Laurie Ruettimann of Punk Rock HR discusses the future of human resources. (34:52)
Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.
If you’re not familiar with ROWE (the Results Only Work Environment), here’s the 30-second elevator pitch: Employees can do whatever they want, whenever they want, as long as the work gets done. Just like in college, they can’t lie, cheat or steal. But as long as they do their work, they can work wherever and whenever they want to.
I actually like ROWE. A lot. In college, your professor didn’t care where you wrote your paper or when you wrote it, as long as you met the requirements and got it in by the deadline. Why do we treat employees like grade schoolers again once they hit the working world?
That said, ROWE isn’t perfect. Today, I want to tell you why I don’t like ROWE.
Keep reading…
I spend a lot of time writing about ways to drive your business by recruiting great people and inspiring them to do amazing things.
Those are just ideas. I’d like to think they’re really good ideas, but they’re still just ideas. They’re completely useless if you don’t do anything with them.
What are you doing to drive your business? Not what are you planning on doing – what are you actually doing?
Coming up with lots of great ideas is only the first step. Start putting those ideas in action today!
There’s a trend towards the hyper-specialization of human resources. Today, I make the case for the HR generalist.
I have nothing against HR specialists. In fact, I think they’re incredibly important. People who are experts are sourcing can often do a far better job finding rockstar candidates that someone who occasionally recruits. Employment law specialists know far more about the legal nuances of being an employer than the typical generalist ever will.
Specialists are a crucial part of HR, but so are generalists.
Keep reading…
How do you design a pay-for-performance goal system that inspires people to do amazing things?
I often find myself torn between two distinct approaches:
The first approach looks at bonus money as part of a total compensation plan. The focus is on doing things that make you great at your job.
The second approach looks at bonus money as something you earn for exceedingly great performance
Which of the two is the best approach? I don’t know, and I’d really like to hear your thoughts on it.
Image by Rebecca
This article is part of the Renegade Manifesto Series.
In order to create HR programs that inspire people to do great things that drive your business, you need great data. Of course, not all data is created equal.
If you want to develop better programs, use your employees as guinea pigs.
Keep reading…
Today, I’m pleased to bring you a guest post by Sharlyn Lauby, aka the HR Bartender. This post is part of the HR Blog Exchange – an idea cooked up by Steve Boese last month. Enjoy!
I was standing at the grocery store checkout this week and saw a headline on the latest TIME magazine that caught my eye – “The Future of Work: Ten Lessons for Succeeding in the New American Workplace.” Needless to say, I couldn’t resist and plunked down $4.95 for the issue. Later I found it on the web (here) so let me save you some money.
Also, let me save you some time by sharing with you a few tidbits from the article. Bless their little hearts, TIME magazine did nothing more than point out the painfully obvious. Here’s a sampling of what they call the future of work:
Keep reading…
RSS
