Leaders who consider the “when” of feedback often increase the likelihood that action will be taken on the feedback offered.
The digital world of HR is a major theme for dozens of HR conferences and new applications and tools with great promise.
"If I could implant one trait in my family, friends, and colleagues who are undergoing continual transition, it would be hope."
The ability to influence others is required to turn good ideas into sustainable impact.
Debates continue about how to organize HR departments. Should HR work be centralized, decentralized, or some combination?
What is the leading cause of mortality? The answer may surprise you.
As I reflect on preparing new CHROs, I wonder if we should also help them learn to accept being uncomfortable?
In an effort to improve alignment and avoid the resulting frustration among HR and business functions, I would like to suggest two fundamental shifts in the way we look at value creation.
No question that in today’s changing business landscape, HR has the potential to respond to value-creating opportunities around talent, leadership, and organization, and to become pivotal for business success and employee well-being. But HR doesn’t always realize this potential.
My father was a mid-level government manager. I recall that when he would return from well-intended off-sites designed to shape the future, he would often be cynical about the erudite discussion that had little real impact. Gobbledygook, he would suggest.