Human resource management, management, sensemaking

Gen Y’s Self-fulfilling Prophecy

Is long-term employment kicking back? There’s a lot about values and the need fro rethinking the HR function in this post. I believe it is so related to my recent post on the HRPS global conference (watch the video here: HRPS Video)

data point tuesday_500

Accenture recently published its 2013 College Graduate Employment Survey Findings. Lots of great data. Especially if you plan to hire recent college grads. In fact, some of the data are surprising.

One of the important takeaways is that employers have unrealistic expectations for the skills of the hires they make out of college. They think these young people should be able to hit the ground running and are surprised and disappointed when they don’t. And to compound the problem, these employers are not investing in training initiatives to get the newly hired up to speed in the short term or effective in the long term. This is all pretty logical. It’s good data and if you plan on hiring entry level employees from the ranks of the newly graduated, you should read this.

But here’s what caught my attention. It’s about the willingness to commit. And it isn’t the…

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management, sensemaking

When good people work for bad companies

We need to escape the feeling that things have to be like that. It is no excuse to think that if you do not act like that anyhow the company will find somebody else who will. There is no ‘need to’, it is always a matter of ‘choose to’.

Management Briefs

By Bronwyn Fryer in HBR Blog Network  Article

“You consider yourself to be a decent person. You pride yourself on your conscience, and are discerning in what you buy and consume. Yet every day you get dressed, eat breakfast and go to work for a company you think hurts other people and the planet.

This presents a terrible conundrum for millions of us. Too many industries do harm in the world — whether through their actual practices, their lobbying efforts, or their treatment of the environment or of workers. They have lofty mission statements and attempt to mitigate this harm by donating to some good causes. But part, or all, of their bottom line is built on doing or abetting bad stuff.

Meanwhile, in this flagging economy, many of us are glad to have work at all. It’s difficult to think about quitting a decent-paying job simply because of…

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management, sensemaking

It is all a matter of trust and meaning


Trust is a scarce resource and as the resource based view (RBV) of the firm would argue, you need to compete for it. However, trust is something you do not buy on competitive markets, it need nurturing and patience. Trust is the outcome of relational processes whereby organizations and customers, citizens, employees, etc. invest into shared expectations, long-term relations, empathy and support. Business needs to realize that it exists BECAUSE people support its legitimacy. Business is business, but no business can be business without MEANING to its stakeholders. Being a CEO means being able to sense what is going on, and Diamond took too much time to realize it, but he eventually DID. Ironically, he is not being lead by ethics, but by instrumental values. He could have realized it well in advance, had he been able to confront with people who really hold different ideas than his and his immediate reports. That is what Corporate Sense Making can do: challenge common assumptions and shared beliefs that make corporate boards lose track with reality. but REALITY is out there!

Barclays boss Bob Diamond: Bankers must be better citizens to regain trust | Mail Online.