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By allowing members to post "Know How", "Hot Topics", etc and receive comments and feedback, DiscussHR allows open collaboration on every HR Transformation related subject between members of the community.
So which political party is better for the HRMS Software Industry?
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Before I start this article, it’s important to note that I consider myself to be an independent who leans right. That being said, I will try my best to present the most unbiased HRMS software article possible. At this point, I think we have all had plenty of political spin so I don’t need to add any more.
(1 vote)
Got Strategy?
Got Strategy? - Here’s what you’ve been waiting for—a quick roundup of all things talent strategy this week at your fingertips. Let me know what you think of the new format at christine.abbatiello@hci.org
Connect with Corporate Alumni! On March 9, we have a webcast with Stephanie Oesch, AVP with Swiss Re Insurance. She'll explain how Swiss Re built their business case to gain internal buy-in and successfully launched their alum network through referrals, communication, and events. This webcast will have insight, tips and reasoning to get approval for your initiative.
Why Does Supply Chain Matter to Me? Working within the parameters of the traditional manufacturing supply chain rules, innovative companies can learn to leverage their talent to gain significant competitive advantage. On March 16, join HCI for a webcast and discussion that can reshape the way you think about talent. This discussion will be lead by Dr John Sullivan, renowned the world over as a provocateur and strategist in the field of human resources and talent management.
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Challenges in Global Talent Management
Challenges in Global Talent Management - The other day I went to my second North Ryde HR Network (NRHRN) breakfast seminar, which was on Talent Management. In 2008 at the very first NRHRN event, Ronan Carolan, HR Director with Sanofi Aventis spoke about their Talent Management strategy that they had adopted in order to address performance, engagement and succession planning
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Cost Effective Web Application Load Testing
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How LBi Software successfully load tested its applications using open source tools
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How to Help Others Through a Difficult Transition
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How to Help Others Through a Difficult Transition by Peter Bregman
"I don't want to go to ski class!" Sophia, my four-year-old daughter, was crying. I knelt down on the snow so we could be at eye level and asked her why.
"I just don't want to go," she whimpered.
I didn't want her to skip class. She was already skiing well — turning and stopping on her own — so I knew she could do it. Plus she'd asked for lessons and we'd committed with the instructor. I wanted to teach her that she needed to follow through on her commitments. Finally, I had seen this before: she'd cried while learning to ride a bicycle, but when she finally learned, she was tremendously proud of herself.
I tried to comfort her, reason with her, convince her that, in fact, she liked class and at the end of it she would smile and tell me she had fun.
But she was still crying when we walked up to her ski teacher. She hugged me, then hugged me again. I walked away but when I heard her continue to cry, I came back and hugged her more, telling her again how the class would help her ski better, how she would have fun, how it wouldn't be so bad.
Finally, after twenty minutes of trying to comfort her without success, I tore myself away.
Later that morning I was on the chair lift with two teenagers and their mother. I asked the mother what she would do in my situation.
She didn't hesitate. "Drop 'em and run!" She laughed. "Remember?" She looked at one of her sons. "I would put you on the floor at daycare and 10 seconds later you could hear the tires screeching as I pulled away."
Now we were all laughing and I realized she was right. My mistake? I prolonged the agony.
A few weeks ago I extolled the virtues of transition time, arguing that if we only built in a little extra time before a meeting, call, or event, we could use that time to prepare.
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11 Questions to Help You Develop a New Strategy
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11 Questions to Help You Develop a New Strategy - by Kelly McGill
I approach everything new with a particular recipe, a set of questions that get my mind around the task at hand. And even though you would believe that there are common answers to these questions, this is simply not the case. When building your next strategy, I challenge you to ask your team and stakeholders these questions and close the gaps that you find between the answers.
What is the goal? Have you ever really made the rounds to your team members to get a true understanding of the goal they are trying to accomplish as a team? Have you ever asked the same question of your client group and finance team? You will likely get different and possibly conflicting answers from each of these groups of people, yet we as HR leaders are attempting to get all parties to achieve the same goal. Get everyone looking at the same target, and you will be amazed at how quickly and effectively things happen....Read More Here!
from The Talent Economy
(1 vote)
Why Good People Skills Matter in a Recession
Why Good People Skills Matter in a Recession -
I spend a great deal of my time coaching executives on how to become more effective leaders and managers. An important part of this work is to help them develop good relationships with their key staff and stakeholders. We explore different ways of influencing, motivating, and leading people and by extending their skills — I help executives to get the best out of their people.
A common response when I ask executives about their leadership or management styles is: "I just focus on tasks and results," or, "I'm a people person." It can take a while to convince them that to be really successful, executives have to master both sides of the equation. Fortunately, I am not the only one passing on this message — the best companies reinforce this by promoting and developing senior executives on the strength of both sets of skills.
However, I have noticed that the financial crisis has undermined these good practices. Command-and-control leaders are back in fashion and companies appear to be condoning it. I had my first direct confirmation of this last year, when I called a German CFO to check on how she had been progressing with her action plan following our coaching sessions. When we met in London three months earlier, she had complained of a lack of motivation and accountability in her team. We had agreed that she should focus her efforts on active listening, coaching, and more delegation to galvanise the team. "How are you getting on with your team?" I asked. "Have your new approaches worked?"
(1 vote)
What Exactly Would You Say You Do?
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This is a famous line from one of my favorite movies, Office Space. If you have not seen the movie, I highly encourage you do so. In the scene, an efficiency auditor asks a manager what he does for the company and the manager just can’t come up with a comprehendible answer.
(2 votes)
Next Generation HR research
CIPD publishes Next Generation HR research - HR must take a more sustainable view of business performance, develop greater organisational insight and become provocative leaders, the industry's professional body has advised. Publishing its Next Generation HR research, the Chartered Institute of Personnel and Development (CIPD) has called on the profession to ditch short-term high organisational performance in favour of sustainable performance and to develop a greater understanding of, and play a greater role in, the running of the business.
HR must become more insight driven, the CIPD suggested, and use its position in the business to inform leaders about future challenges, course corrections and big opportunities.
(1 vote)
