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The purpose of this paper is to reviews the latest policies in recruitment and retention, paying particular attention to initiatives at UPS.
Abstract
Purpose
The purpose of this paper is to reviews the latest policies in recruitment and retention, paying particular attention to initiatives at UPS.
Design/methodology/approach
This briefing is prepared by an independent writer who adds his own impartial comments and places the articles in context.
Findings
Hiring the most highly‐qualified candidate for a job, whether recruiting from a prestigious business school or tempting a “star” performer from a rival company, may be counter‐productive. Some organizations have come to the conclusion that “good quality” rather than “star quality” recruits stay longer, and that nurturing and developing talent rather than buying it in, is the best way forward.
Practical implications
Provides plenty to interest top executives who specialize in recruitment and retention.
Originality/value
Illustrates why talent management should be high on the human resource agenda.
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The purpose of this paper is to discuss the importance of having conversations with staff regarding organizational change and financial futures.
Abstract
Purpose
The purpose of this paper is to discuss the importance of having conversations with staff regarding organizational change and financial futures.
Design/methodology/approach
This article refers to several relevant works already published.
Findings
The book and articles discussed provide guidelines for preparing for and having staff discussions.
Originality/value
This point of view is based on the author's experiences and actions on related matters.
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Many contemporary approaches to talent management are unaffordable. This paper seeks to summarise some key findings of a five‐year investigation into quicker and more affordable…
Abstract
Purpose
Many contemporary approaches to talent management are unaffordable. This paper seeks to summarise some key findings of a five‐year investigation into quicker and more affordable routes to creating high performance organisations. It aims to suggest a practical and much more cost‐effective way of quickly achieving multiple corporate objectives and measurable benefits for both people and organisations is often being overlooked.
Design/methodology/approach
A programme of critical success factor, “issue” and other surveys was complemented with a five‐year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.
Findings
Recruiting exceptional people – even if affordable – can create a host of problems if they are not properly managed, which is often the case. Paying for talented people may make little sense for organisations that cannot harness or capture and share what they do differently. Talent needs to be relevant to what an organisation is seeking to do and critical success factors for excelling in key roles, and what top performers do differently in these areas captured and shared.
Research limitations/implications
Evaluations of performance management need to consider all the objectives that are beneficially impacted.
Practical implications
One can avoid certain general, expensive, time consuming and disruptive corporate programmes in an area such as talent management and adopt quick, focused, cost effective alternatives that generate large returns on investment, and quickly deliver multiple benefits for people and organisations. Performance support can enable average performers wherever they may be to excel at difficult jobs.
Social implications
A wider range of people can be helped to do difficult jobs.
Originality/value
The paper summarises the main findings of an investigation that has identified deficiencies of contemporary approaches to talent management, identifies an approach which if strategically adopted can enable relevant talent in terms of how to excel at key roles to be developed as and when required, and sets out the benefits of Talent Management 2, of which performance support is a central element.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Finding high potentials and keeping them are different issues, covered by Anders and Fernandez‐Araoz et al. respectively. Anders makes the point that imaginative recruiting policies can stop much talent going adrift or never being discovered. As Fernandez‐Araoz makes clear, smart business practices can keep many of the real talents on board. Greengard's article is a useful “state of play” look at some issues affecting hiring in the USA and the economy generally. It's hard to draw clear‐cut conclusions about the outlook but to some extent that's the point about the uncertain economic times in which we live.
Practical implications
The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.
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The purpose of this article is to examine the applicability of design thinking to the strategic role of talent acquisition in organizations. While design thinking has become part…
Abstract
Purpose
The purpose of this article is to examine the applicability of design thinking to the strategic role of talent acquisition in organizations. While design thinking has become part of popular lexicon in contemporary design and engineering practice, as well as business and management, its principles can be seamlessly applied across multiple disciplines and industries. The premise is that by knowing about the process and the methods that designers use to ideate, and by understanding how designers approach problem solving, individuals and businesses will be better able to connect with and invigorate their ideation processes to take innovation to a higher level.
Design/methodology/approach
The methodology used was based on empirical research drawn from the authors > 20 years of experience in the industry as also secondary research, which has been appropriately referenced in the attached article.
Findings
The process of developing talent relationships forces managers to develop a more outward-looking view, staying on top of cutting-edge trends, building their company’s image and staying in sync with customer expectations. This is but the essence of the design thinking methodology – taking insights from people at the various stages, touch points of the process and build from the outside-in rather than from the inside-out.
