How To Turn Managers Into Leaders

Posted by  Paul Glatzhofer

how to turn leaders into managers

All leaders are not necessarily managers, but all managers should be leaders. In fact, we depend on supervisors and managers to lead the largest employee population in its goal to fulfill the organizational mission. Unfortunately, many of us know that most managers are not great leaders. 


Four Effects Obamacare Will Have on Healthcare Talent Acquisition

Posted by  Bryan Warren

ThinkstockPhotos-188097119The Affordable Care Act has survived its second Supreme Court challenge and it looks like it’s here to stay. So what does healthcare reform mean for talent acquisition professionals? Actually, even if the Supreme Court had ruled against the ACA, or if conservatives in Congress were somehow successful in repealing it, many of the changes that constitute “healthcare reform” as we know it, would not be affected. Many of the changes to how our facilities function, and how care is provided, and paid for, were already underway before the ACA and would continue without it.


5 Things You Didn’t Know About Industrial/Organizational Psychology

Posted by  Alissa Parr, Ph.D.

psychologyIndustrial/Organizational (I/O) psychology is a broad field that covers all sorts of topics encompassing issues in the workplace. It is based on a scientist-practitioner model such that scientific research should inform practice. Additionally, application of procedures and systems should inform directions for future research. This collaboration between the academic and applied communities is the critical to ensure that we are advancing the field and meeting/anticipating needs of the business environment. 

In our blogs, we try to provide useful tips and strategies that can be used for talent management.  However, even outside of talent management, there are a lot of little known facts about I/O psychology that you may not be aware of and find interesting. Here are 5 things you didn’t know about I/O psychology:


5 Tips for Implementing Competency Models

Posted by  John Fernandez, Ph.D.

ThinkstockPhotos-177513336I wrote in my last blog about the importance of using competency models in talent management. The next part is actually implementing a competency model. This step can be a daunting endeavor, but if done well, brings tremendous benefits to an organization. As the backbone to a number of talent management programs such as selection and performance management systems, competency models can help gain organization-wide alignment on what defines success for individuals, teams, departments, and the company as a whole.

Effective competency models not only require a lot of work to execute, but also input and buy-in from several key stakeholder groups. While there is no single strategy or approach to developing a competency model than can guarantee its success, there are some general tips or guidelines that if followed, maximize the chances that a competency model implementation will go well. These tips are summarized and discussed in detail below:

Download our whitepaper and learn easy tips to implementing competency models in your organization.


3 Advantages to Using Competency Models in Talent Management

Posted by  John Fernandez, Ph.D.

ThinkstockPhotos-466972055More than ever before, HR Leaders understand the value of being strategic when implementing talent management programs within their organizations. They are looking at talent management more holistically and considering how various talent management functions – such as Recruiting & Staffing, Assessment & Selection, Performance Management, and Succession Planning – can be connected and more effectively managed as one end-to-end process.

With any attempt at implementing a strong end-to-end Talent Management program, HR Leaders should consider starting with a competency model. This is because a competency model can serve as the key connecting point between the different talent management functions by defining the standards for success within each of them. Summarized below are three specific advantages that effective competency models provide to talent management programs, particularly when they are developed before the programs are implemented:


How to Be a Great Hiring Manager

Posted by  Greg Kedenburg

hiring-managerAs one of the most integral pieces of any organization, the hiring manager can really make or break a company. The type of new hires they bring through the door has a massive impact on the success an organization can have. If they’re skilled, hard working employees, the organization will thrive, but if they’re lacking in motivation, experience, or ability, the organization will suffer. The hiring manager helps determine what recruiters look for, what the hiring criteria are, and ultimately whether or not a candidate will turn into an employee. Because of the important role the hiring manager plays, it is important to understand what separates the average hiring manager from the great hiring managers.


3 Common Errors Hiring Managers Make When Using Employee Assessments

Posted by  John Fernandez, Ph.D.

errorAs an assessment consultant, I could go on and on about the value of using rigorous assessment tools for selecting better talent into an organization, as well as for developing employees as part of a talent management strategy. There are plenty of data to suggest that well designed assessment tools deliver a competitive edge and provide companies a very significant return on investment.

However, what often gets overlooked when implementing assessment tools is making hiring managers aware of some of the common situations in which they can be used improperly. Below are 3 common errors made when using assessment tools that highlight such situations, followed by a discussion with some specific examples.


Four Competencies to Focus on When Hiring or Promoting Leaders

Posted by  Lindsey Burke

PromotionPicture this: You need to fill a management position for your company’s Marketing department ASAP. You don’t have the time to source for external candidates, and luckily, you think you have the perfect internal candidate. This person knows the Marketing jobs he will be overseeing well. In fact, he is one of your company’s top performing employees within the Marketing department. How convenient! You extend an offer, he accepts, and life is good.

Sure enough, not even six months have gone by and you are receiving multiple complaints from the new Marketing Manager’s direct reports about the new Marketing Manager’s “leadership style”. Employees aren’t happy, work isn’t getting done, and some employees are even threatening to leave the company.


Succession Planning: Pushing Your Future Stars to the Top

Posted by  Drew Brock, Ph.D.

For the past three weeks, I've suggested approaches for managing the more wayward talent in your Nine-Box Performance-Potential Matrix.


3 Ways to Attract Top Talent

Posted by  Connie Gentry

job seekers

Usually, you’ll find us talking about how organizations can use employee assessment to identify the right candidates. Today, though, I thought it’d be interesting to address how organizations can make themselves more attractive to the candidates. Some companies make the mistake of thinking that, thanks to a sluggish economy, applicants won’t be picky in their job search, they’ll just be glad to get a job. There may be some truth to that, but don’t you want the best talent that’s out there? Before you can assess and identify the candidate(s) who will be successful in your organization, those candidates have to want to work for you – and apply for the job in the first place.


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