetic over time and spend each day doing the minimum to get by.
Manage people, and you will get what you expect. At best, that means an average level of performance.
Average has not been good enough for decades.
Lead people. Engage them to help you to get to that new destination described in your strategy. Then, you can acquire your average competitor.
The first step is to change your managers into leaders. Change is the new normal.
Expect it. Embrace it. Just do not get too comfortable, ever.
Researchers have have discovered a way to improve performance that has nothing to do with dishing out benefits or deploying new processes.
Be excellent to yourself and to each other. In a world of hard business, soft skills matter. Culture still eats strategy for breakfast.
Four strategies that can be used to keep employees interested in compliance and to improve the overall compliance culture.
This article has some good ideas on employee engagement for compliance. Show employees why it matters to them.
An important idea that I evangelize is to make a point of mining compliance audits to find ways to generate business or to create a better customer experience.
Change employees’ mindset and attitudes about compliance. Finding money that is laying around is a great way to motivate management engagement in compliance.
Make a point of rewarding employees for ideas that connect compliance to the top line, customer experience or shareholder value.
Look for information to support planning, decision making & to recognize attractive opportunities.
Many companies find that they lack knowledge about the types of data collected by various divisions. This is especially true in multinational companies.
Ironically, it is also true in companies that flatten organizational structures in an attempt to cut management costs. Due to a lack of coordination between departments, it is common to find:
- Duplicated work
- Competition between siloed functions that blocks collaboration
- Lack of understanding of the big picture and missed opportunities
Identify what role collection, analysis, & monetization of data can play in strategic initiatives.
You may uncover buried treasure. Compliance does not always have to be a cost center. If data is valuable for compliance, it should be valuable to the company in other ways. Happy hunting!