With an increasingly competitive labour market that favours top candidates, the implications for businesses in terms of attracting, developing and retaining exceptional performers are becoming a harsh reality. Talent management is crucial to delivering on your wider organisational strategy, particularly if that strategy includes growth (organic or aspirational).
For many of us, a large portion of our day is spent at work. In fact, one third of your life will be spent working - that’s 90,000 hours over a lifetime! So, it’s safe to say that what you do during those 90,000 hours can have a major impact on your quality of life.
An article in HuffPost summed things up perfectly – “leadership is freakin’ hard”. Author and leadership consultant Bill Treasurer suggested that the biggest problem is you, because good leaders nearly always start out as bad leaders.
It’s a new year and there are likely plenty of things that you would like to tackle to improve your human resources processes. Rather then being overwhelmed with options or procrastinating about where to start, consider focussing your effort on one area of the recruitment process that is often overlooked - onboarding.
Creating a workplace that is attractive to millennials and centennials, or any specific generation, is crucial to the long-term achievement of organisational goals. Why? Well, millennials have now overtaken baby boomers as the largest generational group in New Zealand – they are the future of your workforce.
With ultimate accountability for ensuring the prosperity of an organisation, boards are increasingly being held to account for organisational culture and more specifically misbehaviour - achieving organisational success by being proactive and operating with integrity.
There was an insightful article that appeared in a recent edition of the Institute of Directors Boardroom magazine that reflected on the need for international experience on Boards of companies with global growth aspirations.
Online business magazine Fast Company published an interesting article last month about how our initial judgments about another person is often a reflection of ourselves – and says very little about the person we’re judging.
When it comes to recruiting new members for your team or a pivotal leadership or governance role, what does winning look like for your business? No doubt everyone involved in the recruitment process has a different interpretation of what success looks like but a proven method to hiring high-performing candidates, is to focus on the problems to be solved by the role, in the short and long term.
Seeking out individuals who align with your company’s culture and values is an effective approach to building a cohesive workplace. Technical skills and competencies aside, the lingering question asked of recruiters is “will they fit with the culture of our business”.
