Managing Editor, HR Magazine
Organizational complexity is strangling innovation, productivity and engagement at an increasing rate. As companies have grown, they have added more structures, reporting relationships, communication channels, processes and rules. The ever-increasing reach of these organizational tentacles has resulted in many groups becoming lost in the complicated bureaucracy.
Want to make the kind of impression that draws people's attention and gets your talents recognized? In Convinced!: How to Prove Your Competence and Win People Over (Berrett-Koehler, 2018), Stanford faculty member Jack Nasher applies his expertise in psychology and negotiation (and also his experience as a mentalist at Hollywood's famous Magic Castle!) to show how anyone can master the techniques of "impression management."
Retiring SHRM CEO Henry G. Jackson looks back on his legacy and forward to the future of HR.
Henry G. “Hank” Jackson, president and CEO of the Society for Human Resource Management (SHRM), will soon retire after serving since 2010 as the Society’s sixth CEO. During his tenure, the world’s largest HR association grew to a record 289,000 members, launched SHRM competency-based certification exams and created the SHRM Competency Model, which supports practitioners in their professional development and helps organizations identify strong HR leaders.
Molly Fletcher knows a thing or two about being a game changer. She spent two decades as one of the world's few female sports agents, working with hundreds of athletes, coaches and media personalities, before founding her own company in 2010.
The goal of company-provided training is to improve performance and, ultimately, business results. But in order to achieve this, employee training must change behavior.
Business leaders need to embrace sustainability—and embed it into their organization's core mission—in order to ensure lasting success, according to the authors of The Sustainability Edge: How to Drive Top-Line Growth with Triple-Bottom-Line Thinking (Rotman-UTP Publishing, 2017).
From Sept. 11 to Hurricane Katrina to the SARS epidemic, all of these crises had an impact on businesses—and their employees. Author Bill Tibbo knows this firsthand because he has advised companies on four continents on how to repair and rebuild after a devastating event.
HR expert Steven A. Danley was glancing at a medical book one day when inspiration struck. Why not write a book about the maladies that affect organizational health?
What’s the difference between great companies and merely good companies, between people with stellar careers and those who struggle to meet minimum expectations, and between effective teams and lackluster teams? The answer, according to HR expert Paul Falcone, is the leadership edge. Building great teams and guiding them to success requires attentive and dynamic leaders.
Sports psychologist Stan Beecham has learned a few things from working with elite leaders and athletes. One is that top performers train themselves to control their thoughts—and eventually their habits. Beecham, a founding member of the Leadership Resource Center in Atlanta, has worked with collegiate, Olympic and professional athletes.
Implementing human capital strategy in any enterprise requires proficiency in business acumen.
Whether you're just starting out, midway through your career or approaching retirement, maintaining vitality at every stage of your work life requires commitment and clarity.
Leadership is not just about ideas and vision. It's about getting things done. That's the message of The Agenda Mover: When Your Good Idea Is Not Enough (Cornell University Press, 2016) by Samuel B. Bacharach.
