Contents contributed and discussions participated by Cindy Penny

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shared by Cindy Penny on 19 Sep 14 - No Cached

ut usually they don't. I believe pay is primarily determined by market forces, with most jobs placed in a pay range prior to an employee's hiring.
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Because no two people come similarly equipped, they draw upon the unique pluses and minuses they were endowed with at birth along with compensatory assets they subsequently developed
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What's more, people don't want to pay a high price for acknowledging their need for improvement -- which is exactly what they would do if they arm the boss with the kind of personal information he or she would need to help them develop.
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Because one-way accountability inevitably creates distrust
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It's the boss's responsibility to find a way to work well with an imperfect individual, not to convince the individual there are critical flaws that need immediate correcting, which is all but guaranteed to lead to unproductive game playing and politically inspired back-stabbing.
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two-side, reciprocally accountable, performance previews.
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lead to just-in-case and cover-your-behind activities that reduce the amount of time that could be put to productive use
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Inquiry contrasts with most performance reviews, which begin with how the evaluator sees the individual and what that boss has already decided most needs enhancing.
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shared by Cindy Penny on 13 Sep 14 - No Cached

But research suggests that employee orientation ought to be less about the company and more about the employee.
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“Breaking Them In or Eliciting Their Best? Reframing Socialization around Newcomers’ Self-expression
- Cindy Penny on 13 Sep 14
  
  This article is available in the SMU library: http://ezproxy.smumn.edu.xxproxy.smumn.edu/login?url=http://search.ebscohost.com.xxproxy.smumn.edu/login.aspx?direct=true&db=buh&AN=87803879&site=eds-live
  
  <div class="cArrow"> </div><div class="cContentInner">This article is available in the SMU library: <a href="http://ezproxy.smumn.edu.xxproxy.smumn.edu/login?url=http://search.ebscohost.com.xxproxy.smumn.edu/login.aspx?direct=true&db=buh&AN=87803879&site=eds-live" rel="nofollow" target="_blank">http://ezproxy.smumn.edu.xxproxy.smumn.edu/login?url=http://search.ebscohost.com.xxproxy.smumn.edu/login.aspx?direct=true&db=buh&AN=87803879&site=eds-live</a></div>
  
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Considering we just changed one hour on the first day of orientation, the results were amazing,” Gino says.
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“This is a pivotal stage of the employee/employer relationship, and there are ways to emphasize people’s individuality so they can bring it out into their jobs.
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shared by Cindy Penny on 13 Sep 14 - No Cached

Your culture is only as cohesive as the people willing to live out the shared values. Takeaway: Actions speak louder than words.
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a gift certificate to a Thai restaurant, since the founders lived off Thai food during their startup phase.
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bility to track small wins can help to motivate big accomplishments
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aking new hires accountable for noticing how their colleagues and managers live those values every day helps brings those behaviors to life.  (Source: Great Places to Work)
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shared by Cindy Penny on 13 Sep 14 - No Cached

Studies show that employees make the critical decision to stay or leave within the first six months and that having the newest talent participate in an onboarding program can “maximize retention, engagement, and productivity” (HCI White Paper, 2008)
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. Leading organizations have shifted to a much more fluid process which can last anywhere from 6 to 12 months with information flowing through several channels to and from new hires, customized by function and role in the organization.
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