April 22 , 2019

Latest Posts

The Future of HR From a Shareholders Perspective (Part 5 of 6)

Part One | Part Two | Part Three | Part Four THE FUTURE OF INDIVIDUAL HR DEPARTMENTS Having established the principles that will guide the shareholder aligned future of the HR function overall, it becomes clear that a majority of the traditional transaction oriented HR departments will be incapable of delivering the results needed and will need to change dramatically. …

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Making Your Employee Referral Program Work Smarter — Follow-Up Questions and Answers, Part 2

Based on the registration response and volume of questions submitted during a recent ERE webinar on Making Your Employee Referral Program Work Smarter, clearly many organizations have retooling their programs on their agenda. With nearly a question a minute coming in from the hundreds in attendance, responding to all simply wasn’t possible. What follows is Part II of the public questions …

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The Future of HR From a Shareholders Perspective (Part 4 of 6)

Part One | Part Two | Part Three “Shareholder Aligned” Performance Culture Principles (Continued) If you missed the first part of this list, check out part three of this series. Build a competitive advantage – to establish industry dominance through talent, every talent practice must be periodically benchmarked against the practices of known and developing talent competitors and upgraded to …

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Making Your Employee Referral Program Work Smarter — Follow-Up Questions And Answers, Part I

The performance gap between the very best employee referral programs and the typical program is growing dramatically wider each day. Benchmark organizations dedicating resources and formally managing their programs are very close to producing 50% or more of all external hires from their programs — nearly double that of the average firm. They are also using their employee referral programs …

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2010/2011 ERP Benchmark Study Pre-registration

Thank you for your interest in participating in our 2010/2011 Employee Referral Program Design and Performance Benchmark Study.  We are currently finalizing the study structure and timeline.  Please fill out the following pre-registration form and we will notify you via e-mail when the study kick’s off. {chronocontact}2010ERP{/chronocontact} Print Friendly

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Advanced Employee Referral Programs — Best Practices You Need to Copy

ERP

40 Practices That Distinguish Great from Average The following list is separated into eight categories, based on what the composite practices are trying to accomplish. Benchmark firms are highlighted in parentheses. Improving the Business Case for ERPs The best referral programs are well-funded because they have convinced business leaders and managers on the business impact of employee referral programs. ERP …

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A Checklist for Predicting Corporate Disasters — Is Your Firm the Next BP?

Do People-Management Factors Cause Failures? In recent years, numerous scandals and disasters have demonstrated the far-reaching impact of corporate policy, and more importantly corporate practice. While firms like Enron, Bear Stearns, and “systems” best practice icon Toyota had well-documented processes, policies, and procedures, they also all engaged in management practices that led people to make bad decisions that ultimately cost …

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The Future of HR From a Shareholders Perspective (Part 3 of 6)

Links to: Part One | Part Two “SHAREHOLDER ALIGNED” PERFORMANCE CULTURE PRINCIPLES GUIDING THE FUTURE OF HR Having looked at the purpose and the service delivery model for the HR function of the future, the next phase in redesigning HR from the shareholders perspective is to establish a set of characteristics or principles that programs leveraged to fulfill the purpose …

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“The Future of HR” From a Shareholders Perspective (Part 2 of 6)

CLEARLY DEFINING HR’S PURPOSE AND PRIMARY CUSTOMER In part one of this series I outlined why I believe public companies are about to experience a significant uptick in shareholder interest/involvement in talent management practices.  Large investors interested in protecting their investments are paying more attention to how the companies they invest in are run.  The factors driving their interest are …

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