Group items tagged

By now, we've all heard about how employers scope out the Tweets and Facebook profiles of job seekers to winnow down the field of applicants. But job seekers may be surprised to hear just how many recruiters now use social media throughout the hiring process.

Ah, the joys of social media! It truly does expand the meaning that "big brother" is watching. I've found myself pulling back on Facebook posts by trying to stick to only positive things. LinkedIn, I feel I need a to hire a PR rep to make sure everything is in order there. Twitter, I'm not a fan of it period. But from the sounds of the article, I better learn to like and use it. Thanks for the link to the article, very good information.

I always enjoy this dynamic. It is a double edged sword and not every organization should want the use of social media in their candidates. I have conducted surveillance in law enforcement, research on teachers while working in the education field, and pre-screened inbound young Officers in the military. Its important to see what you are getting. It has become suspicious if someone doesn't have a linked in account. If a person has too many accomplishments on their linked in account however while simultaneously not having an active personal social media account as senior management I find it suspicious. We are all aware that if you want to know who a person truly is, the last place to look is linked in.

Interesting info on the Do's and Don'ts as the title of this article indicates.  Sometimes just need the reminder.   Kind of interesting how we (all businesses, organizations and agencies) seem to understand how bad these things are but just keep doing them (wrong) anyway

I found the pay for performance interesting as often time an employee needs to meet certain "basic" expectations in a review to get a raise. If they don't get the review they want and are in a union then it can be grieved. I wonder if this is why most managers of union employees don't bother to give accurate reviews because it creates more paper work and documentation of a job they don't want to do anyway (performance reviews)

The pay for performance seems to the norm in the past three organizations I have worked for. The mistake pointed out in this part is accurate, small difference in percentages between performers only goes to promote an imbalance between team members.

I am a Disney fan but now knowing a person who works there and seeing their on boarding process (via this website) it is no wonder that they are such a huge and successful company.   The website goes through, what looks like, everything a person would need to know in getting started at Disney.   I could see how helpful a website such as this would be to almost any profession.  Disney obviously has enough money to produce this website and keep it current, but I do not think that would be too hard or expensive for a school district, police agency, banking industry, military, or many other professions to implement.

My niece just completed an intership this summer with Disney. She was pleasantly surprised by how comprehensive the website and training was for interns. Eventhough she was scheduled to intern for six months, everything about the training and experience won her over to want to be a lifetime employee of Disney. Many companies could learn from this model.

I heard that the first two days of employee orientation is strictly story telling. They use the 'cast' members to acclimate employees to the Disney culture using stories. I feel like this is really in sync with Disney culture and would also be a very effective way to get employee excited about their role in the bigger Disney 'story'.

The use of multiple forms of gaming, can produce excellent talent, and improve worklife.

Bob, My organization uses gaming to engage the public to help them understand financial concepts that many find too complex or difficult to understand. We also recently implemented gaming as part of our on-boarding process to educate and engage new employees to learn more about the functions and responsibilities of the organization. The public has embraced the concept of gaming, while its use as an on-boarding tool is receiving mixed reviews. The younger generations loves it, while many of the long-term employees don't see the value and feel it is a waste of people's time and the organization's money. It will be interesting to see if gaming is a fad or not.

My company outsourced to well being company to help employees become more engaged in lifestyle choices. Never dawned on me that the challenges or gamification was being done. I'll be forwarding this article on to others outside our group, very interesting read and informative.

Succession planning is perhaps the most important job of corporate boards. Without a strong succession-planning program, companies are not prepared to fill openings created by retirements or unexpected departures, nor are they able to meet demands of the organization.

To me the importance of succession and cross-training within departments is very crucial. Yet I think still many times today people view these things as a loss of job security. Many time individuals may feel a false sense of security if they are the only person that knows how to do 'x'.

I could not agree more with your comments. I hear it on a daily basis, if I am the only one who knows this information; the organization has to keep me. Much of the fear comes from massive layoffs and reorganization-if they need the knowledge they will need me.

With so many avenues for social media, it is important to have good "branding" for your organization. Something that represents the company and attracts potential candidates.

I agree that good branding is a critical aspect for all organizations to consider in recruiting. It is also important to make sure the brand aligns with the actions of the organization and its employees; otherwise it has the potential to damage the reputation of the organization.

