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Shared by Brynn Harrington, MSLOC alumna, on Twitter "Gallup has found that one of the most important decisions companies make is simply whom they name manager. Yet our analysis suggests that they usually get it wrong. In fact, Gallup finds that companies fail to choose the candidate with the right talent for the job 82% of the time. Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. The only defense against this massive problem is a good offense, because when companies get these decisions wrong, nothing fixes it. Businesses that get it right, however, and hire managers based on talent will thrive and gain a significant competitive advantage."

By Bea La O', MSLOC 2014 Capstone Research "This study seeks to understand how managers make strategic decisions through the lens of three approaches proffered by Mintzberg and Westley (2001): "think-first," procedural rationality, "see-first," insight and intuition, and "do-first," sensemaking. Through interviews with six leaders on strategic decision issues that range from changing the growth strategy of a large healthcare firm to redefining the talent management framework of a large quick service restaurant company, the study finds managers switch between the three approaches over the course of considering a decision issue. It also finds managers manage the inherent tension between "thinking-first," "seeing-first," and "doing-first," and socialize decision issues with stakeholders using "think-first," procedural rationality, and "do-first," sensemaking. "

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

By Beth Kuhel March 8, 2014 "If you want to get hired and stay hired you need to know how hiring managers think. Since Google is setting the standard for attracting, hiring (and paying) top talent, examining and understanding their hiring standards and practices could help you even if you have no interest in working there."

Written by Peggy Troyer, MSLOC Alumna March 18, 2014 "One of my responsibilities, as my company's Human Resource Partner, is to help managers make the right decisions on how they should reward their employees during our annual compensation review cycle. Over the years, a common assumption my managers may come to me for advice is, "How could anyone stay motivated to work if I don't give them a raise? Everyone must get something or they will surely leave." Is there more to a job than just money? Lately the people who have been awarded 5-8% pay increases have been the ones to leave our organization. In one recent exit interview, a high-performing employee said, "For some reason, I get paid exceedingly well for what I do, and though it was nice, I just didn't understand why the company won't use the money to hire more help." Interestingly, why do people still make the decision to stay with an organization after receiving no increase, while others leave after receiving an 11% increase in compensation and rave reviews?"

Renetta McCann, Leo Burnett Chief Talent Officer and MSLOC alumnae reminds us that at one point in time, those who worked were looked down upon. Now, we wear our jobs on our sleeves like badges of honor. When did our views on work change, and how can we reframe what's expected from an office environment to improve our professional experiences?

Author: Peggy Troyer (MSLOC Alum) Date: NA Shared by: Sandy Schwan (MSLOC Alum), on Evolvong Strategies blog Is there more to a job than just money? Lately the people who have been awarded 5-8% pay increases have been the ones to leave our organization. In one recent exit interview, a high-performing employee said, "For some reason, I get paid exceedingly well for what I do, and though it was nice, I just didn't understand why the company won't use the money to hire more help." Interestingly, why do people still make the decision to stay with an organization after receiving no increase, while others leave after receiving an 11% increase in compensation and rave reviews?

By Aliah D. Wright in SHRM MSLOC alumnus, Judah Kurtz, is quoted in this article. Embrace the Inevitable For any of this to work, companies are going to have to take a leap of faith and embrace working in new ways. "To communicate more extensively and effectively, embracing technology inside the enterprise to leverage that is going to become that much more essential," said Judah Kurtz, senior manager of the talent solutions practice and an executive coach in the executive coaching practice at BPI group in Chicago. "If you can understand the knowledge and expertise of people throughout the organization … [they] are the ones who are going to be able to share information and documents and best practices and data or whatever ends up becoming an opportunity for us to have this back-and-forth dialogue," he said. Experts say that's when the real benefits begin.

Author: Randy Emelo Date: Oct 3, 2014 Shared by: Andee Weinfurter

Gallup Business Journal by Robyn Reilly January 7, 2014 Only 13% of employees worldwide are engaged at work. Managers everywhere can help solve this problem -- and reap the benefits of higher employee engagement. Shared by Sonya Perez-Lauterbach, MSLOC student via Twitter

Written by MSLOC alumna Tracey Wik May 28, 2014 Using the language of business - standardized processes, measures and reporting - will go a long way to transform management of learning functions.

Slideshare from Netflix (2009) about their organizational culture.

These slides are used by Netflix to communicate their values and culture, and why they are different from other companies. HBR just published an article about them (Jan/Feb 2014).

Author: Chris Boyce February 11, 2014 Shared by Michelle Bavester, MSLOC Student If wellness programs aren't on your "must have" list, you may want to reconsider. The evidence is mounting. Companies committed to workforce wellness - particularly those committed to total quality of life at work and at home - are likely to be your best bet.

By Robyn Clark and Judah Kurtz (MSLOC alumnus) January 15, 2014 Coaching is a proven, effective tool for helping leaders to create a culture that fosters higher employee performance, increased engagement and retention, and enhanced business results."

11/09/2013 by Tom Agan Shared by Andee Weinfurter, MSLOC Student, on Twitter - @andeew38

11/08/2013 by Debora Spar Shared by Zoe Hoeppner, MSLOC Student, @@zoehoeppner

11/08/2013 by Debora Spar Shared by Zoe Hoeppner, MSLOC Student, @@zoehoeppner

By: Suzanne Lucas Date: March 5, 2014 Shared by: Zoe Hoeppner, MSLOC Student Description: "Up to 70 percent of recruitment is unnecessary, she claims. So what is necessary? Here are seven tips:"

Author: Dan Levy March 27, 2014 Shared by Brynn Harrington Here are some of the tips I've been using over the last decade to gather more feedback and to build a culture of feedback within my teams.

Author: Karen Bonsignore (MSLOC Alumna) Date: NA Shared by: Sandy Schwan, MSLOC Alumna magine how employee engagement might be increased if the performance feedback was for the purpose of positively influencing behavior change, or helping an employee grow in their job, and inspiring creativity and inspiration in a workforce. Yet no performance system is perfectly objective: no matter how hard we may try to be objective, our (even our reviewers') feelings, opinions, judgment are still subjective and will always interfere with the system! So how do we use a flawed system to our advantage?

Author: Frank Kalman April 22, 2014 Shared by: Andee Weinfurter, MSLOC Student Even the worst of business problems come with hidden positivity, says author Kathy Cramer. The trick is developing a leadership mindset where being positive is your biggest asset.