To a disappointed job candidate, the words “you’re not a good fit for our company” may sound like a sorry excuse to reject them. However, leading, high-performance, high-profit companies emphasize integrating best-fit people into their culture for sound, well-documented reasons.
“Bringing your whole self to work," a term slipped into our people management vernacular over the past 3-4 years: It’s kind of catchy, but what does it really mean?
We hire blind. We start with a job description and then hope the ideal candidate falls into our lap—even though we haven’t been clear about what kind of person is needed for the job. But what if you knew exactly what you needed? What if you could find candidates whose behaviors are appropriate for the job you’re hiring?
I knew about “management by objectives.” Then I learned about “management by biscuits.”
You can learn about management in the unlikeliest places. In this case, it was from Hamish, my out-of-control West Highland Terrier.
We hear a lot in the business world about over-management, specifically the well-documented and demoralizing tendency toward micromanagement. In fact, a 2014 accounttemps survey found that 68% of people who felt micromanaged found it demoralizing. But we hear relatively little about under-management.
Community Family Guidance Center (CFGC) is a non-profit children’s mental health agency with about 65 employees. Most of its employees are therapists and case managers and administrators. Joan Smock is their director of human resources. The Predictive Index (PI) did a question and answer with Joan to learn more about how they use PI at the Community Family Guidance Center.
Have you ever had the feeling that one of your colleagues just doesn’t like you? You might think to yourself, “that person just doesn’t understand me. If they truly took the time to get to know me, I think they would like me.”
Communication is the oil that keeps the engine of your organization running smoothly, and it all starts with management.
"I never met a good manager who wasn’t also a good communicator.” Today, more than two decades later, I still remember the conversation well.
I was discussing “what makes an effective manager” with one of our company’s HR executives.
In order for employee objective-setting to work, it needs to be approached as more than a frustrating bureaucratic exerciseHere’s a counterintuitive observation about setting employee objectives: The longer I was in management, the longer it took me to do them.