Managing, retaining and hiring employees are three of the most important actions I any company of any size and in any location.
It’s ironically amusing that it amazed some of the biggest names in workforce research to find that minimally improved management yielded enormous payback. Of course, workers have been saying that for decades when they vote with their feet.
What’s worth as much as a 25% increase in your labor force, or a 65% increase in the amount of your invested capital? A one-point improvement in your company’s management practices! That’s the shocking conclusion of in-depth study conducted by researchers at McKinsey, Stanford, and the London School of Economics that looked at more than 4,000 companies in the US, Asia, and Europe.
Fred Wilson is a top VC who also has a ton of common sense; while his focus is startups his advice is applicable to any company. Here he discusses six requisites to retaining your people.
There isn’t one secret method to retain employees but there are a few things that make a big difference. (…) Communication…, Getting the hiring process right…, Culture and Fit…, Promote from within…, Assess yourself, your team, and your company…, Pay your team well.
The most successful people in business approach their work differently than most. See how they think–and why it works.
Every manager looks for good ways to learn about candidates and every candidate loves insight as to what they might be asked. Inc. suggests managers ask the same questions about previous jobs.
Go through each job and ask the same three questions:
How did you find out about the job?
What did you like about the job before you started?
Why did you leave?
Finally, when job hunting resumes are key, so it’s good to know why, when and how to better your chances. Here are six examples (five were hired) of using creativity to get noticed. After that, you need plenty of substance to back it up.
“One-in-five HR managers reported that they spend less than 30 seconds reviewing applications and around 40 percent spend less than one minute,” Rosemary Haefner, Vice President of Human Resources at CareerBuilder said in a study released today.
I have only one item for you today, but it’s a real goody.
Meet Robert L. Joss, Business School Dean at Stanford University.
On his first day he saw his position as Dean was in the bottom position of the unofficial org chart and a legend underneath that said, “And everything runs downhill.”
Over nearly an hour, Joss discusses Leadership Is Responsibility, Not Power.
It’s well worth your time. And if you want great take-away quotes, click here.
“The higher you go in an organization, the more those around you are going to tell you that you are right. The higher reaches of organizations–which includes government, too, in case you slept through the past eight years–are largely absent of critical thought. … There is also evidence, including some wonderful studies by business school professor Don Hambrick at Penn State, that shows the corroding effects of ego. Leaders filled with hubris are more likely to overpay for acquisitions and engage in other risky strategies. Leaders ought to cultivate humility.” He ends by advising not to hold your breath waiting for this to change.”
I think much of Dan’s advice is good, but I won’t hold my breath waiting for the advice to be taken.
I think that power corrupts those susceptible to it, not all those who have it; there are enough examples of powerful people who didn’t succumb to keep me convinced.
Changing MAP and stopping drinking are similar, since the individual has to choose to change. All the horses and all the men can’t convince the king to change—that only happens from the inside out.
Moreover, as I’ve frequently said, MAP is sneaky; it will pretend to change and then revert to its normal pattern when no one’s looking.
We, the people, can’t force them to change, but we can learn to sustain our attention span and keep looking.
Entrepreneurs face difficulties that are hard for most people to imagine, let alone understand. You can find anonymous help and connections that do understand at 7 cups of tea.
Crises never end.
$10 really does make a difference and you’ll never miss it,
Managing, retaining and hiring employees are three of the most important actions I any company of any size and in any location.
Meet Robert L. Joss, Business School Dean at Stanford University.
I recently questioned whether, in fact, the 
