by John Boudreau, Ravin Jesuthasan and David Creelman
Should you hire as if your workforce will stay a month, a year, or their entire career? The answer makes a big difference in the qualifications you set, how well candidates must “fit” with the job, the team or the organizational culture, and the “deal” you offer. A traditional employment model may work for some, while a model based on short-term employment may work for others. At the extreme, it may be best never to “hire” your workers at all, or to “fire” and “hire” them several times. Leaders need solid principles to build talent strategies that fit the situation, with an optimization approach. Too often the necessary principles for optimization are lost in the chorus of divergent views and pithy examples. This chorus can also obscure the need to question long-held assumptions. Letting go of those assumptions may be the key to seeing new options that make optimization possible. Continue reading →
At ISSG, we’re curious to know how this proverb applies to executives as they look to bring in new talent – and think you might be too! To explore how perceptions, values and worldviews influence hiring decisions, we are planning a series of blogs/interviews with Senior Executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership.
Here are the types of questions we’ll be asking:
If you only had 5 minutes to interview someone, what would you ask?
What leadership tip do you wish someone gave you when you were starting out?
What has made the difference in your own leadership development?
How do you determine if someone has potential?
What are the primary characteristics that you will be looking for with new hires that did not play a significant role in hiring previously?
Our objective is to provide you with a unique opportunity to gain insights from Senior Executives – and a platform to get a little visibility yourself!
If you have a question that you would like answered, or would like to be one of the folks we interview, please let us know by submitting your ideas to: SURVEY
Shifting careers is often hard to explain. Whether you’re moving from one department to another in your own company or starting over in an entirely different field, you’re likely to face a litany of rejoinders: Why would you want to do that? Isn’t that a little risky? Are you really qualified? Others won’t raise any outward objections, but privately, you can tell they’re skeptical.
The most important step in getting others onboard with your career transition is crafting a compelling narrative. It’s a tool often overlooked by “professional reinventers,” but it can be a critical determinant of success in winning others’ support for your professional goals and vision for the future. Continue reading →
Even if you’re a management professor, starting out at a place feels weird. Such was the case for Francesca Gino, who left the Univerisity of North Carolina for Harvard back in 2010.
It’s 2010 and Francesca Gino is just about to start teaching at Harvard Business School. She was excited yes, but also “a little anxious” about meeting the standards of her new organization–proof positive that starting at a new place is a heady experience, even if you’re a professor of management. Continue reading →
This article was written by Jane Sunley, CEO of Purplecubed.
Most of us have been there – a job offer is made, accepted and notice period worked. During this time the new employer sends a contract and details of where the new starter should go on day one. Then silence… very little, or no contact, is made until the new recruit turns up at 9am on their official start date.
Notice periods tend to be at least a couple of weeks; 14 days or more of the new employee steadily moving backwards down the excitement scale – from elation after accepting an amazing job, to interest upon reading the contract, wonder; what might the job entail until the nerves kick in, fear around the first day – where to go, who to ask for, will they like me, will I like them? Continue reading →