Read various articles from OMS
We can learn a lot from all the surveys that are being conducted in business organizations today. But even more can be learned when we stand back and look at these studies in a collective way, especially when they reinforce one another or when they generate opposing conclusions. For instance, looking at two current surveys, one
So says Fast Company in an article in the November 2004 issue. I am not so sure I would choose that same term, though, because it’s not a matter of revenge or settling an old score. It’s just smart management. In another article on the renewal of interest in testing that appeared in Toronto’s Globe
A major cause of unsatisfactory job performance is a failure that occurs right at the outset of the hiring campaign to fill the job. It is a failure to clarify and articulate specific behaviors and performance expectations to all involved in the hiring and subsequent management processes. Unfortunately, too many people involved in hiring cannot
What’s a smile worth? The New York Times Job Market undertook a survey that found that 84 percent of hiring managers in the New York metropolitan area believe a positive, enthusiastic attitude is the most appealing behavior candidates can project during an interview. Two hundred and fifty hiring managers were asked to identify traits and
Training is expensive in both a financial sense and in terms of the time it takes away from operations. It has to be justifiable, and even better, it should be measurable. Some things are trainable and some are not. And naturally, some are in between. Teaching knowledge and transferring skills works, but attempting to reshape
