SELECT PERSPECTIVES BLOG

Developing and Engaging Millennial Leaders in the Workplace [Whitepaper]

Posted by  Paul Glatzhofer

millennials-working.jpgAs the percentage share of younger workers in the American workforce continues to increase, millennials are starting to have a bigger influence on the organizations looking to employ them. This is especially true as they move into leadership roles. As is the case with every generation, there are certain characteristics common across millennials. Only recently have organizations begun adapting themselves in order to attract and retain these employees.

There are often stark contrasts between the wants and needs of different generations, but the companies that will thrive in the coming years are those who prioritize the accommodation of millennials without boxing out other employees. An organization failing to adapt to this shift in the labor market will see themselves losing market share.


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Why Real-Time Feedback Is the Future of Employee Development

Posted by  Greg Kedenburg

future.jpgAll organizations need to provide their employees with feedback in order to succeed. The form that this feedback takes can either be informal, such as immediate admonishment in negative circumstances or passing praise for a job well done; or it can be formal, like the annual or bi-annual review.

The latter is a relic carried over from companies of yesteryear but is still the most pervasive method of employee performance evaluation. An overwhelming majority of modern organizations still utilize the annual review as their main source of providing feedback, but a new, more effective method, known as continuous feedback, may soon take its place (or supplement it at the very least). Ensuring your organization and employees are developing the adoption of this innovative solution should be high on your to-do list.


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5 Tips to Getting the Most out of Your 360° Feedback Evaluations

Posted by  Alissa Parr, Ph.D.

360-feedback.jpgHula hoops, trolls, pet rocks, beanie babies, and acid-washed jeans…what do they all have in common? They were all fads in their respective times. In the 90s, several professionals thought that 360° feedback was going to be just that. Professionals were quite skeptical about its staying power and its utility in replacing the traditional performance management or development processes. But, skeptics were just that -- 360° feedback has become a household name in organizations and a big focus of HR practices. Over the past 20 plus years, there have been a lot of refinements and process improvements to make them work well.


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4 Challenges Facing Human Resources – Interview With an HR Executive

Posted by  Paul Glatzhofer

hr-challenges.jpgFor regular readers of our blog, you know that we post a lot of content. To ensure that we continue to crank out great content, we are starting a “Friday Leadership Series” that focuses solely on topics related to leadership. As one of the main contributors, I am excited to release some of this content and get your reactions. Below is our first installment in the Friday Leadership Series. Enjoy!

I recently had the opportunity to chat with an HR Executive in the manufacturing sector. This particular executive has her Ph.D. in Organizational Behavior, is a SHRM Senior Certified Professional (SHRM-SCP), and leads the HR function for her organization. She has expertise in organizational development, performance management, leadership development, talent management, and succession planning. She focuses on all facets of the employee/employer relationship from Recruitment to Retirement. During our discussion, I really wanted to hear from her about the challenges we face (and will be facing) as an HR community. Below are some snippets of our conversation.


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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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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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3 Ways to Engage Your Millennials

Posted by  Paul Glatzhofer

millennials.jpgBusiness writer, Ty Kiisel, wrote an article for Forbes called, “Gimme, Gimme, Gimme -- Millennials in the Workplace”. I thought it was a good article illustrating the different ways in which millennials want to interact in the workplace, and what they need to feel satisfied in their roles.

The differences in generations and their ideologies are almost always viewed negatively by the “older” generations. For example, have you ever heard a Baby Boomer say, “We really need to watch these millennials, they are going to do great things”? I typically don’t hear those types of comments. In fact, it is almost always the opposite viewpoint where one generation thinks negatively about another.


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The Top 5 Skills of Effective Leaders

Posted by  Paul Glatzhofer

What traits make a leader great?A lot of time and research has been put into identifying the traits of successful people and successful leaders. There have been a slew of books written on the subject in fact. But the topic continues to be talked about and debated. I think one of the reasons why it is such a popular topic is because leaders (well, good leaders at least) are looking to continually develop their skill-sets to make themselves more effective. Likewise, organizations want the secret sauce to effective leadership as a way to increase profit. It is now almost a cliché for a company to say that they need to invest in their people in order to be successful. But what does that really mean?


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Five Steps Towards Hiring (and Keeping) the Right Employees

Posted by  Amber Thomas

hiring-employeesI was recently traveling to another city to visit a client, and ended up having to rent a car. Luckily for me, I got a free upgrade to a high-performance luxury car (it really does pay to be nice sometimes). I couldn’t help but take note of the contrast between this experience and the one that comes with the economy two-door special that I usually travel in. If I had the choice (and wasn’t so darn cheap) I would choose high-performance every time.

More so, now than ever before, organizations should be focusing on hiring "high-performance employees". Selecting and keeping the right talent is critical to the success of any organization. Also, much like my upgraded rental car (who I may have named “Zippy”), they’ll shift you into high gear. Here are five tips to keep your organization on the right track, going the distance, striving and hugging the turns.


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How to Prevent Promoting the Wrong Employee

Posted by  John Fernandez, Ph.D.

PromotionOne of the most common mistakes made by leaders in organizations across all industries is assuming that a high performing individual contributor will automatically make a great manager. This mistake can be very costly to organizations, as it results in many employees getting promoted into people-manager positions who are not set up to succeed.

When these employees fail, it can result in high turnover for first-line management positions. It can also lead to career derailment for employees who either were poor choices for a manager role, or who actually could have succeeded had the organization better prepared them for the transition.


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