Your leadership team is one of the most important assets your company has. Leaders motivate, train, drive change and make the important decisions you can’t make. In its Project Oxygen study, Google identified eight top qualities needed to be a successful team lead. Surprisingly, technical skills came in last place.
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As an HR professional, tackling problems like hiring, engagement, turnover and productivity can sometimes feel like a constant battle. You put out one fire, only to have another one pop up.
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“Employee experience” is the latest buzzword that has gained recognition from the likes of Deloitte, Forbes, PwC and leading companies like Airbnb — and for good reason. A study by IBM and Globoforce (pdf) linked positive employee experiences to higher work performance, higher discretionary effort and lower turnover.
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Everyone knows feedback is essential to creating a top team. But many people, managers and employees alike, avoid feedback at all costs. Fear of feedback is common, because criticism, even constructive criticism, has the tendency to put people on the defensive.
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Valuing transparency in an organization is nothing new, but thanks to a radical restructuring of the work environment, the nature of the modern workplace has transformed. According to talent management company ClearCompany, companies where employees praise the high levels of trust and transparency in their workplace are most likely to
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We all know about the benefits of continuous feedback in creating high performing learning organizations.
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Old-school performance management doesn't work. The dreaded annual review alienates managers and their reports alike. But companies the world over have discovered the positive changes a new approach to performance management can bring.
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Businesses have long practiced the art of "downward reviews," where a manager or supervisor gives feedback to a subordinate.
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Human resource (HR) departments are often last thing start-ups pay attention to. In their race to become lean, hyper-growth machines, executives in the tech industry end up viewing HR as a nice to have, if not a symbol of the corporate culture they want to avoid.
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One of the biggest mistakes fast growing companies make is they underestimate the strategic role HR can play in scaling by design rather than headcount. In a recent Harvard Business Review article, Marshall School of Business professor John Boudreau described the rampant use of HR within many startup and
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