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Kris Dunn over at the HR Capitalist has a fantastic post on how to write awesome job descriptions (something that HR currently fails miserably at). I could say more, but Kris really knocked it out of the park.
Click here to read more.
Human resources and performance management go together like America and apple pie. Today, I’ll be discussing performance gaps, what causes them, and what you can do to close them.
Photo by Lumaxart
This article is the third in a three-part series on employee motivation. In case you missed them, be sure to check out Part 1 and Part 2.
Photo by lumaxart
In Part 2, I discussed the five sources that influence and motivate people. In this article, I’ll share some strategies to help you maximize the effectiveness of your human resources programs. I’ll also be exploring some of the common mistakes organizations make and how you can avoid them. Let’s start by looking at one of the most challenging motivational drivers to influence.
Keep reading…
Fast Company has a great article on how innovation led to the creation of the first phone to run a Google-based operating system. A quick teaser:
Inside Magic Labs there are people from a diversity of different backgrounds. We of course have software magicians, hardware magicians, electrical people, people with mechanical engineering backgrounds, graphic designers, usability experts. One of the magicians used to design jewelry in New York. The whole organization is designed to fail.
Fast Company: What do you mean by designed to fail?
The way to get a great idea is to have many ideas. By definition, most of your ideas will fail. You want to be able to generate ideas very fast, very cheaply and fail very often but at very low cost. Magic Labs is optimized for the efficiency of failure. Among the many ideas, there will be great ideas that bubble up and then we will invest R&D efforts to cultivate the great ideas.
Definitely a worthwhile read, with some interesting ideas on how innovation becomes part of a culture. Check it out, and let me know what you think – leave a comment below.
What “understanding the business” really means for human resource professionals.
The CFO never comes in to my office and asks me to analyze our financial statements. He comes to me for HR.
A few years ago, after I realized that I didn’t want to be an anthropologist (in the traditional sense), I decided to go back to grad school. I couldn’t decide if I wanted to get an MBA or an MA in Human Resources, so I started discussing my decision with the various HR professionals I had the pleasure of networking with.
I posed a simple question: “What do you think is more valuable for an HR professional – an MBA or a master’s in HR?”
Keep reading…
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