Every day there are a number of key performance indicators (KPI’s) you should be tracking to make regular course corrections on the direction of your business. Which of these have you reviewed...Lately? More »

"Organization structure" can be defined as the formal interrelating of individuals and groupings in allocation of tasks, responsibilities and authority to achieve the goals of the organization. We are examining HOW we bring people together to achieve the organization goals. What are the main options available to us today? More »

Eight Steps to effect change in any organization PLUS Mangement vs. Leadership comparison. More »

A challenge and opportunity facing managers is how to properly conduct employee feedback and coaching sessions. The quality of feedback and coaching has a direct impact on an employee’s job performance, satisfaction, and organizational commitment. Both managers and employees need to be properly trained for coaching and feedback to be effective. Manager training focuses on transitioning from evaluator to coach and learning how to properly communicate expectations and deliver actionable feedback. Employee training focuses on how to ask for feedback and react non-defensively when it is delivered. Some key elements of effective coaching are detailed below. More »

Business & leadership coaching has now been validated by individuals who have experienced and witnessed program results firsthand.  The following hard data quantifying value - or the return an organization has had on their coaching investment - has been published and made available through an organization known as "Right Management Consultants".  Download PDF »

While TSS does not specifically endorse any of the companies or products mentioned by the contributors of this white paper "Special Advertising Supplement to Workforce Management", we do acknolwedge the value of the information each has privided.  Download PDF »

I too have presented on HR to thousands of CEO’s over the last 12 years. I’ve also run a forum for strategic HR execs for many years. Here’s what I’ve heard from CEOs nationwide which mirrors Hammonds’ article: More »

No matter the size of your company, having a team of motivated, hard-working employees is crucial to your business success. When people lose their motivation, however, their job performance suffers -- they become less productive, less creative, less of an asset to the company. More »

Professional development is essential for every individual, whether employed or not. It is vital for every business and professional organization to increase the knowledge and skills of their employees. More »

Competency-based interview questions vary widely between sectors and depending on the level of responsibility to which you are applying. The type of competencies against which you will be assessed also depends on the actual post and the company who is interviewing you. For example, some companies view leadership as a competency on its own whilst others prefer to split leadership between a wide range of components (creativity, flexibility, strategic thinking, vision, etc). More »

In most conflicts, neither party is right or wrong; instead, different perceptions collide to create disagreement. Conflict is natural and it’s up to you to respond to conflict situations quickly and professionally. Conflict can be very positive; if you deal with it openly, you can strengthen your work unit by correcting problems. Conflicting views give you a chance to learn more about yourself, explore views of others, and develop productive relationships. Clear and open communication is the cornerstone of successful conflict resolution. More »

In today’s fast-paced business environment and highly competitive labor market, organizations have high expectations of their leaders. The ideal leader is flexible, proactive, possesses strategic thinking and analytical skills, is culturally competent and adept at competitive positioning. To attain this level of leadership, the organization must be committed to leadership development. This commitment begins with the establishment of a strong partnership with the Board, CEO and senior management in the leadership development process. Effective leadership development encompasses four key areas.

Read The entire Case Study here:  Download PDF »

The management of a company’s pool of talent is now too important to be left to the human resources (HR) department alone and has become the responsibility of the top executive in many organizations. More »

The debate goes on and on about whether HR is a cost-center, a support function, a business partner, a strategic partner, a profit-center, or all of the above? Does improving HR’s efficiency relate directly to lower costs and improved business performance? More »

This customized program, originally designed for FLUOR, is about building Rapport and Alignment with all customers; internal and external. By “focusing” on the individual and not on “service” bench marks, time constraints, and conventional industry standards we will have the ability to affect a positive outcome with each opportunity. More »

In today’s fast-paced business environment and highly competitive labor market, organizations have high expectations of their leaders. The ideal leader is flexible, proactive, possesses strategic thinking and analytical skills, is culturally competent and adept at competitive positioning.

To read the complete article  Download PDF »

It’s amazing.... how much we depend on email these days.  How many times a day are we at our computers or Blackberry’s answering someone’s request for something? More »

When the economy slows, many businesses react by retrenching and cutting costs in order to weather the downturn. While such cost reduction is important, companies often overlook equally critical strategic decisions – opportunities to use valuable business information to strengthen product and service offerings and emerge ahead of the competition.

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Our newest Alliance Partner, Don’t Hit Send, based in Dallas Texas launched its premier workshop on Saturday, January 30, 2010 at the Grapevine Convention Center with our own, Anthony Baldwin, as the presenter. The workshop was attended by over 40 participants who unanimously agreed this revolutionary program was long overdue and far exceeded any expectations. More »

- 247 billion emails are sent each day.  That’s one email every 0.00000035 seconds.

- In the time it takes you to read this sentence, some 20 million emails entered cyberspace.

- Every second, the world’s email users produce messages equivalent in size to over 16,000 copies of the Complete Works of Shakespeare (assuming a 30KB average email size).

- $13.4 billion: the estimated number of direct marketing dollars spent on email in the US in 2009. More »

Over 230 companies from around the world responded to PreVisor and ADP’s Global Assessment Trends Survey in late 2009 to provide their perspectives on current and anticipated talent measurement practices and trends. Key findings from the report are listed below.

