Articles
High-performing people look for organizations with environments where they can be their authentic selves. They seek cultures that adapt to the way they want to work.
If they don’t find what they’re looking for, they are happy to look elsewhere.
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Whether you are on the giving or receiving side, not many people look forward to annual review time. The sense of foreboding is understandable given that the conversation revolves around accountability.
So with teams, managers and individual contributors setting expectations and goals for the year ahead, I'm going to explain
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HR professionals (like myself) have long been fighting what feels like an uphill battle: gaining employee loyalty and engagement.
People want their work to offer the same opportunities for growth and meaning they’ve come to expect in their personal lives.
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Digital marketing has probably brought advanced contact management, personalization, marketing automation, retargeting and many other technological enablers into your organization, all in an effort to improve ROI and increase sales revenues. The needs and goals of sales and marketing dictate the use of these tools.
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The competition for talent is getting stronger by the day.
Organizations are turning to remote work policies as a way to broaden their workforces. By expanding recruiting efforts beyond corporate headquarters, organizations increase the opportunities to capture the most skilled and talented employees — without demanding relocation.
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What do communications and human resources professionals mean when they talk about “employee engagement”? And what role can IT professionals have in this conversation?
All three share a common goal.
Engaged employees understand and identify with the mission of their organizations.
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Companies that have chosen to ditch the annual performance reviews in favor of more regular feedback now face a quandary: how does this new system impact compensation and promotion decisions?
It may be tempting to directly link the information collected to compensation and promotion, as previously done with annual performance
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The pending sale of Monster.com — on the heels of a study earlier this year that suggests most jobs are filled through networking — raises serious questions about the viability of online recruiting.
Job sites aren't the oasis for the unemployed and unhappily employed they once were, experts concede.
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What does it take to become an attractive tech company today? Ping-pong tables, beer taps and nap pods, right?
Not so much, according to Suzy Welch, business journalist and TV commentator.
People give those perks “outsized importance when trying to figure out what makes one company stand apart from another," she wrote
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I was running late for a meeting during a recent trip to India and considered all of the transportation options available: Ola, Uber, Riksha, merutTaxi and more.
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SAN FRANCISCO — Kristen Koh Goldstein created a startup to address what she describes as a "huge labor pool of highly educated and credentialed moms" who need flexibility in their life.
The former Wall Street trader and mother of three is the founder of HireAthena, an on-demand labor marketplace that aims to
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Human Resources used to mean processing payroll, sending birthday gifts, arranging company outings and making sure forms were filled in.
But human resources' role has evolved from administrative to strategic.
Human resources now employs people, trains them, compensates them, develops performance management policies and develops retention strategies.
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Data science promises us professionals who understand how to make data useful. But do we know what it takes to be a data scientist and if so, do we know how to teach those skills to others?
As a concept, data science isn’t new, but our interest in it has
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Glassdoor launched a revamped job experience on its site today, with the goal of greater transparency for those looking to replace their soul-crushing jobs with more fulfilling offers.
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