Hiring for retention and performance

This study evaluated the usefulness of several pre-hire variables to predict voluntary turnover and job performance. Analyses showed that applicants who knew current employees, had longer tenure with previous employers, were conscientious and emotionally stable, were motivated to obtain the job, and were confident in themselves and their decision making were less likely to quit, and had higher performance within six months after hire. Results also indicated that pre-hire attitudes (employment motivation and personal confidence) did not predict turnover and performance beyond biodata (pre-hire embeddedness in the organization and habitual commitment) and the personality traits (conscientiousness and emotional stability). For all predictors but personality, the strength of the relationships weakened over time up to two years after hire. Nonetheless, organizations can avoid voluntary turnover and increase performance by basing hiring decisions on the set of predictors analyzed in this study

New Study Identifies Eight Business Skills Senior HR Leaders Need to Succeed

The Society for Human Resource Management (SHRM) released new research that ranks business knowledge as the most important business skill senior HR leaders need to succeed. SHRM also found that global intelligence and technological savvy are two emerging competencies senior HR leaders will need to master within the next five years.

“Successful senior HR leaders consistently show executives in the C-suite that they understand the broad operations and processes driving business,” said SHRM President and CEO Laurence G. O’Neil. “Equally important is the ability to explain the role of human capital issues and solutions in the context of broader business operations linking finance, operations, and marketing.”

The latest SHRM report, “Leading Now, Leading the Future: What Senior HR Leaders Need to Know,” identifies the following eight leadership skills essential for HR business leaders:

• Knowledge of business, HR and organizational operations;

• Strategic thinking and critical/analytical thinking;

• Leading change;

• Effective communication;

• Credibility;

• Results orientation/drive for performance;

• Ethical behavior; and

• Persuasiveness/influencing others.

For senior HR professionals employed in global organizations, SHRM found that they need to possess both a global mindset and the ability to be flexible in order to adapt to changing global business needs.

Ethical behavior also was an important leadership quality for the human resource profession, which HR leaders can demonstrate through their actions, decisions, and leadership within their organizations. This mirrors findings from a previous SHRM survey on ethics where 76 percent of HR professionals reported that they felt well prepared to very well prepared to handle situations with the potential to result in violations to the organization’s ethics policies or even a violation in the law.

The 'Trophy Kids' Go to Work

With Wall Street in turmoil and a financial system in crisis mode, companies are facing another major challenge: figuring out how to manage a new crop of young people in the work force -- the millennial generation. Born between 1980 and 2001, the millennials were coddled by their parents and nurtured with a strong sense of entitlement. In this adaptation from "The Trophy Kids Grow Up: How the Millennial Generation Is Shaking Up the Workplace," Ron Alsop, a contributor to The Wall Street Journal, describes the workplace attitudes of the millennials and employers' efforts to manage these demanding rookies.

Λιγότερες αλλά ικανότερες οι γυναίκες στις επιχειρήσεις

" Ο κόσμος των επιχειρήσεων παραμένει ανδροκρατούμενος και σε αυτό συμβάλλουν οι προσωπικές επιλογές και οικογενειακές - κοινωνικές καταβολές των γυναικών, συμπεραίνει η έρευνα. Την «υπεροχή» τους έναντι των ανδρών, όσον αφορά στις ικανότητες, την αποδίδει στο ότι χρειάστηκε να προσπαθήσουν διπλά, και έχουν καταφέρει να περάσουν την «στενωπό» των πολλαπλών ρόλων... "

Making the Sale: How to Pitch Your Ideas

In the best of times, it can be a fight to get your ideas implemented at work. In today's organizations—where resources are under siege and uncertainty abounds—advocating for your approach, idea or product is tougher than ever.

The time is right to take a more disciplined approach to pitching your ideas, says CCL's Harold Scharlatt, author of Selling Your Ideas to Your Organization. "If you don't have a strategy for selling your idea, you put yourself, your group and potentially your organization at risk," says Scharlatt.

"If you have a project that you believe will improve the organization, you've got to find the best approach for getting it implemented. You can't afford a false start," says Scharlatt.

To be successful in getting other people to consider and adopt your ideas, you need to consider two important things: the environment and your tactics.

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Effort and Attitude: Becoming Resilient in Times of Adversity

Economic adversity continues to plague businesses and institutions, communities and families. News articles, talk shows and daily conversations focus on grim numbers and tough choices. In times like these, resiliency becomes more important than ever.

Resilient people demonstrate flexibility, durability, an attitude of optimism and a mindset that is open to learning. A lack of resilience is signaled by burnout, fatigue, malaise, depression, defensiveness and cynicism.

But the ability to bounce back from adversity—and to navigate today's hard times—is not innate. It has a lot to do with how you think about the challenges you face, and it is a set of skills that can be developed, according to Mary Lynn Pulley and Michael Wakefield, authors of Building Resiliency: How to Thrive in Times of Change.

Learning to be more resilient requires you to modify both thoughts and actions. Some steps you can take:

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Η Ελλάδα, πρωταγωνίστρια στο «ασθενώ μεν, αλλά εργάζομαι»

Εμείς οι εργαζόμενοι αυτής της χώρας. σε σύγκριση με τους εργαζομένους σε 31 άλλες χώρες της Ευρώπης παρουσιάζουμε το εξής παράδοξο: ενώ πιστεύουμε -και το δηλώνουμε σε υψηλά ποσοστά- ότι η εργασία έχει αρνητικές επιπτώσεις στην υγεία μας, ωστόσο ο μέσος όρος αδειών λόγω ασθένειας ανά εργαζόμενο είναι από τους χαμηλότερους - συγκεκριμένα η Ελλάδα κατέχει την 30ή κατιούσα θέση. Εφαρμόζουμε δηλαδή -εκ πεποιθήσεως άραγε;- το «ασθενώ μεν, αλλά εργάζομαι…». Κατά τα άλλα, τα θεσμοθετημένα δικαιώματα των εργαζομένων -«του πλέον πολύτιμου κεφαλαίου μας» σε κάθε δημόσια εργοδοτική δήλωση- καλά κρατούν… Σημειώνεται ότι τη μεγαλύτερη ψυχολογική πίεση κατά την εργασία τους την αναφέρουν οι εργαζόμενοι στο Δημόσιο και στον τομέα της Υγείας.

Ο θυμός κάνει καλό στην καριέρα!

Εμείς (ή όσοι τέλος πάντων ασχολούνται με τα συναισθήματα και την συναισθηματική νομηοσύνη) το γνωρίζαμε.... άλλη μια έρευνα λοιπόν που το υποστηρίζει από την εφημερίδα Τα Νέα.