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U.S. employers anticipate a moderate increase in their hiring plans for Quarter 1 2010, according to the seasonally adjusted results of the latest Manpower Employment Outlook Survey, conducted quarterly by Manpower Inc. More »

Effective leaders continually seek business improvements and ways to maximize the potential of those they lead. They see the untapped potential in their employees and deploy strategies to bring out the best in every person or team.

Survival in today’s complex business environment demands effective and decisive action. Using clear, accurate and accessible information, companies can develop a stronger competitive position by effectively adjusting their strategies and processes to respond to changing market conditions.

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Even Americans who are lucky enough to have work in this economy are becoming more unhappy with their jobs, according to a new survey that found only 45 percent of Americans are satisfied with their work. Read the full story on Yahoo

It is unlikely that any HR practitioner is unaware of the critical need for the HR function to actively support the organization’s business plan. This HR strategy represents the key to achieving not only bottom line business success, but also that longed-for recognition of the contribution of the HR function to the success of the enterprise. More »

The study documents several major findings about how executives around the world are planning and managing their workforces in today’s extremely challenging economic environment:

To read the complete article  Download PDF »

The study documents several major findings about how executives around the world are planning and managing their workforces in today’s extremely challenging economic environment:

To read the complete article  Download PDF »

The study documents several major findings about how executives around the world are planning and managing their workforces in today’s extremely challenging economic environment:

To read the complete article  Download PDF »

This report presents the major findings of a March 2009 Deloitte survey about ways top executives and talent managers in industries worldwide are adjusting their workforces to navigate a course through the rough waters of today’s turbulent economy. The study, the second in a three-part longitudinal survey, also examines how strategic priorities and talent tactics have changed since our January 2009 survey...

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Many business executives around the world cautiously believe the worst of the economic crisis has passed, based on a recent Deloitte survey. With a more optimistic outlook on their horizon, they now have new concerns that a “resume tsunami” may be building, ready to hit once the economy turns and their employees begin to consider new opportunities. Are companies devising and implementing effective retention strategies to hold onto the key talent they will need to prosper when the eventual recovery comes?

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Given the examples of the changes in human resource (HR) management discussed in Thou Shalt Manage Human Capital Better, and the mushrooming number of point solution providers, many enterprises have realized the significant shortcomings of traditional HR (in terms of technology, beliefs, processes, and practices) that require a strategic-level mind-set change. This is particularly relevant during times of economic sluggishness and low investment capacity (which typically translates into layoffs or hire freezes, cost containment, and stalled innovation), when most enterprises and their employees are left wondering if they can (or should) rely on each other for their future.

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A “resume tsunami” may threaten unprepared companies as key employees who held on to their jobs in tough times seek out better opportunities when economic fears recede. In anticipation, many executives and talent managers have been shifting their priorities toward keeping their teams intact. But the priorities of employers do not always match the needs of employees, which could leave companies blindsided when the talent market heats up again.

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In the early 1990s, when The Limited, a large American retail organization, suffered a serious setback in its earnings and stock price, CEO Les Wexner decided to seek advice from several people he respected. He visited Steven Spielberg on the set of Jurassic Park, to see how the director got his creative people to work together so well. He also visited GE’s Jack Welch, and Wayne Callaway, then the CEO of PepsiCo, to determine how they ran their businesses.

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There’s intense global competition for quality talent in today’s knowledge-based economy. Not only is talent in high demand now, the need is certain to grow as the baby-boom generation begins to retire in the very near future. It’s not enough to attract and recruit top talent, although it’s an obvious first step. An organization must make sure that its talent is fully engaged, and must ensure that its talent isn’t lost to competitors. HR managers want to know, how best to accomplish the engage-and-retain mission? Specifically they want to know what works – what will produce real-world results? This paper will review some of the latest research on early engagement and discuss how to achieve positive retention in the talent sourcing challenge.

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The ratio of tangible to intangible assets in US corporations has changed significantly over the past 20 years. Tangible assets are physical assets, and include land, facilities, equipment, and inventory. Intangible assets, on the other hand, are driven by a company’s talent, and include such things as intellectual property, business methods, goodwill, brand recognition, customer loyalty, and culture. In 1982, intangible assets comprised 38% of a company’s market value. By 2002, that number had soared to 85%...

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Retention and engagement are two sides of the same coin, but just as retention confers a different focus than “turnover”, engagement differs from mere satisfaction. What are the differences between employee engagement surveys and satisfaction surveys? After a work group has been assessed for its levels of engagement, how can managers improve those levels of commitment? What creates and sustains an engaged workforce?

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"It is becoming increasingly important for organizations to incorporate a detailed and comprehensive assessment strategy into the staffing process.” ~ Taleo’s Senior Industrial Psychologist, Nathan Mondragon, Ph.D.

Introduction of the World Wide Web as a sourcing tool has enabled corporations to reach a tremendous database of applicants efficiently and with relatively low cost as compared to more traditional sourcing methods. In some cases, corporate web pages and online applications flood companies with applicants, both qualified and unqualified. The range and volume of applicants pose a tremendous workload for staffing personnel and introduce higher probabilities of either hiring the wrong person for the job or simply missing the best candidate.

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The CEO’s role in talent management: how top executives in ten countries are nurturing the leaders of tomorrow is an Economist Intelligence Unit white paper, in co-operation with Development Dimensions International. DDI is a global human resources consulting firm specialising in helping multinational
organisations identify and develop exceptional leadership talent.

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