Methodologies
Is Your Performance System Holding Talent Back?
Is Your Performance System Holding Talent Back? - Today's strategic performance systems are agile, accelerated and adaptable. If companies want talent to be focused on their business, their performance systems can’t hold them back. Today's talent works differently than the traditional way performance has been managed.
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Why You Should Join HR Professional Groups?
Posted October 14th, 2009 by Aquire Blog
Family life, 60-hour work weeks (if you’re lucky), soccer practices, helping with homework, diaper duty, PTA – in our hectic lives, who has time to join a professional organization, much less volunteer to help run a professional organization?
My response is, “Perhaps you simply start with baby steps.” Joining an HR professional organization is incredibly easy. Many of these organizations offer membership at no charge, resulting in incredible value. Target a group or two that are pertinent to your field, in my case HR groups such as IHRIM, SHRM, or OAUG. Initially, attend a few meetings as a guest, meet the members.
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- by Aquire Blog
Roundtable Debate: Globalization
Posted October 14th, 2009 by SSON
The 11th Annual Shared Services & Outsourcing week in Singapore provided an opportunity to discuss the globalization of services in today’s markets. Hugo Walkinshaw, of Deloitte’s Asia office, led the discussion.
Motivation for social networking at work
The introduction of a social networking site inside of a large enterprise enables a new method of communication between colleagues, encouraging both personal and professional sharing inside the protected walls of a company intranet.
A Pig In Lipstick? Let’s Focus On The Right Things
Have you heard the quote “You can put lipstick on a pig, but it’s still a pig.” That was said by Barack Obama during his Presidential campaign. I thought of that today when I read a story on MSNBC.
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From E-Learning to We-Learning
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The corporate training industry is undergoing some major changes. Over last few months we have been involved in many discussions with organizations about the tremendous needs to build, manage, and formalize their social and collaborative learning programs. This is being driven by many factors: the slowing economy, the "always-connected" nature of the workforce, and the explosion of social software tools and platforms now available |
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Making The Rubber Hit The Road- “Re-Branding” HR
If I were asked to describe my “ideal” HR department, it would be one in which every HR pro would:
- Know the business- Speak the language of the particular industry they support.
- Understand the financials- This is key to being able to strategically advise leadership on people issues.
- Get honest- They wouldn’t sugarcoat what is going on. The only way to really make things better is to examine the issue at hand.
- Encourage innovation- Include HR at all levels in brainstorming to truly challenge the traditional ways of doing things. Some processes will remain the same. Others will be taken to new and better levels.
- Be recognized publically (internally AND externally) – Other work teams publicize their “wins”. So should HR.
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POSTER: HR process overview
By Michael Custers. This A4 poster provides a good overview of the HR processes which are typical in any company.
Transforming HR: getting the timing right
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By Steve Foster. Organisations can sometimes feel that they have not achieved the planned benefits from their investment in technology.
Gap To Employees: Work Wherever, Whenever You Want
Posted by: Michelle Conlin on September 17 on BusinessWeek
Three years ago, I wrote a cover story about Best Buy’s radical experiment to reshape the workforce.
The story told the tale of two HR subversives who started a stealth movement among Best Buy’s headquarters employees to work wherever and whenever they wanted. Our cover story on this smashing the clock phenom said it all: “No schedules. No meetings. No joke.”
The idea was that work should be measured in output, not hours. Performance should be based on results, not face time.
Those two HR renegades are named Cali Ressler and Jodi Thompson. After their guerilla movement at Best Buy went mainstream, the company saw its productivity, retention and morale all soar dramatically.
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