HR - Tracks

By Eric B. Meyer Some states and cities have made it illegal to ask about criminal convictions on job applications. A new bill introduced last week in both t

Too many people are making too big a deal about Amazon’s so-called culture problem. I’ve read some posts from academics and reporters who quite frankly don’t have a clue. Jeff Bezos has it right. Amazon doesn’t have a culture problem. However, Amazon does have a hiring problem at least when it comes to hiring and promoting people for management positions.First off, culture is driven by a number of internal and external factors. Specifically, 
The CEO’s leadership style
The pace of the organization
The competitive intensity of the industry
Whether the company

For the past 40 years I’ve been working with hiring managers, recruiters and candidates on all types of jobs from camp counselors to senior executives. Part of this has been tracking the results of their hiring decisions including what happens to people who didn’t get hired for a dumb reason at company A, but did get hired at company B for the right reasons.Given this perspective, here are 15 things I’ve found that absolutely don’t predict on-the-job success. Despite the obvious, companies, recruiters and hiring managers still use these factors to make critical yes/no

By Ilyse Wolens Schuman Two weeks after the U.S. Department of Labor issued an Administrator's Interpretation cautioning that "most workers are employees," S

When used properly personality-type indicators like BEST and DISC are useful for hiring. However, they are not predictive indicators of performance, only confirming indicators.

How golden handcuff reputations are hurting some larger employers in the war for talent.

The best managers are rarely the best techies or subject matter experts. Instead, they make the best techies and subject matter experts even better.

As Accenture ditches annual performance reviews, learning leaders in all companies need to be prepared for how such a shift can affect their jobs.

If you can make one shift in your thinking, you can hire great people whenever you want to. It isn't hard and it doesn't cost a dime.Here's the shift:You have to give up the idea that as a recruiter or a hiring manager, you're in charge. You have to drop the idea that you're the only person in the interview room with a decision to make.You have to be willing to stop treating a job-seeker like a supplicant, or someone who's expected to sit in the chair and answer questions like a fourth-grader taking an oral exam. You have to stop expecting job applicants to impress you.You have to be human an