Guest Article: The man, as a leader of women, the recruitment industry can be proud of by Ross Clennett

This week we have seen the full local impact of last month’s Harvey Weinstein expose. The combined Fairfax Media/ABC investigative resources were marshalled in service of Tracey Spicer’s tweet of 18 October: As you can see, the tweet generated an immediate and overwhelming response that quickly elevated Don Burke’s name to the top of her list of men to investigate. The subsequent
Article source:Ross Clennett - The man, as a leader of women, the recruitment industry can be proud of »

Check out more of Ross Clennett's work at hisblog

Guest Article: Market Garden Leadership by Jay Kuhns, SPHR

I hear a lot of big talk from leaders. Epic plans! Grandiose statements about "doing this" and "delivering on that!" 

Big talk is important. It can inspire others to follow you. It can motivate teams to take that extra risk to achieve breakthrough results. It can be...something special.

It can also be a colossal failure.

Plan the Big Talk
I've tried lots of bold strategies in my career. Some were wildly successful, and others....well...not so much. One phrase, however, proved to be true in each scenario whether it was a winning idea or a losing one: preparation and execution.

The common trap of over-preparation often leads to inaction, which I've railed against many times before on this blog. We can never be fully prepared; rather, we just have to be as prepared as possibly without delaying the second half of this phrase.

Execution.

Execute (and monitor closely) the Big Talk
Simply putting together a good plan is not even remotely close to actually leading the effort. High success rates require leaders understand what is happening, recognize when the situation starts to drift from the original intent, and most importantly, not be afraid to jump in and literally lead the project across the finish line.

Too many leaders cower in fear when the anticipated outcome is "suddenly" at risk. They freeze up hoping to blame others instead of making real-time decisions to keep things moving forward.

Oh, how arrogance and fear get in the way of success!

How About You
When have you seen a leader struggle with the execution of a plan? Have they frozen in place when that plan seemed to be in jeopardy; or, did they have the resolve to pivot and personally ensure the correct decisions were made?

What did you do while they struggled? Did you jump in to help...or, stand idly by?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Market Garden Leadership»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: How to Build a Team Like the NBA by Ben

If you know me, you know I’m not a sports person. I don’t watch. I don’t follow.

It’s not that I have some strong dislike for sports. It’s just that when I stopped doing them in high school, I lost all interest. I can watch them, if I am at a live event or if I don’t have an alternative. But when I’m listing things I look forward to each week, that isn’t at the top of my list. If you’re like me, then this post is still going to be valuable for you!

That’s because despite my indifference to sports, at the same time it’s hard as a leader and as an HR pro not to think about some of the innate elements of building a high-performance team that stir my attention.

For several months out of the year, sports fans are focused on the NBA season and its teams and players. Yet one concept that isn’t often considered is the talent management strategy behind these teams. As the New York Post notes, dozens of team changes can happen on the first day of trading. How does the free agent model of employment affect teams and performance? What might enable or prevent new talent from connecting with team members?

The Core Element of Teambuilding

One of the core principles of building a team is this: a team’s existing dynamics change when you add someone new to the mix. In other words, you don’t just add one or more people to an existing team — you create an entirely new team any time you make a new hire. It’s like a recipe. While you might have separate elements, once you integrate them you create something new and different each time.

This concept is important to grasp, both for those leading a team and for those on it. It can be common for hiring managers to believe that adding a new hire to a team will change everything. However, it’s often a surprise to later find out that despite careful planning, things are just not the same after new talent is hired.

If you’re enjoying this post and want to learn more about how to match team fit and stability with a diverse set of individual strengths, click here to read the rest of my article on the ADP Spark blog. 

Article source:Ben - How to Build a Team Like the NBA»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Resources to Counteract Mean and Nasty in the Workplace by Jennifer Miller

In November, people observe World Kindness Day, which was started in 1998 by an international coalition of non-governmental organizations (NGOs) that wanted to shine a spotlight on the positive power of being kind. There are many corners of the world right now that are just plain mean and nasty. Incivility has always been part of the human condition. But with social media, we can see everyone’s Mean and Nasty, 24/7, brought right into our homes and workplaces, without any filters. It’s exhausting and it affects our mental health.

Here are what the numbers tell us about Mean and Nasty in the workplace:

• 40% of workers are afraid to be civil at work because they fear others will take advantage of them
• Colleagues who observe incivility are three times less likely to be helpful to others in the future and 50% less likely to share resources
• Incivility is often modeled by leaders and is the reason that employees cite for their own rude behavior

This research comes to us from Christine Porath, an associate professor of management at Georgetown University and the author of Mastering Civility: A Manifesto for the Workplace. Porath has studied incivility for over two decades and has performed numerous experiments to suss out why civility is important in our workplace interactions.

