I had the distinct pleasure of seeing my friend Steve Browne speak this morning at SHRM. His session was intended to fire up the audience, and I’d say it was a smashing success. One of his comments was powerful, and I thought it deserved to be repeated here because I talk about certification quite a bit.
Ben Eubanks is the Principal Analyst at Lighthouse Research, a firm dedicated to uncovering the trends and technologies that drive HR, learning, and talent. His research focuses on human capital innovation, strategy, and technology. In addition, Ben writes a blog for in-the-trenches HR leaders at upstartHR.com, a resource that has touched more than 650,000 lives since 2009. You can connect with him on Twitter or LinkedIn.
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This week, I’m at the SHRM Conference in Las Vegas with 15,000 of my HR brethren, and there is definite excitement in the air. Marcus Buckingham started off Monday’s general session by talking about strengths, leadership, and performance. One of the specific areas he focused on was the importance of a good team leader for the performance of the organization.
This post continues our overarching discussion of the importance of restaurant careers and the opportunities available within the industry. Today the focus will be on the mobility of those employed within the field. Here are a couple key statistics from the infographic below:
9 in 10 restaurant workers 35 or older have moved to higher-paying jobs in the industry after their first job.
Even newbies enjoy the restaurant industry’s upward mobility: 71% of employees 18-24 land a more lucrative gig in the business after their first job.
One of the recurring conversations I had during the first day of the HR Technology Conference revolved around using these tools to solve business problems. The issue with that, says Michael Rochelle, Chief Strategy Officer at Brandon Hall Group, is that “HR is a buffet of broken processes.” Applying technology to a misaligned strategy, poor tool selection, or inefficient process isn’t going to magically solve anyone’s problems—in fact, it’s just as likely to exacerbate the problem instead.
The other day I was reading some data (be still my heart!) and ran across something that didn’t initially surprise me. However, the more I think about it the more I am puzzled that this is still an ongoing issue. I reported on some other data a while back that ties in pretty closely with this topic.
Sometimes you have to stop and wonder where common sense has gone. Companies are expecting more from their HR team than ever before, but according to data gathered by XpertHR, companies are increasing the number of employees relative to the number of HR professionals.
Analytics in the business world serve many purposes, and a survey by the American Management Association uncovered the top five reasons business leaders say analytical skills are necessary today.
Which of the following create the greatest need for analytical skills in your organization?
Entry level HR is a topic that is near and dear to my heart.
This past March, I sat down at the University of Alabama in Huntsville and spoke with students about what they need to know as they prepare to leave school and enter the real world.
Intuition, awareness, or whatever you want to call it–it’s a critical skill if you want to be a successful HR pro. I’m a fan of examples to prove my point, so let’s dive in!
Seeing the needs of new employees
Recently I was helping to onboard a new group of employees. We had won a new contract and needed to pull the new folks into the fold ASAP with no downtime or issues.
Before I jump in, I realize that there is some cost associated with everything. My love of economics doesn’t allow me to get away with the idea of a “free lunch” without mentioning that; however, I’m talking about increasing the perceived value without increasing the direct cost of the various options offered. Hang with me, there’s good stuff to share.
I like data. I like reviewing it, pulling out trends, and sharing insights. I also like when I get the opportunity to ask others what they like and get some anonymous feedback, because I believe that anonymity helps to improve the quality and quantity of responses.
Last week I sat down at the University of Alabama in Huntsville and spoke with some of the students about what they need to know as they prepare to leave school and enter the real world.
Split testing is a marketing tool that companies use to evaluate the impact of their marketing messages. They will take a key message and test variations of it against two (or more) groups, then compare the results to see what worked best. It helps over time to define the best and most effective communication method for the target audience. So why don’t we do this internally?
Today we’re going to look at leadership, how it can fail, and how it can succeed. When we look at the leaders at the top of the organizational chart, we usually don’t think of them as the worst leadership examples in the organization. However, recent data has shown that to be the case.
Great teams can propel organizations to new levels of success. Today we’re looking at how to improve team performance with an approach that has proven results across a spectrum of cultural, geographic, and generational challenges. A few years ago The Orange Revolution was written by Adrian Gostick and Chester Elton. The book focuses on great teams and where they come from.
- Accountability for results 67.0%
- Competitive environment 61.6%
- Complexity of business environment 52.6%