Read various articles from OMS
As we all know, truth exists on different levels. What is true in one situation is not true in another. With people decisions, complete distortions of reality are not the problem we face. Far more injurious and costly are those subtle partial truths that people carry around and use as the platform for their decisions.
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It’s just a matter of time, isn’t it? With every persona, real and fictional, someone gets the notion to write a book of lessons we can learn and apply to management. Considering how fast the latest Harry adventure has jumped off the shelves, I suspect that right now someone is working hard to turn Harry’s
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Most recruiters and managers like to think they are looking for people who are unusually talented and creative. But can you really differentiate people with unusual capabilities from those of those of lesser potential early in the hiring process? Actually you can, and here’s one way of doing it. Give the candidate a job to
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Why are you interested in a candidate’s motivation? If you are like most interviewers, it is because you believe that if you understand what makes the person tick, it will help determine if the person will do a good job. That’s true, and it will, but even more importantly, it is motivation that determines how
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“I don’t like my job, I don’t like my company, and I’m staying right where I am.” This is how Tom Davenport of Towers Perrin describes a key finding of a survey his company conducted recently. Although 17% of the people surveyed are disengaged from their work and 63% are only moderately engaged, just 28%
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