Εκδήλωση-Συνέδριο στην Προσέλκυση & Επιλογή Προσωπικού

Το Μεταπτυχιακό Πρόγραμμα Σπουδών στην Διοίκηση του Ανθρώπινου Δυναμικού του Οικονομικού Πανεπιστημίου Αθηνών(ΟΠΑ) και ο Επίκουρος Καθηγητής Οργανωσιακής Συμπεριφοράς κ. Ιωάννης Νικολάου ανέλαβαν από το European Association of Work & Organizational Psychology (EAWOP) την διοργάνωση του Επιστημονικού Συνεδρίου “EAWOP Small Group Meeting on Selection &Assessment”.

Το συνέδριο θα πραγματοποιηθεί στην Αθήνα (Park Hotel) από τις 21-23 Ιουνίου 2011 με την συμμετοχή 40 επιστημόνων από την Ευρώπη και  τις ΗΠΑ και θα αναλυθούν όλες οι πρόσφατε τάσεις και προσεγγίσεις στο χώρο της προσέλκυσης, επιλογής και αξιολόγησης του Ανθρώπινου Δυναμικού των επιχειρήσεων και οργανισμών.

Στα πλαίσια του συνεδρίου, θα πραγματοποιηθεί στο αμφιθέατρο Αντωνιάδου του ΟΠΑ ομιλία-διάλεξη με θέμα: “Evidence Based Approaches in Recruitment and Selection” με τους ακόλουθους ομιλητές: Prof. Neil Anderson (Brunel University, UK), Prof. Fiona Patterson (City University, UK), Prof. Jesus Salgado (Universidad de Santiago de Compostela, Spain) και τον ΙωάννηΝικολάου (ΟΠΑ). 

Η διάλεξη είναι ανοιχτή στο κοινό με δωρεάν συμμετοχή, και θα πραγματοποιηθεί την Πέμπτη 23 Ιουνίου (18.00 – 21.00). Διεξάγεται σε συνεργασία με τον Σύλλογο Αποφοίτων του Μεταπτυχιακού Προγράμματος Σπουδών στην Διοίκηση του Ανθρώπινου Δυναμικού “HR Alumni” και την υποστήριξη του Συνδέσμου Διοίκησης Ανθρώπινου Δυναμικού Ελλάδος (ΣΔΑΔΕ) και του Ινστιτούτου Μάνατζμεντ Ανθρώπινου Δυναμικού (ΙΜΑΔ) της Ελληνικής Εταιρείας Διοικήσεως Επιχειρήσεων (ΕΕΔΕ). Χορηγός Επικοινωνίας είναι το HR Professional.

Περισσότερες πληροφορίες στο http://eawopsgm.wordpress.com/

Employee Moods Impact Performance

Γνωστό θέμα εδώ και καιρό τους "παροικούντες την Ιερουσαλήμ". Όσο πιο πολλά τεκμήρια όμως τόσο καλύτερα.... Και αυτό το άρθρο από το SHRM.

Starting work in a bad mood can trigger a chain reaction that can cause a worker’s job performance to spiral downward throughout the workday, according to a study conducted by researchers at Ohio State University’s Fisher College of Business and the Wharton School at the University of Pennsylvania.
The researchers found that employees’ moods at the start of the workday affected how they felt and performed for the rest of the day. The moods were linked to their perceptions of customers and to how they reacted to customers’ moods.
“We saw that employees could get into these negative spirals where they started the day in a bad mood and just got worse over the course of the day,” said Steffanie Wilk, associate professor of management and human resources at Fisher College of Business.
Wilk conducted the research with Nancy Rothbard, an associate professor of management for the Wharton School. The results of their study, which will be published in the Academy of Management Journal, examined the daily work habits of 29 customer service representatives for a large U.S.-based insurance company. The researchers tracked their moods and behaviors over three weeks.
At the start of each workday, the study participants completed a brief survey designed to determine their mood. As the workday progressed, participants respond to a second survey to describe their attitudes at that point in the day and to describe the customers that they dealt with during the day.
The study results showed that when employees began the day in a good mood, they tended to rate customers more positively and tended to feel more positive about themselves as the day progressed.
Similarly, the researchers found that bad moods at the start of the day had a strong negative effect on work performance. Employees who started the day in negative moods performed less work during the day compared to their “positive mood” counterparts: They tended to answer fewer calls and needed more breaks between calls when they felt bad.

Lessons Learned from ‘Undercover Boss’

Ένα realitty show που δεν μας έχει έρθει (ακόμα τουλάχιστον) στην Ελλάδα και το οποίο σχετίζεται με την ΔΑΔ είναι το Undercover Boss, όπου CEOs και άλλα ανώτατα στελέχη μεγάλων οργανισμών εργάζονται ως entry-level εργαζόμενοι, εν αγνοία των συναδέλφων τους για ένα μικρό σχετικά χρονικό διάστημα. Περισσότερα γι' αυτό αλλά και για τις συνέπειές του στο ακόλουθο άρθρο από το SHRM.

In the television series “Undercover Boss,” CEOs, owners and other high-level executives go “undercover”—donning disguises, aliases, and bogus biographies—and work temporarily as entry-level employees in their organizations. Working closely with various employees, the participants get a chance to see what it is like to work for the company and how they are perceived as a leader.
Participants invariably get into some amusing predicaments, unearth problems within the organization and get to know a few employees. Toward the end of each show, the executive’s identity is revealed, dedicated employees are rewarded, and the executive works to address the issues and breakdowns in the organization that employees helped bring to light.
Despite the happy-ending-in-an-hour format and the requisite reality television-manufactured tension and tear-jerker moments, the program offers some valuable human resource gems:

• Being an effective CEO takes courage. The CEOs on “Undercover Boss” might get some great publicity for their organizations, but only by being brave enough to expose themselves and their management policies on television. Heading up a company is a challenging job that requires risk taking and unconventional ideas.
• Saying “thank you” matters. In every episode, the executive calls a few special employees to his or her office for a debriefing. At that time, the CEO makes sure to thank employees for their hard work and dedication to the company. This is a highly anticipated part of the show, as viewers live vicariously through these employees as the CEO says “thanks.”
• Rewards should be personal. The visit to the CEO’s office includes a reward tailored to each individual. The CEO doles out perks tied to something employees need or a goal they want to achieve. Examples include training and development, help with educational costs, financial rewards, a new assignment or promotion, solutions for work/life balance and vacations.
• Small changes can make a big difference. Sometimes the management changes that boost morale and productivity the most on the show aren’t expensive or expansive. In an episode featuring ABM Industries, a commercial building maintenance company, one of the housekeepers explained to the CEO that it was difficult to do her job in a dress, which was the company’s uniform at the time. During the show, her wish to work in a shirt and pants created a new policy for all female employees. She was thrilled by this small, but not insignificant, change.
• Every company has room for improvement. During each episode it is easy to see the problem with certain programs, products or policies. It is okay to acknowledge that there are problems within an organization. The goal should be to address issues rather than ignore them.
• Sometimes there’s a breakdown in the management process. Most CEOs who appear on the show are surprised by at least one issue they identify on their undercover journey. In some cases this is because information has not trickled down to every employee. HR managers need to create opportunities for gathering—and spreading—information without putting the CEO in a wig and glasses.