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Morale Busters at Work
As an entrepreneur, hiring the right people was a concern that occupied my mind often. I've gathered various lessons through each of the three technology companies I’ve been involved with building up.
Jeff Howe is a contributing editor at Wired Magazine, where he covers the entertainment industry, among other subjects.
White papers, presentations, case studies, webcasts & blogs relevant to your job.
Increasingly businesses and nations need to develop strong local labor markets as well as legal international labor sources, especially in core industries like manufacturing, agriculture, and construction.
Measuring Up 2006: The National Report Card on Higher Education, a study by the National Center for Public Policy and Higher Education, underscores what a September 2006 New York Times editorial characterized as "ominous trends." No kidding
Dan Wooldridge writes on the challenge for small and mid-sized businesses to think and act more innovatively about employee retention issues.
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A Spherion report that, though "companies spend more than $70 billion a year on employee training programs, workers simply have not responded with any enthusiasm," underscores how critical it is that we shift our focus from training to learning
Dan Wooldridge shares a biblical insight that will increase a personal effectiveness in developing others an organization.
Bradley J. Moore reflects on the hard job of firing someone who isn't performing (and from all appearances never will...at least in the role he's in).
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You, the hiring manager, meet the candidates, perhaps for lunch, explain what the job needs are, ask a few questions about their experience and interests, sell the job a bit, and respond to questions. If it looks like a mutual "go" for one or more finalists, your assistant organizes a day of interviews with some key members of your team. Current practice for "organizing" the interview sequence is like a fourth-grade fire drill. On the day of the interviews, two scheduled interviewers have crises to address, and so substitutes are thrown in at the last minute. The candidate is asked to be flexible, interviewing with a partial group. Most interviewers are ill-prepared, fumbling through candidate résumés for the first time --"uh ... tell me about yourself." Interviewees consider this day a hodgepodge of redundant, superficial, shallow interviews. But it's typical.Bradford D. Smart, Ph.D.
Topgrading - How Leading Companies Win by Hiring, Coaching and Keeping the Best People , (p. 79), Prentice Hall, Inc., 2005
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