SELECT PERSPECTIVES BLOG

4 Ways to Ensure Your Leaders Will Fail

Posted by  Paul Glatzhofer

leader-fail.jpgIt has been well documented that around 50% of all leaders fail in one way or another. There are certainly a variety of reasons for these failures. When I think about all of my clients, as well as reviewing some of the literature in the area, a few themes emerge about why leaders fail at such a high percentage.

The most interesting themes are those that suggest the organization, not the leader, could have done a lot differently to help ensure success. The four themes below are areas that organizations should consider as they create and/or review their leadership selection, development, succession planning, and engagement processes. Also, it is a call to HR leaders to ensure that the top organizational leaders understand how these themes can quickly derail their mid-level leaders and hurt the organization fairly quickly.


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Are There Any Benefits to Asking "Weird" Interview Questions?

Posted by  Alissa Parr, Ph.D.

job-interview.jpgRemember the days when we actually had to go to the library, search through a card catalog, and physically retrieve a primary source document or book in order to learn more about a topic? Those days are behind us now. The internet is stock full of information and advice at our fingertips. All we need to do now is reach for our cell phone, ask Siri and question, and she’ll tell us an answer or provide us an article to answer our question. Fantastic, right?

In terms of accessibility, it is fantastic. However, after reading through a recent article from USA Today, providing guidance on how to respond to “weird” questions, I was reminded that you cannot trust everything you read online. Some of the information on the internet is legitimate, but other information marketed as being advice or a best practice is laughable.


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Full-Time vs. Contract Employees: Which One Should You Hire?

Posted by  Greg Kedenburg

hiring-question.jpgThanks to both the increased globalization due to the interconnectivity provided by the internet, and the ever more frequent advances in technology automating jobs in select industries, there is a growing number of individuals joining the so called ‘non-traditional’ workforce. Including contract employees, freelancers, and individuals with a niche skill set, the non-traditional workforce is seen across a large variety of different sectors and organizational levels.

An increasing majority of these non-traditional employees have chosen to identify as such due to evolving beliefs and attitudes regarding the nature of the employer-employee relationship. In addition, higher value is being placed on intangibles such as flexibility and autonomy, which many organizations work to provide to attract full-time employees, but not always to the degree that is desired by these non-traditional workers. Because the number of individuals that count themselves among the non-traditional group is steadily increasing, it would behoove organizations to take a hard look at the pros and cons of hiring each type of employee.


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How to Get HR and Operations to Agree on Employee Assessments

Posted by  Steven Jarrett, Ph.D.

agreement.jpgThe epic battle wages on as two sides fight tirelessly in an effort to impose their will and dominate the corporate landscape. Are we talking about Google vs. Amazon? No, this battle is between operations and human resources, and although these should be two symbiotic groups that work together towards their common goal, often times they are not.

Operations can often feel overwhelmed by all of the policies, practices, and procedures that HR puts into place, while HR can often get frustrated by the shortcuts of operations to circumvent these practices. One area where I have found this to most often be the case is with the selection of new employees and the decision on who to hire. Even taking a step back, a tough question can be: How does the organization select new employees into the organization?


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5 Free Resources to Develop Your Leadership Skills

Posted by  Paul Glatzhofer

leader-develop.jpgI recently wrote an article entitled, “The Top 5 Skills of Effective Leaders”. Understanding the skills and abilities that it takes to be a successful leader is helpful for a number of reasons. However, for most of us, we do not possess all of these skills. And for the skills we do possess, sometimes we are not at the level needed to be effective. It is a fairly obvious observation but leaders need to focus their developmental time and attention on the areas that are really going to make an impact on their effectiveness and thus the organization's bottom line.

Here are 5 resources tied to the top 5 skills that successful leaders need. Keep in mind, this is not meant to be an all-encompassing list but merely a way to give some pointed tips around some of the most important leadership skills. Okay, good talk – let's kick this off:


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Beyond Hiring: 5 Ways to Take Care of Your Employees

Posted by  Bekah Regan

employees.jpgWhat happens when you don’t take care of something? It gets dusty. It develops an odor. It rusts. It rots. It dies. For example, a new car: it sure looks awesome driving off the lot, but it doesn’t stay that way. You have to wash it, change its oil, and bring it in for maintenance to keep it running smoothly. You may also need to clear out the garage so there’s room for your new ride or pack differently for vacation. How about a refrigerator? Plant life is another good illustration. Even the most robust of greenery needs occasional watering and proper exposure to sunlight to survive.

Whether we’re talking shiny new cars, factory-sealed refrigerators, or flourishing plant life, all require care and attention after the initial purchase.

It’s no different with new hires in your organization, both young and seasoned professionals alike.


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What Is Blind Hiring and Should You Use It in Your Hiring Process?

Posted by  Alissa Parr, Ph.D.

blind-hiring.jpgHiring is like a science to some degree. We try to collect as much data and information about candidates as possible to make an informed conclusion about whether they would be successful on the job or not. However, as much as we’d like to believe that this science will lead us to the right answer every time, it’s not always the case. Sometimes, the information we collect is not fully representative of the candidate and, therefore, we are missing key information about him or her that’s important for the role.


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How to Reduce Leader Failure

Posted by  Alissa Parr, Ph.D.

leader-failure.jpgLeaders can have a very large influence on the functioning of organizations and teams. They set direction, inspire others to perform, develop staff, drive performance, and much more. They have a huge span of influence and can really dictate the health of the company. Well, what if I told you that approximately 50% of leaders fail at their job? Pretty scary, right?

Failure at this level of the organization can have very widespread impacts. Not only is it a financial burden when taking into account the costs of selection, recruitment, onboarding, and training, but it can also disrupt employee morale and public perceptions of the organization. Additionally, one of the biggest reasons why employees leave their organization is because of their relationship with their manager. If their manager fails to develop effective relationships or set their employees up for success, this negative interaction could influence the subordinate’s motivation to stay with the company.


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Shocking Events Lead to Turnover Too

Posted by  Alli Tenbrink

turnover-quit.jpgWe know that voluntary employee turnover is often an unwanted occurrence within organizations, especially if the organization is losing high-quality talent. As such, Industrial Organizational (I/O) psychologists have allocated a great deal of effort to studying the variables that are most likely to prompt individuals to make the ultimate choice to quit their job.

However, they have long struggled to pinpoint such variables. The most commonly researched variables that are theoretically thought to precede turnover, such as job dissatisfaction, burnout, and low commitment to the job and/or organization do not have a great deal of empirical support as being strong predictors of turnover.


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5 Steps to Developing a Pipeline of Leadership Talent

Posted by  Guest Blogger

leadership-pipeline.jpgIn recent surveys, executives note the need to develop leaders at all levels of their organizations. Respondents also acknowledge that their current leadership programs do not have the necessary business impact. This dilemma highlights some of the questions decision makers face when positioning their organizations for success:


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