In honor of World Kindness day, here are some of my favorite blog posts and resources:

Manners Matter at Work

15 Ways to Be Nice at Work

Leadership and Positive Social Contagion

The Science of Kindness from the Random Acts of Kindness Foundation

Spread a little kindness at work today. It takes so little effort, and costs nothing.

Article source:Jennifer Miller - Resources to Counteract Mean and Nasty in the Workplace»

Guest Article: Crazy Thankful by Jay Kuhns, SPHR

Ah, yes. Thanksgiving. That special time of year when we get really thoughtful about those who mean the most to us. Those we love, those we miss, those who make a profound difference in our lives...

It's really powerful when you think about it. 

Then, of course, the next day we open up the shopping mosh pit and beat the crap out of each other at Target trying to save $100 on a TV we don't need.

'Merica.

Thankful for Work Stuff
After so many years driving to hospitals for work, I now travel extensively to...wait for it...hospitals!

I know...huge change, but I'm actually thankful for that. Although nothing says "I'm blessed" like switching your commute from a car to an airplane.

Now, I know what you're thinking. Jay, you have a cool gig with a cool company and you get to do all of that traveling!

Sure, I'm thankful...that hotel rooms have irons...it's the little things.

Thankful for Work People Stuff

The really important part of Thanksgiving however, is remembering the people in our lives.

- The hiring managers that never get back to us with their feedback.

- The leaders who are afraid of social media. They keep me employed. 

- The wanna be executives who are so full of themselves they miss the point of leading.

- The executives who still think the world knows how good their organizations are because...well..."they're special!" See "permanent employment for Jay" above.

How About You
So many things to be thankful for this year. But most of all...I'm thankful that you all have a sense of humor.

Keep pushing friends...we're going to change the world if it kills us!

Happy Thanksgiving!

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Crazy Thankful»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Leadership and the Civil Workplace: It Starts with You by Jennifer Miller

Did you know that nearly half of the people in your organization are afraid to be civil to one another? According to Georgetown University researcher Christine Porath, 40% of employees say they hesitate to show civility at work because they fear people will take advantage of them.

Porath, an associate professor at Georgetown’s McDonough School of Business and author of Mastering Civility: A Manifesto for the Workplace, has studied incivility in the workplace for nearly two decades. A great deal of incivility is due to a lack of awareness about our actions, not necessarily evil intent, explains Porath. The workplace—with its reliance on technology as a primary means for communication—increasingly distances us from face-to-face interactions. This in turn makes many of us a bit rusty on the social niceties necessary for a high-functioning workplace.

Has your office become a less civil place to work? If you’re in a leadership role, you have far more influence than you might realize regarding how others treat one another. Here are three things to consider when it comes to creating a more respectful workplace.

What norms are you setting around civility?  

Leaders set the norms for their organizations. People watch what you do and determine what passes as acceptable behavior. Leaders who step up and “go first” in terms of acknowledging their civility shortcomings experience better success in creating a respectful environment than those who simply send employees to civility training (yes, that’s actually a thing.) Porath cites an example of an international law firm whose head partner brought in Porath to provide training on civility. Not only did the head partner participate in the training, the firm’s chairman of the board participated. “About a year and a half after we began our work together, the firm won a Best Place to Work award,” notes Porath, something that would have been unlikely just a couple of years earlier.

Beware the contagion of incivility

Unfortunately, bad behaviors can be as contagious as a flu bug. Research has shown that we unconsciously mimic behaviors of those around us, including rude behavior. Start with your own actions: reflect on your emails, texts and in-person communication with your team. You may think you’re in the clear, but perhaps your attempt at being a good role model is being sabotaged. Next, consider your entire team. Heads up—it’s not just the rude folks who are spreading the malaise. Porath’s studies found that even if people aren’t personally rude, they can be “carriers” of the scourge. People who observe incivility are three times less likely to be helpful to others and 50% less likely to share resources.

