The role of corporate functions, traditionally, has been to conduct the various service-oriented specialized tasks necessary to run the business. Corporate functions are of strategic significance in achieving organizational objectives yet their role at most enterprises is kind of contractual at best. These units assist in routine operations, facilitate other business units, and manage conflicts and relevant pressing matters. For instance, the Human Resources (HR) function is typically respons
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Mediocre people occupying senior leadership positions is one of the chief reasons for the fiasco and humiliation that organizations like Enron and WorldCom faced. The practice of recruiting average people at the top is omnipresent and often goes unnoticed until the results begin to surface, which is typically too late for any intervention.
Smart people decisions matter a lot in achieving profitability. Research indicates that a return on average human asset of 5% is typical in many industries.
Inadequately structured jobs create disputes, negative perceptions, inequality, and frustration among employees. On the other hand, well-articulated jobs, appropriate distribution of work, justified authority levels, and correct estimation of value of individual jobs elevate employee engagement levels, productivity, and job satisfaction. Organized job levels are a sign of effective Human Resources Management function.
The lack of a structured job design—and ill-defined jobs—renders the organiza
Status quo talent strategies no longer work for high performing organizations. Old models no longer work. It does not anymore meet the
needs of the global workforce.
HR Strategies are out of step with the way work is conducted. Jobs that are structured around a 9 am to 5 pm Monday through Friday workweek is considered inconvenient and counterproductive. Training focuses narrowly on skill building not on aligning talent capabilities with strategic objectives. Career development does not reflect th
HR analytics is now a days a well-known solution popular among proactive organizations worldwide. HR Analytics makes it possible for organizations to measure and interpretate employee’s data for the betterment of employee performance, team relation, training and development thereby making the organization profitable. Though HR department is quite available in most of the organization to look after the employee engagement within organization and evaluate performance of the team/ team members amon
Over the past 30+ years, businesses have spent billions on talent assessments. Many of these are now being used to understand job candidates. Increasingly, businesses are asking how (or if) a predictive talent acquisition strategy can include the use of pre-hire assessments? As costs of failed new hires continue to rise, recruiters and hiring managers are looking for any kind of pre-hire information to increase the probability of making a great hire.
For All of the Marketing Hype, all Predictive
By: Greta Roberts, CEO
Imagine that Chris wants to buy a house and needs a mortgage. He applies online and is sent an email by an intern asking to schedule time to discuss his interest. The intern conducts the initial screening conversation, they schedule him for an in person interview during which time he is interviewed by quite a few folks who ask many questions.
Chris is curious because nobody asks about his current job or how he expects to pay the mortgage. Nobody asks
I've blogged before about how firms should find a way to let employees be themselves at work. Although, as one kind reader pointed out, that doesn't further the inclusion agenda if being yourself means working in a way that excludes others! Fair point. I buy into this vision. After all, it's one I created, spearheaded and have very publicly sponsored both within my firm and externally. But recently I got to thinking. If I care about inclusion (and I do) and I am passionate about disruption (whic
Everyone’s talking about future workplace. We all know where it’s heading – people-power, social networking, crowdsourcing, limitless connectivity and a workforce that is contingent (self-employed in some form) and virtualized (anytime, anywhere). But what about the HR team - its leadership? In a people-power world, what does it look like?
HR won’t exist in its current guise for very long
Look at HR. Still knee-deep in paper. Still knee-deep in ops. The promised digitization of the back office is
