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 Job Descriptions - Getting Down to the Essentials
The job titles wrong and the descriptions contain almost no information relevant to the jobs as they exist today. Your mission: Revise the job descriptions so they accurately describe the jobs without exposing your employer to legal risks. Trish Lewis and Susan Amason tackle this menacing task. |
The Future Workforce is Here and is Ill-Prepared
Most young people entering the U.S. workforce lack critical skills essential for success concludes a report conducted in April and May 2006 by The Conference Board, Corporate Voices for Working Families, the Partnership for 21st Century Skills, and the Society for Human Resource Management.
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 Social Intelligence: The New Science of Success - summary
Authors: Karl Albrecht
In Social Intelligence, Albrecht explores Social Intelligence (SI), a dimension of MI, which he defines as the ability to get along well with others and a set of practical skills (situational awareness, presence, authenticity, clarity, and empathy) for interacting successfully in any setting.
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 Not Just for Big Companies! Best Practices for Deploying E-Learning in Small & Medium-Size Businesses
HR and Training Managers at organizations with 1,000 employees or less must tackle unique challenges when developing and deploying an e-learning strategy. Facing budget and technology constraints plus limited time and resources, these learning leaders still shoulder responsibility for the successful roll-out of technology-based learning solutions and demonstrating the value that learning brings to the organization.
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October 18, 2006 at 1:00 PM ET
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How to reduce the high cost of turnover due to heavy workloads: IBM's Solution to this Vital HR concern.
One of HR's most important issues today, yet most often unaddressed, is attrition due to heavy workloads. A 2004 national study by the Families and Work Institute on Overwork in America found that almost half of US employees are overworked, 1/3 chronically overworked. No matter how you define it, an employee who feels overworked is more likely to make mistakes, feel angry at the employer, burn out and potentially leave, taking all their knowledge, talent and training hours with them. IBM's internal surveys found that heavy workload inhibited an employee's ability to provide quality service to customers, posed a serious threat to employee retention, and sapped energy for creativity and innovation. To address this vital issue, IBM teamed up with ClearPicture to develop practical, high impact solutions that could be implemented immediately to improve individual, team and business performance.
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November 8, 2006 at 1:00 PM ET
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