For years, employers have been hearing that three generations in the workplace is a recipe for disaster. We’ve been told they all have different requirements and approaches to work, particularly Gen Y, otherwise known as Millennials. And woe to those organizations that are unable or unwilling to understand and address those needs.
Maybe you saw it coming, or perhaps it came as a complete surprise – either way, losing your job is tough. For many, it can be a pivotal moment in the trajectory of their life. Will you choose to change your career path or seek a similar role to the one you are leaving? How will you avoid compromising your career goals in the face of financial concerns and the inclination to get back to work quickly?
On October 21st, 2014, HRANB held a professional development session in Moncton, where I had the pleasure to be the guest speaker. The topic was Performance Reviews. After a brief introduction and a few observations from the podium on the current state of performance reviews, we decided to try a unique initiative. Given that we had over 90 human resource professionals in the room, I wanted to have a discussion focused on the best and the worst aspects of performance review systems and processes.
Employee engagement has headlined top business blogs and articles for over a decade and although we are making some inroads, many employers and managers still don’t understand what engagement is—let alone how it can impact their bottom line. Top 500 firms in North America do, however, tend to be more in tune with the benefits of an engaged workforce; namely decreased turnover and significantly increased client satisfaction, revenue, earnings per share and profit (up to 2.5 times that of competitors with low engagement).
Strong leadership is an essential ingredient in organizational success. Understandably, the topic of leadership attracts a lot of attention. Organizations train, develop, align and build capacity to enhance leadership capabilities. Yet, all too often, the focus becomes perfecting policies and plans to achieve operational excellence. Despite the most thoroughly considered strategies, I am constantly amazed by how often leaders completely miss the mark in execution because they don’t have a supportive following.
Nancy Tower saw from an early age what it looks like to jump in with both feet. Her father grew the family’s Bathurst, N.B.-based firm Tower Jewellers from a single store to 16 locations. Spending her summer holidays working in the business, and chewing through HR and marketing talk at the dinner table, ultimately helped drive her to a career in business. Today the 52-year-old mother of three, who exudes a confident, athletic energy, has risen to the highest echelons of Atlantic Canadian business.
The stakes in leadership have always been high, but they are getting higher. Leaders today must execute strategy, drive innovation, and build talent for the future. They are under more pressure and more scrutiny than ever before. But at the very moment we need our leaders to be their best - to be truly great - many leaders disappoint and fail us. Recent studies have shown that only 7 percent of employees trust and have confidence in their senior leaders to look out for their best interests.
You’ve invested considerable energy, time and money over the years to build a strong family business. As you plan for the future, you realize the day will come when you’ll have to hand it over to the next generation and make a graceful exit. As you plan your succession, there are three aspects of this transition that you will want to consider: financial, health and lifestyle. Most entrepreneurs take great care to address the financial issues of tax planning and wealth management with their accountants and lawyers. They also consult their doctors about maintaining a healthy lifestyle.
The Role of Psychometric Assessment in the Selection Process.
So, you`ve thrown your hat in the ring and applied for a new job. You`ve written a captivating cover letter and submitted your polished resume. You have your references lined up and primed. And then you have a screening interview which you nail. And now, the recruiter has asked you to complete a psychometric assessment. Why? What can an assessment possibly tell anyone about you that your cover letter, resume, interview, and references cannot?