Human Resources

How to Find a New Job 2025: Top Tips & Effective Strategies
Last November in honor of Thanksgiving, I discussed the need to practice gratitude in a post. Studies on gratitude show that people who practice it have lower levels of stress hormones in their blood, are in better physical health, sleep more and are happier (The Positivity Company). And while these benefits of gratitude affect the practitioner of gratitude(sometimes referred to as one having a gratitude attitude) they also have an impact on the receiver of the practice. As mentioned in my post last year, it creates a win-win. In HR we are often looking for the win-win and we spend hours trying to figure out ways in which to create it and build it into our cultures.
Headhunting is a specialized recruitment process where firms actively seek and approach highly qualified candidates for executive or specialized positions. Unlike traditional recruiting, which often relies on job postings and candidates actively applying, headhunters take a proactive approach. They identify and reach out to top talent, even if they aren’t seeking new jobs. Headhunting firms …
Employee incentives play a vital role in boosting motivation, increasing engagement, and improving retention within the workplace. A well-designed incentive program shows employees their contributions are valued, fostering loyalty and productivity. These programs can address various needs, from financial rewards to personal growth opportunities.  Incentives fall into three major categories: monetary (e.g., bonuses, raises), non-monetary …

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If you ask a number of people what is HR's number one priority or responsibility, you'll most likely get a number of different responses based on who is answering the question even if two of those asked are in the same position. People are egocentric by nature. They tend to view things from their own experiences and needs. Below are a few examples
Some days I long for the days of just knowing and doing my part for the cave, but that was a long time ago. It was more basic then. I taught myself. Not really. I observed and modeled the behavior of others, my elders. They knew what to do. Sometimes, I saw what they did …
We have to understand and cater to our worker’s needs now more than ever for a company to be successful. I’ve been mulling over this for some time–since I received the following comment: In the past few years the training field perhaps more than any other has been undergoing tremendous transition and evolution–from a warm-and-fuzzy …
My favorite part of summer is watching my kids play baseball. My oldest son has played with the same coach for three years. For the first two years, the team was mostly the same players and the team worked well together on and off the field. But this year is a little different. This the first year, the coaches picked players from a draft (no parent requests for a coach) and it is also the first year that some of our players were eligible to participate in a travel team. So the team has only four of the original players. It's an entirely new dynamic.
In response to one of my articles, someone asked me, “Since when did training become part of a company’s success strategy?” Or, something like that. I think it was when companies started giving employees the freedom to control their professional destinies. At least that was when it became necessary. Before then, employees were told every …
n multiple recent posts, I discussed techniques for building training that is more likely to result in actual learning. And while I believe that effective training is an investment that will yield a very positive ROI for companies, organizations cannot ignore where the majority of actual learning takes place. The majority of learning in an organization is a result of informal interactions. Employees learn by observation and dialogue with peers, leaders, managers and others. They learn limits by watching reactions of their supervisors and the consequences that come with pushing the limits. It is also within these same interactions with peers, leaders and managers that can make or break the learning transfer after a training session. So while training and HR departments are building programs to develop skill sets or improve performance, the real change happens in the culture. And the culture is built by all those interactions and observations that occur "back on the job."
In training, using what tools and methods work in any given environment has to be what we are about. While the e-learning design process is certainly not my specialty, it is the specialty of Tobias Jedlund, winner of the Best eLearning Designer award, who is my guest blogger today. You can reach Tobias at [email protected]. …