Civility is good for you and your team

The good news is that civility is just as easy to spread as incivility. Simple gestures such as smiling, saying “please,” “thank you”, and “I’m sorry” help pave the way to a more civil workplace. Extending courtesy also help keeps you healthy. According to the Random Acts of Kindness Foundation, you benefit physically and emotionally  when you show basic courtesy to others. Kindness also has a “domino” effect: research shows that when a group of people witness a positive act of kindness, everyone’s mood is improved, thereby making them more likely to pass along another act of kindness. This means that as a leader, your courteous acts when in team meetings and other group settings are amplified. It takes very little of your time to “get the ball rolling” and set a positive example of respect.

Writer Christian Nestell Bovee is credited with the words, “The small courtesies sweeten life; the greater ennoble it.” Are your actions as a leader ennobling or eroding the daily life of others in your workplace?

 

This post originally appeared in Smartbrief’s Originals series and is reprinted with permission.

Image credit: Paul Mison.

Article source:Jennifer Miller - Leadership and the Civil Workplace: It Starts with You»

Guest Article: How Much Money Can You Earn With an HR Certification? [Free Calculator] by Ben

How much does an HR certification impact your salary? While it matters differently at every organization and for each person, let’s answer that question with some data.

Using data from Payscale.com we (hat tip to my youngest brother Barrett for his Excel wizardry) hacked together a calculator that shows you the median pay for job titles in HR as well as the adjusted rates based on whether the person has a PHR or SPHR certification (at the time of this data gathering there was no data on SHRM certifications, but assume similar levels of competency for PHR and SHRM-CP and SPHR and SHRM-SCP).

Additionally, we threw in a 10-year impact to show you the potential for what a certification could mean to your earnings over time. Again, this is a linear projection and does not take into account all the variables that could happen in your career, but it’s a good starting point when considering whether you’re going to prepare for the HR certification exams.

A few notes and caveats: 

• Obviously this is data set is an aggregate of multiple markets and municipalities across the United States, so your own local area may vary in salary range, but it’s still good to get a ballpark impact regardless.
• You’ll notice the VP of HR role is opposite of the rest. In other words, those people NOT having a certification in a VP role still outearn those with a PHR or SPHR. VPs are a very small portion of the overall HR population so that’s not a big issue, but be forewarned.
• I can’t lock down editing on every cell without you losing your ability to calculate, so only touch the orange cells (title and current salary) when you are trying to calculate the impact on your pay.
• If you type in the wrong space or mess up in some way, just reload the web page and it will go back to normal.
• Feel free to hit me at ben@upstarthr.com with any questions or comments. Love to make this more helpful over time if you have ideas.
• Interested in getting certified? I’ve helped hundreds of students pass the exams in the last 8 years with self-study courses for PHR or SPHR, audio courses, and recommendations for other study materials to fill in the gaps.

If you’re interested in taking the exams you can check out some of our research on the topic (or some of our resources listed above):

• How to pass the SPHR the first time
• The #1 reason people fail the HR certification exams
• The SHRM versus the HRCI certification exams

Article source:Ben - How Much Money Can You Earn With an HR Certification? [Free Calculator]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: I Can Handle It (All) by Jay Kuhns, SPHR

I've been told recently that when work issues get a little complicated, I switch into "I will handle everything mode" in order to resolve the crisis of the day.

Well...that kind of makes me sound like I believe I'm Superman...and for as much as I would LOVE to believe that is true...

...sadly, it's not.

Leading vs. Owning
My role quite honestly is not necessarily to resolve every single issue that pops up. Instead, my role is to ensure every single issue gets resolved. 

That doesn't mean that I am supposed to manage each step of the process; rather, just to provide the appropriate coaching, guidance, and occasional kick-in-the-pants to make sure the work gets done in a world class way.

Leading through issues is harder than owning them.

- Leading means I have to trust others.

- Leading means I have to open my mind to other ideas.

- Leading means I have to go with ideas that I many not necessarily agree with.

Owning can be awesome (and overwhelming.)

- Owning means I can control every single thing at every step.

- Owning means I don't have to listen to anyone's ideas or input.

- Owning means I get all the credit for fixing things.

...and owning is absolutely impossible to be done alone.

But...Results
The flip-side of all this self-reflection and humility is this...

...what about results?

Sometimes a driving force is not only helpful, but required to achieve those results.
Sometimes a bold decision-maker is the only one that will push the team far enough.
Sometimes ensuring results are achieved is the only way to prove that risk = success.

Sometimes...we have to go far beyond what is safe and comfortable to get across the finish line.

How About You
Where is the balance point for you between trusting the team and driving the team forward? 

