Online Articles

By Jeanne O’Connor, Human Resource Manager, Billtrust “You never get a second chance to make a good first impression.” How many times have these 12 threadbare words been preached to job-seekers? More importantly, how many companies look in the mirror when uttering them—particularly on that day when a new hire first reports for work?

By Joe Lipham, Training Account Manager, Signature Worldwide I thought I had hired the perfect person for the front desk. She was bright, articulate, and eager to learn the hotel business from the ground up. She was going to be my front desk star. I arranged an interview with the front office manager and she agreed: star material! Imagine my surprise and disappointment when two weeks later my new star was in my Human Resource director’s office offering her resignation.

By Matt Pierce, Customer Engagement Manager, TechSmith Corporation Bring your own device—or BYOD—is growing trend in offices across the country; in fact, by the end of this year, 65 percent of companies expect to have some type of BYOD policy in place. BYOD is accelerating the smart phone and tablet markets as it is becoming more commonplace in today’s work environment. Along with many other perks, BYOD provides a unique opportunity for trainers to better engage employees with learning resources and training.

By Richard Elsner and Bridget Farrands Just as a new leader is entering into a major period of uncertainty during transition, so, too, is the organization. The arrival of a new leader is probably the most threatening, unsure, and unsafe period in any worker’s time in an organization. It also can be a period full of uncertain promise. The kinds of questions people ask themselves are:

By Paul Glover Poor Peter. He was so misunderstood. His character and plight, known as the Peter Principle, describes a competent employee who continued to be promoted until he reached a job he did not have the skills to perform, where he was stuck and ultimately failed. That concept was introduced more than 40 years ago, but even today, you may hear comments about employees being “Peter Principled,” and usually those comments are accompanied by a snide chuckle

By David Clutterbuck Talent managementsystems are built upon the assumption that talent can be identified with relative ease and accuracy. This assumption is questionable for a number of reasons. First, in practice, talent is often emergent. It sometimes takes time to become obvious to the talent holder and to observers. Someone may need to be placed in a stretching situation, which stimulates them to exercise a talent, before they recognize it as such.

By Jill Attkisson, Global Insights and Innovations Research Leader, and Carol Sladek, Partner and Work-Life Consulting Leader, Aon Hewitt

By Laura Stack, MBA, CSP

By Tim Toterhi

By Deborah Busser, Consultant, Camden Consulting Group