The Marketing Conversation

On May 24, 2011, in HRExaminer, More2Know, The Go/The-Know, by John Sumser
When you look at the majority of the material that flows from the marketing departments of our industry, you have to wonder if the idea that ‘markets are conversations’ ever penetrated our world. Loud shouting and ridiculous claims drown out any possibility of nuanced conversation. It is completely impossible to tell the difference between one vendor’s claims and the next.
 

HRExaminer v2.20

On May 20, 2011, in HRExaminer, Weekly, by John Sumser
Sex and the CEO: You'll Need Street Cred. Street credibility is an HR leader's currency that buys the right to interject themselves into sticky situations where people might think you don’t belong. It's built over time and involves a good bit of give and take, and no SHRM program is going to show you how […]
 

Maturity Models: Oh Grow Up.

On May 20, 2011, in HRExaminer, by John Sumser
Earlier this week I was in Austin Texas where I attended and presented at the Lumesse Customer Conference (formerly StepStone Solutions). This is a presentation on Talent Management Maturity Models from research and analysis I’ve conducted in my role at HRxAnalysts.

Not Your Step(ping) Stone

On May 19, 2011, in HRExaminer, by John Sumser
This is definitely not your mother’s StepStone. The re-branding of StepStone Solutions to Lemesse, designed to communicate the operation’s independence (through a management buy out) from the fabled European Job Board, is symbolic of an inflection point in Lumesse’s trajectory. With dramatic year over year growth in Europe, the company is ready to build on its tireless incremental growth in the United States.
 

Dead Again: The Resume Keeps On Ticking

On May 19, 2011, in HRExaminer, More2Know, by John Sumser
I’ve been writing about the Human Capital Industry for most of two decades. Over that time, I’ve made a lot of forecasts and predictions. A surprising number of them were right on target. Unfortunately, a fair number were way, way off. What about my predictions for the death of the resume? This past month, I’ve been involved in any number of conversations about the future of the resume. The LinkedIn IPO has made that a hot topic. I’m not so sure that the resume is dead.
 

Results: Your Turn To Vote Poll

On May 18, 2011, in HRExaminer, by John Sumser
Last week our Editorial Advisory Board answered a poll question for us about confidential compensation data and then we gave you a chance to cast your vote. The results are in! Take a look at the results below and drop us a note with any additional comments you have.
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Sex and the CEO: You’ll Need Street Cred.

On May 17, 2011, in Editorial Advisory Board, HRExaminer, Kris Dunn, by Kris Dunn
Street credibility is an HR leader’s currency that buys the right to interject themselves into sticky situations where people might think you don’t belong. It’s built over time and involves a good bit of give and take, and no SHRM program is going to show you how to do it.
 

The Hidden Dimension

On May 16, 2011, in HRExaminer, Reviews, by John Sumser
In all contemporary Western societies, the labor shortage, driven by baby boomer demographics imposes additional cultural management requirements. With four observable native generations, and a host of immigrant cultures to boot, the modern workplace is a blend of nationalities, races and attitudes. Balancing the needs of each subgroup requires that the organization have a clear grasp of its overall culture and the relationship of the subgroup to the whole.
 

HRExaminer v2.19

HR is full of confidential information, what you do with it is the focus of this week’s HRExaminer and Poll. Bob Corlett discusses what to do when your star employee leaves and John Sumser covers Influence Fatigue, Bersin Impact and HREvolution.
 

Your Turn To Vote – Comp Data Confidential

On May 13, 2011, in Editorial Advisory Board, HRExaminer, HRExaminer Polls, by John Sumser
The HRExaminer Editorial Advisory Board has weighed in. It’s your turn to vote. You are the VP of HR conducting compensation surveys in your company’s market. You discover the executives in your company make about 80% of salary and stock options that the same people at comparable companies make. But you make only 50% with no stock options. What do you do?
 
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