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A foundational aspect of talent management is developing employees. Undoubtedly, your organization is engaging in efforts to develop its employees. Acknowledging this, I have a question for you: What form of development does your organization focus on and prioritize?
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One of the human resources’ most noble tasks is building up employees now and in the future. Upskilling workers helps them know their employer values them and wants to empower their careers, and businesses know that investing in employees helps keep them engaged and equipped to handle their jobs.
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We stand on the precipice of a second global pandemic – but one that we cannot track with a thermometer or detect with a rapid test. The mental health crisis is upon us – and is already deeply rooted within your organization, from your eager entry-level Sales Reps to your C-Suite.
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Mentoring and coaching are two great ways to help employees grow and succeed. While both tools share the basic goals to increase employee performance and help employees reach their full potential—mentoring and coaching are very different.
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The fundamental value proposition of leadership and the expectations of followers are in a state of flux. Decades of leadership research is calling into question traditional models of leadership that involve hierarchy, “command and control” direction-setting, and accountability as singular focal areas.
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The history of coaching can be traced as far back as to Socrates (427 BC to 347 BC), who suggested that people learn best when they take personal responsibility and ownership of a given situation. The word “coach,” however, originates from “Kocs,” a village in Hungary, where high-quality carriages were produced.
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Managers should strive to build cultural alignment. Your employees should align with the organization’s mission, vision, and values. As is so often the case when you are a manager, the place to start is not with them but with yourself.
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Let’s face it: even the best coffee in the world, a fridge full of fancy sparkling water, and a floor filled with foosball tables fail to fulfill employees if they’re fundamentally unhappy.
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HR.com prepares HR leaders to be strategic business leaders by curating and delivering best-in-class products and services so you don’t have to waste time seeking out content on your own.
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Whether our organizations are trending toward growth or navigating through an economic downturn as a result of a pandemic, we look to leaders to lead the way. We expect them to have the ability to safely steer us around the pitfalls and perils of the business landscape.
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