Is there something we're all missing; or, is there something that the best leaders do in the moment that allows them to dance on the line between foolish trust and bullying arrogance?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - I Can Handle It (All)»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: The future of recruitment, according to Hays (and how to beat them) by Ross Clennett

This month is the ten year anniversary since Denis Waxman, the legendary Global CEO of Hays, left the building with his place having been taken by Alistair Cox, an experienced chief executive from outside the recruitment industry. This was potentially a risky move but ten years on, the decision to appoint Cox can be viewed as a big success, although a glance at the raw numbers from Hays’s
Article source:Ross Clennett - The future of recruitment, according to Hays (and how to beat them)»

Check out more of Ross Clennett's work at hisblog

Guest Article: Preparing for the HR Certification Exams: Audio Style by Ben

Earlier this year I launched a “beta” version of the HR Certification audio product. That has continued to mature and develop and now has 50+ tracks and several hours of content that ranges from technical to practical. For example, it covers highly technical analyses of specific HR elements, such as:

• Executive compensation
• Validity vs reliability in pre-employment selection testing
• Performance evaluation methods

However, unlike virtually every HR certification prep tool on the market, it goes a step further to more broad explorations of HR’s impact on the business, such as:

• Recruiting and hiring trends
• The impact of talent technology on employees
• How to improve training outcomes

Additionally, since the beginning I have been looking for quality external sources of audio content to throw in as bonus items just to round out the content and give a broader perspective. I’ve referenced a few of the episodes from great HR podcasts like HCI and Xenium, and I’m also adding some of my shows from We’re Only Human to the mix. Why? Because the number one reason people fail the exams is because they don’t understand how to see the big picture–they only study academic terms, take practice tests, and then assume they will understand the strategic impact when it comes test time.

Sorry, but it doesn’t work that way, especially for the senior level exams (SHRM-SCP and SPHR). For these types of exams, learners must critically examine the full scope of decisions in a specific area and how it impacts the larger business. That’s where these additional resources come into play and help.

Because of the increase in content and increased demand for the audio content, the price is going up effective December 1st. If you’re interested in getting it, this post has the links to the course as a standalone or packaged at a discount with the SPHR self study prep course.

For those of you that have already signed up, thank you for supporting the work we do here at upstartHR! I appreciate it.

Article source:Ben - Preparing for the HR Certification Exams: Audio Style»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Aspect by Jay Kuhns, SPHR

I see the world in a certain way. I don't think that's a bad thing; in fact, I'm not sure how I could see it any other way. I'll always have those unconscious biases playing in the background and influencing how I think, speak and act.

The challenge, of course, is what to do about those biases as I become aware of them? 

My Lens
The lens I use to see the world is clouded with high expectations, little tolerance for excuses, and even less patience when it comes to repeated leadership failures. I'm not trying to be cute here...failings in these areas send me right over the edge. 

That clouded lens of mine has served me well, but it has also been a source of much frustration. So, where is the gap?

Savvy
The value I place on being a savvy leader is not merely because it is important. Quite the opposite...everyone who is actually paying attention to the practice of effective leadership understands it's importance. 

The challenge lies in helping those leaders who don't understand what it means to be savvy. You know who they are in your organization. They use lots and lots of words, yet somehow for all of their "knowledge" they fail miserably when the moment comes and they have to be savvy.

In the moment.

Without thinking.

Without running to a supervisor for guidance.

Acting with the full knowledge of what is at stake, and the accompanying dynamics that will play out.

...and they have to do it instantly.

Is this difficult to do? Of course it is.

Are we supposed to wait and wait and wait and wait while our "leaders" take an inordinate amount of time to "get up to speed" and be savvy?

Absolutely not.

How About You
Achieving results for our organizations does not happen because we make excuses. We do not grow, open new jobs, pay our people, or create an employer brand that is second to none while simultaneously justifying why the same errors are repeated.

Be the savvy leader your organization needs. Push yourself to be what you've always wanted to be. If you're not ready...don't pretend. Everyone can see through your talk. Instead, be humble, listen, learn, ask questions, and give yourself a chance to take your career to the next level.

I'd love to hear from you.

No Excuses.
Article source:Jay Kuhns, SPHR - Aspect»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: How to Radically Change Your Performance Management Practice [Podcast] by Ben

In today’s episode of We’re Only Human, I talk with Autumn Spehar, HR Director at Stout Advisory, about how her company made a radical change in its approach to performance management. We also talk about how it’s working out one year later and the key lessons learned.

Check out the show below:

Show Notes

Performance management is one of the most hated HR systems in existence. Yet virtually every employer has a need to measure performance, set goals, and give feedback. So, what’s the right balance between a system that meets the needs of business leaders and one that meets the needs of the employees?

