Research from SHRM shows that 96% of human resources professionals check references, yet less than 25% of those checks are able to produce adequate information beyond employment verification. What happened to reference-checking? This session will examine where the reference-checking function has come from in the past – when it was a hiring formality that was checked-off and completed over the phone – to its evolution now as an opportunity to collect 360-degree feedback that predicts performance and retention.
RJ’s basic premise is that counter offers come across as fake and forced when provided by a boss or employer who’s been ignoring the employee in question for months if not years. RJ’s on the money with his take on the issue, but there’s an important qualifier that the candidate side needs to understand: You never take an offer to your employer as a conditional resignation expecting that they’re going to counter. As soon as you do that, you’re screwed. You’ve overplayed your hand.
What does it mean though? What is a leader exactly? Many smart people have studied and pondered this question. And many organizations have spent millions on the quest to develop leaders via readings, courses, competency models, feedback, 360 assessments, executive coaches, and more.
Regardless of the cause, it is absolutely critical to regularly take the time and think about, understand, and appreciate the recruiting life cycle from the candidate’s side – the job seeker, the passive candidate, the non-job seeker, and the elusive “A+ player.”
As a time management life coach, I’ve found that many of my clients have a dread of finishing that they keep hidden away—hoping that no one will ever notice that they get a lot of little things done while never quite completing the really important stuff.
Every company wants innovation in one form or another, and innovation comes from creativity. But where does creativity come from? Finding the right kind of inspired individual to bring into your office is sometimes as much a talent as the artistic qualities you’re looking for in the first place. Creatives are often a different breed: less worried about profit, less tied into the world of MBAs and bottom lines, and more adept at populating clouds of big ideas and grandiose designs.
There was no pride of ownership. Instead, our practice was to throw our ideas out into the space between us. Then we’d have at them — turning them over, rearranging them, even attacking them in favor of better ideas. The only thing that mattered was creating something richer, deeper, simpler and smarter. We both believed we could produce something better collaboratively than either of us could working alone. The joy when we nailed it felt magical. It never occurred to us to parse who contributed to what. Until, one day, it did.
We start a day with great intentions. But then people start calling and emailing, asking and directing, and soon we can hardly remember what we wanted to focus on in the first place — if we ever knew. Our days begin to look like frenzied, attempts to get traction while making little headway. By the end of a week, we’ve forgotten what it was we were hoping to accomplish at the beginning of the week. And by the end the year, we’re frustrated that we haven’t moved forward in our most important priorities.
Article Summary Management’s greatest challenge is delivering results through others. Average managers manage processes; great managers manage people. You’ll go further if you spend less time focused on what you want and more time focusing on how to get there. Cultivating your coaching skills enables you to deliver more results through others by focusing on […]