I know many of organizations that utilize this type of branding as a means to re-enforce their product. Their superior talent is supposed to coincide with their product. Its interesting though that many individuals are passed over because they did not necessarily embody the branded traits help by the organization. I wonder who is to blame when the company goes into a nose dive economically?

Should we or shouldn't we? 

I found this to be a thought provoking article which seems to perfectly illustrate everything that can go bad with a performance review. I liked the practical approach to encourage open relationship which can provide the honest feedback we each need to address our self-improvement barriers.

Although this video contains the word adolescent in the title the speaker makes a case for cognitive development into the thirties which is really interesting as we deal with younger workers and trying to identify potential.

I agree, good information on younger employees and indentify how they can contribute more fully to an organization.

Interesting and helpful having teenager in the house but great insight into working with "younger" employees.

Week 2 related

Week 2 related

The article identifies a couple of pieces that are important to creating a strong culture in an organization. They include building relationships, trust, the meaning of the work, and the relationship with colleagues. This aligns with much of the previous literature we have read within this course. I have also witnessed this within my organization and department. The department spends a lot of time recruiting people and making sure they will fit the culture of the department. If they have the right credentials but do not seem to align with the culture, we will not hire them. Culture is important in the workplace.

Managers, not HR, must lead the charge to engage employees. Senior Management touts the value of employee engagement so why is the responsibility often delegate to the HR department?

I like number 3 the best....it takes more than just the HR department to develop a successful succession plan.

All 5 are important but number 2 stands out to me because often some of the best talent is not recognized but leaders.

I think 3 and 5 go hand-in-hand. Good basic information.

The collective skills, abilities, and expertise of an organization-are the outcome of investments in staffing, training, compensation, communication, and other human resources areas.

A lot of good points are made in this article. In particular, the belief that organizational capabilities can only emerge after an organization consistently delivers on the combined or shared competencies and abilities of the people it employs. It provides another way to validate the notion that people either help an organization succeed or fail. If the organization has a lot of employees that are skilled but they are unable to work together towards a common goal, those individuals' skills are useless.

On the SHRM website they have great information for all sorts of HR topics. Click on the "download your free report" as this is a great tool for onboarding. They discuss the Four C's (Compliance, Clarification, Culture, Connection).

The SHRM website is a great website to visit on a lot of HR related topics. I would recommend it as a useful website.

Looks like we all like this website. Solid practical advice given in the article.

Ten years after publishing its research on the War for Talent, McKinsey produced follow-on work reemphasizing the need to make talent a strategic priority. Despite launching expensive programs to attract and retain talented employees, many senior executives remain frustrated with the results and admit their own failure

Good solid basic principles of walking the walk and talking the talk to create a culture of development.

The term performance management often strikes fear in the hearts of supervisors and employees alike.

Having the right leader in place who sees that performance management is an ever evolving piece of the puzzle is the key to empowering employees to deliver their fullest potential.

Should daily or weekly conversations about employees work - especially pats on the back for a job well done - replace the typical performance appraisal? Interesting read.

This is very interesting and I can understand where this article is coming from. There is a joke with the director of talent management because as she is busy overseeing goal setting, annual performance reviews, talent planning, etc. but the folks in her own department don't have goals! There is a big difference between understanding the value in something finding time to do the work yourself.

Succession planning is a means for an organization to ensure its continued effective performance through leadership continuity. For an organization to plan for the replacement of key leaders, potential leaders must first be identified and prepared to take on those roles. It is not enough to select people in the organization who seem "right" for the job.

The involvement of the Board of Directors is critical when creating succession plans for C-suite roles. The Board has a responsibility to make sure the organization has an employee who is ready and have had time to experience or "shadow" those who are in the roles one might succeed.

As I read this I was drawn to section on cognitive constructs. I found it very interesting and the openness of which the author references the need for future research makes me wonder if we are getting closer to understanding the cognitive sciences or just beginning to grasp how big this issue could be.

We have a game show for everything else...  Again-  Good information, not too old and wants to throw out the rulebook.

Wow! Immediately has an HR person I begin to get nervous about the potential illegal interview questions or practices that these companies could be sued for. It's a risky line between innovative and unethical in terms of hiring. I like the idea and concept of thinking outside the box though!

Leadership related-  Not on-boarding so much. Just an interesting article.  The Book may also be good but I need to do a little more research on the author before I will say that it is or will be worth the money.