In today’s discussion with Autumn Spehar of Stout Advisory, Ben delves deep into this question by asking Autumn to describe her company’s transition from annual, paper-based performance management to a technology-enabled approach utilizing continuous feedback, real-time recognition, frequent check-ins, and more. This conversation is more than theory–it’s based on a year of practice in using the system, including the ups and downs that any company might face in this kind of transition.

Listeners to this episode will not only get to hear about Stout’s new outlook on performance, but they will be treated to some insightful commentary about the connections between culture, behavior change, and other elements that some of the “headlines” on performance management seem to miss. If you’re in charge of performance management at your company or you think your system could use a refresh, this is the episode for you!

• Link to podcast listener survey: http://ift.tt/2iSPuKt
• Preliminary findings from Performance Management, Culture, and Business Results study
• Thanks to Highground for connecting me with Autumn!

Article source:Ben - How to Radically Change Your Performance Management Practice [Podcast]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: 500th issue of InSight: How do I make Seek redundant? by Ross Clennett

Guest Article: Sports, Business, and Missing the Big Picture by Jay Kuhns, SPHR

The link between business and sports is a powerful one. We often refer to our employees as members of the "team"...and we hope that unselfish "play" will result in a "big win" for the company. 

Some claim that sports references go over their heads...yet they drop the "team" label in their next breath.

So, what's happening? Here's where I'm at with sports and business.

I Love Teams
I am a big fan of creating an environment where our employees feel like they are a member of the organization in a meaningful way. The sense of community, the trust, the camaraderie all go a long way to creating a culture that most organizations only give lip-service to.

But...just like with any successful team, it is the leadership that must step up, be a role model, and not just talk about professionalism and culture, they have to live it. For those leaders that fail to do so, what happens?

Morale slumps.
Profit slumps.
Turnover suddenly becomes "a thing."

Leaders who talk too damn much are worthless.

Everyone Is Not A Starter
For those leaders that believe they are suddenly an all-star simply because they have a fancy title, I have some grim news. Teams are rarely made up of superstars. Several marquee players often elevate the play of the rest of the team. 

The same holds true in business. Leaders, just like talented young players, need to learn from the veterans. It is impossible to develop leadership savvy on your own. Paying attention to the details, and learning the nuances of effective leadership that separate the focus on personal convenience, to understanding the larger picture is critical.

The awareness of how important it is to maintain strong relationships in the workplace often separates the "hungry" new leaders who repeatedly fail, from those experienced leaders who could help them develop. The simple rules our parents taught us about crossing the street are helpful here...

Stop.
Look.
Listen.

How About You
What role do you play "in the room?" Are you the veteran who sees how all of the pieces of your organization and key relationships fit together? Or, are you so hungry to prove that you know what you're doing, that you constantly show you have no idea?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Sports, Business, and Missing the Big Picture»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Tips for Hiring Deaf Individuals: Practical Advice for Employers by Ben

Carol and Teri. I’ll never forget them as long as I live.

These two women were amazing. Always bright and cheerful, I couldn’t help but smile as well any time they were around. And they taught me an incredible amount not just about the technical aspects of the job I did at the time, but also about interoffice politics (how to avoid them) workplace dynamics (how to read others’ emotions) and more.

Carol was the quiet one. She kept to herself, did great work, and didn’t bother anyone. However, she was the first to send you a message when she thought you needed a pick-me-up.

Teri was definitely more vocal, but she also had a way about her that just made me smile. She was very interested in the work I was doing and wasn’t afraid to give me pointers on how to improve.

Oh, and neither of them could hear. Yes, while both of these wonderful ladies were deaf, they still had an amazing impact on me from the earliest days of my career.

With that in mind, I reached out to Bobbie LeMere at Tangram to give me some practical advice for employers looking to make a concerted effort to hire more deaf or hearing-impaired individuals. LeMere says that 80 percent of people who are deaf or hard of hearing do not work, which paints a dismal picture of today’s work environment. His tips below give employers ideas on how to support these workers and give this population a fighting chance to succeed in the workforce today.

