August 2017

  • Why Companies Overlook Great Internal Candidates

    While the days of retiring from one company after a 40-year career may be long gone, many believe that the pendulum seems to have swung far into the opposite direction. In July, for example, voluntary turnover reached a level not seen since the pre-recession days of 2007, according to the Bureau of Labor Statistics. And the much-documented job hopping trend might seem to indicate that employees have left company loyalty in the rearview mirror.

  • 6 Traits That Predict Ethical Behavior at Work

    Trust and openness are crucial elements of an ethical organizational culture. Only when employees are able to voice the problems they see can ethical lapses be discussed and resolved. A first step in building this kind of culture involves a hiring approach in which companies actively seek those individuals inclined to speak up when ethical challenges surface. Based on findings from the behavioral sciences, some individual dispositions deserve every screening committee’s attention.

  • The Most Desirable Employee Benefits

    In today’s hiring market, a generous benefits package is essential for attracting and retaining top talent. According to Glassdoor’s 2015 Employment Confidence Survey, about 60% of people report that benefits and perks are a major factor in considering whether to accept a job offer. The survey also found that 80% of employees would choose additional benefits over a pay raise.

  • Research: Black Employees Are More Likely to Be Promoted When They Were Referred by Another Employee

    Firms that rely on current employees to refer new hires could end up with a less diverse workforce. After all, “who you know” often mirrors “what you look like.” Hiring through social networks may especially disadvantage women and people of color, who may have fewer ties to firms that are dominated by a white, male workforce. Disadvantages at the referral stage may also affect career outcomes that are further downstream (e.g., promotions, assignments, job satisfaction).

  • 3 Small Things Every Person Can Do to Reduce Stress in Their Office

    In a world of tight deadlines, it’s no wonder that some of your stress might seep out and affect your colleagues. But — because they’re under pressures of their own — you risk perpetuating a vicious circle, where you mirror and magnify each other’s frenzy. You can’t control their behavior, but you can take charge of your own.

  • Why Delegating Tasks Before a Vacation Never Works

    Has returning to work after your vacation left you feeling less than refreshed? Have you stared in disbelief at unfinished work you believed had been carefully assigned to others during your absence? If so, you are not alone. But at the risk of blaming the victim, you may be more responsible for your fate than you realize. These feelings may be a sign that you need to reassess your overall approach to delegation. The time to do this is way before you prepare for your next leave.

  • How to Support Employees’ Learning Goals While Getting Day-to-Day Stuff Done

    Many of the most successful people had to fight tooth and nail for opportunities to learn new skills and advance up the corporate ladder. That’s often because what they wanted to learn and achieve wasn’t in sync with what their bosses wanted for them. You’re not a data scientist. You’re not cut out for engineering. Sales isn’t what you do. Lines like this are still used all too frequently when employees tell their managers that they want to move in a new direction.

  • When Employees Think the Boss Is Unfair, They’re More Likely to Disengage and Leave

    It’s impossible to know when managers act on unconscious biases. But it is possible to ascertain when an individual perceives bias against them. In gathering research for our report Disrupt Bias, Drive Value, we decided to take a different approach to studying bias. Rather than looking at managers’ actions, we focused our attention on the employees — particularly, their experiences.