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STRATEGIC HR
2011 - Posts
There's more advice today, but does it fully address the challenges?
At least one guru has it right — pay well, distinguish strategy from admin
We're swamped with articles, so why are some so far out?
Article in CFO magazine calls for 'driving' HR professionals into making more strategic decisions
What's new about CEOs protesting they value HR? Quite a lot, actually
As the debate goes on, many are quietly moving on up
Sometimes it seems HR has to be involved in every aspect of the business
Leadership belongs to those who 'take' the lead – and HR should grab the reins of measurement and social media
Employees have a role to play in ensuring their own job security
You can't promise total job security, but it's key to engagement
Picking out useful from useless information isn't as easy as it should be
Understanding strategy starts with understanding your own career plan
2 significant changes significantly modify how HR strategy is applied
Pitt's new film, Moneyball, is a must-see for anyone interested in how effective leadership is evolving
Enduring basics explain engagement, yet supposedly enlightened companies still fail at it
When S&P downgraded the country's credit, it gave a startling reason — failure of leadership
'Talent' is a misleading term for many executives
Comments from new president of Black’s Photography on refreshing
Effective HR strategies are the most powerful force for future business results, but boards of directors have established faith in the financial side over the people side
I lost it during online discussion on engagement and diversity
News stories highlight change being driven in HR, leadership
Global ranking puts Canada 5th, but bottom line is there is plenty of room for improvement globally
Theories abound, but there are more questions than answers in the early days of the information tsunami
Unlike in 1894, executives cannot settle for simply having their instructions carried out — constant input is needed from every level
Weakness in any of the legs — compliance, measurement and talent management — can cause a collapse or, at a minimum, rickety performance
But we need to want to change, and steel ourselves for feedback
Research suggests last economic meltdown caused in large part by greed and lack of risk-consciousness of many leaders — in short, character flaws
Let’s learn from new kinds of leaders in the present, rather than be instructed by what appeared to succeed or fail in the past
Walking the fine line between following up and nagging
Google’s research gives us the answer, now we just need to get there
Google unveils 8 keys to leadership — but if you're hoping this is the ultimate proof to get C-suite buy-in, don't hold your breath
Combine mountains of information with busy schedules, and it’s hard to pick out what’s valuable
We generally know where management needs to go, but don’t know how to get there and make it stick
Managers should care about people, despite what some experts claim
Swallow your pride, stick your neck out and accept that failure is sometimes an option
Innovation about pushing your view and encouraging that from others
Many leaders strive to be, or at least appear to be, right all the time — and that’s fatal
Senior execs who refuse to improve engagement, individual innovation are no different than smokers who prefer to huddle in the cold despite the health risks
A couple of minor techniques for developing new, better habits that actually could be very important
Encourage managers to try small jumps, take relatively small risks and see who emerges
People aren’t born with talent — it takes 10,000 hours of solid work to produce a ‘genius’: Author
New book makes us question prevailing pessimism, and highlights fact we can solve almost any problem by building our capacity to innovate
It’s time for great leaders (and every organization has them) to identify each other and collaborate to change their culture
We have to convince all our positive leaders to coach every possible individual they’re in contact with if we hope to see a ‘tipping point’ in our lifetime
Julian Assange turns his sights to the corporate world — and raises a host of questions for employers
We have to find better ways of ensuring inclusiveness, not only in hiring or accepting people who are different, but in terms of including differing interests and agendas
Our thinking tends to be biased to see things as we want to see them and to be overly optimistic about our own powers of observation and thinking
Our tendency to see things primarily as they affect us has clear implications for leaders’ behavior
Satisfying the ‘measurement demons’ isn’t always possible – or necessary