Practical Tips for Hiring and Working with Deaf Individuals

1. Use on-site interpreters for interviews and meetings—While technology has made it possible
   for those who are hearing and those who are deaf to communicate, through apps,
   videophones, text messaging, and other methods, an on-site interpreter can best ensure that
   all individuals are able to participate fully in the conversation.
2. Provide disability awareness and etiquette training to all employees—Training is an essential part of ensuring that your company is prepared to hire and integrate individuals with all types of disability in your workforce. Providing a forum for employees to learn about disabilities and to debunk the myths around disability will ultimately lead to a more cohesive and productive workplace where employees of all abilities are comfortable with each other.
3. Hire individuals based on their skills and their ability to complete the essential functions of their job—Hiring someone for charity is just as inadvisable as not hiring someone because of misconceptions about disability. When interviewing someone with a disability, be sure to focus on their ability to complete the job. Don’t make assumptions about what someone is able to do.
4. Get buy-in from leadership—If your organization doesn’t have support from the top, disability inclusion is less likely to succeed. Be sure that all levels of an organization understand the importance and benefits of disability inclusion so that all employees feel valued and can thrive.
5. Find the right accommodations—Ask the person what accommodations would work best for them. There are many technological tools that can help a person who is deaf or hard of hearing communicate, such as:
   1. Video Remote Interpreting (VRI)—this can be of use in one-on- one meetings, basic conversations, short meetings or exchanges, or meetings where the primary goal is to sign paperwork.
   2. Video Relay Services (VRS): this allows individuals who are deaf or hard of hearing to communicate over video telephones with those who are hearing in real-time via a sign language interpreter.
   3. Video Phone Technology—these web camera videophone and videoconferencing systems can serve as complements to personal computers and are connected to other participants by computer and VolP networks (ex. Skype).
   4. Other tools—dry erase boards, notepads, text messaging, apps, Boogie Board, and other tools can be useful for very simple conversations or exchanges. You could also learn basic American Sign Language to help bridge the communication gap.
6. According to a survey conducted by the Job Accommodation Network, most employers report no cost associated with accommodations. The typical one-time cost for accommodations is around $500.
7. Safety First—Are your emergency procedures inclusive of those with disabilities? For those who are deaf and hard of hearing, you may choose to install special alert lights or implement a buddy system to inform employees when there is an emergency. If an employee who is deaf or hard of hearing faces away from an entrance or doorway in their workspace, use a mirror so they can easily see when they have visitors or when someone is approaching them from behind.

I hope these tips and ideas help you and your own team to be more inclusive of your hearing impaired workers!

Article source:Ben - Tips for Hiring Deaf Individuals: Practical Advice for Employers»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Why I’m Defiant by Melissa Fairman

You may have noticed I have not been writing a lot on HRreMix. The truth is I’ve been a bit bored with blogging lately.  Like everyone else I seem to be spending a lot of time on the visual: watching too much “prestige” tv and posting photos on Instagram. It’s all a pleasant distraction from […]
Article source:Melissa Fairman - Why I’m Defiant»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: It's A Secret by Jay Kuhns, SPHR

Sometimes strange things happen when people are promoted to leadership. They don't turn into creatures of the night or anything cool like that; but they do seem to suddenly feel empowered to hoard information.

Yes, this sounds absolutely ridiculous.
Yes, this builds zero trust.
Yes, this still happens all the time.

They Won't Understand
Early in my career I learned of an executive who "coached" his leaders to edit information that was shared in hospital-wide leadership team meetings. I wondered why anyone would withhold important information....the answer..."the employees won't fully understand..."

Eventually I inherited that same team...

...and shared every bit of information that was rolled out in those leadership meetings.

The Power and the Glory
Let's peel back the layers here. What exactly happens when leaders hoard information? Is it an ego thing? Perhaps a power play? 

How is it that on one hand we rely on our employees to literally handle our business...and in the same moment, not trust them enough to get an update on what is happening, might be happening, or isn't going to happen?

Are we so much smarter than the rest of the team simply because we have a fancy job title?

How About You
Who are the leaders in your organization that are so stuck on their own greatness that they have completely missed the point of being a leader?

Share everything you can as quickly as you can. 100% of the time. You'll be amazed at the trust, credibility and loyalty you create.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - It's A Secret»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Hays hiring surge: ANZ division grows by 65 consultants in past quarter by Ross Clennett

The confidence that Hays Australia/NZ has in the market conditions, continuing their strong run, is amply demonstrated in their September quarter recruiter hiring surge as detailed in the Hays Q1 Trading Update. Hays reported “Consultant headcount in Australia & New Zealand was up 7% in the quarter”. According to my calculations (Hays do not release actual consultant or employee numbers in
Article source:Ross Clennett - Hays hiring surge: ANZ division grows by 65 consultants in past quarter »

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