Originality/value
The article is an attempt to articulate the challenges that confront organizations today as they compete for talent in the changing talent marketplace. Hopefully, the document will elevate some awareness and discourse on the subject and finally concretize on a roadmap that turns its talent acquisition into a strategic advantage with visible impact on the bottom-line. In essence, the article is about creating innovative efficiencies within the recruiting function.
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Jillian Williamson Yarbrough and Leslie Ramos Salazar
During the coronavirus disease 2019 (COVID-19) pandemic, employers struggled to develop virtual onboarding (VO) experiences among new employees. Prior research has examined VO…
Abstract
Purpose
During the coronavirus disease 2019 (COVID-19) pandemic, employers struggled to develop virtual onboarding (VO) experiences among new employees. Prior research has examined VO processes. This study, by contrast, compares online commentaries in relation to current research findings to determine a functional description of effective VO.
Design/methodology/approach
Using a qualitative, inductive thematic analysis, the researchers explored new employees' online, anonymous, public commentary about the employers' VO experiences. Through analyzing 83 posted communications, the researchers sought to not only categorize themes, but to also identify meaning within the employees' commentary. From the thematic analysis, meaningful themes were established and compared to existing literature to identify comprehensive trends in effective VO.
Findings
The analysis developed nine themes of discussion question (DQ) prompts and nine themes of discussion responses. The professionals' online discussion about VO in the workplace as well as attributes of each theme was compared to contemporary VO research. In combination with a review of established literature of effective VO and an examination of organizational socialization theory, the study confirms that some virtually onboarded employees are excelling with, and some are challenged by the communication deficiencies of the remote experience. Employee experiences are highlighted to develop a description of contemporary effective VO experiences to support future workplace efficiencies.
Research limitations/implications
Data were gathered via Blind and each response shared on Blind is subject to the viewpoint of the participants. For future research, face-to-face interviews might offer context regarding new hires' VO experiences. Also the generalizability is impacted because not all participants of VO participate via Blind. Participant bias is possible given the perceived dissatisfaction or negative experiences. Future research can perform a national random study of employees. Finally, the data and participants in this study were USA based. Future research should consider other international contexts such as Europe.
Practical implications
The thematic findings of this study yield valuable practical recommendations. New hires that experience VO are seeking improved virtual communication channels between themselves and the managers and colleagues of the hires. As such, corporate managers/trainers can implement a virtual mentoring program to have senior employees prepare and guide new hires into employees' new remote working environment to reduce employees' uncertainty. To improve VO processes in a post-pandemic society, corporate managers/trainers can incorporate social media communication given that employees participate in social media to develop their careers. With social media work groups, new virtual hires can be better socialized through effective peer-to-peer informal internal communications where the hires can freely ask questions and build better work relationships.
Social implications
In each onboarding experience and evident in each of the five themes, learning is an underlying concept. New employees are describing that it is challenging to development organizational shared values, skills, attitudes, knowledge, abilities, behaviors and relationships in a VO process. As organizational leaders continue to develop VO experiences, a focus on learning as dependent on the virtual learning process and content can be significant in terms of creating a positive employee VO learning experience.
Originality/value
The findings are unique in exploring new hires' self-reported VO experiences. This study offers insight into effective VO practices such as developing virtual trainings that are well planned, engaging and supporting of relationships, collaborations and career goals.
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There are five ideas at the center of the endlessly debated and recycled findings and insights on leaders and leadership that produce a stream of leadership books. The paper aims…
Abstract
Purpose
There are five ideas at the center of the endlessly debated and recycled findings and insights on leaders and leadership that produce a stream of leadership books. The paper aims to help practitioners separate the hype from the proven.
Design/methodology/approach
The paper assesses the five big leadership ideas, proposes four research challenges and offers five prescriptions for leadership improvement.
Findings
The five big ideas are as follows. Character – competent (get the right job done) and ethical (act with integrity) are at the essence of character. No best way to lead – no single model fits all situations. Today, the favored model for leadership is the self‐effacing, humanistic individual; co‐creation of unique customer value is today's mantra for enlightened leaders. Leaders must collaborate – good leaders design and manage a collaborative process of decision making and conflict resolution to which all the stakeholders subscribe. In the absence of such a process, implementation of strategy falters or fails. Adaptability is key to longevity – helping organizations adapt to change is perhaps the single most important leadership competency. Leaders are self‐made – although leadership theory and principles can be taught, effective leadership behavior must be learned.
Practical implications
Managers can use the paper's insights to discount the hype used to promote many leadership books and training.
Originality/value
The paper offers a broad, long‐term perspective on leadership theory and practice.
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