The latest chapter in the Dot Jobs saga is being written, and every single "we're right and they're wrong argument" resembles a sequel to Dumb and Dumber. Perhaps the guilty parties could take a page from the internet values that are shaping organization design and culture that Jay Cross champions this week in his article? […]
Jay Cross talks about how Internet values are driving organization design. “Google figures a superlative engineer creates 200 times as much value as his middle-tier peer. Back the superlative worker, the wild ideas and the weirdness of the new. Experiment continuously. As IBM’s Tom Watson said, “If you want to succeed, double your failure rate.””
“Hi Riley, this is Heather from the Law Firm. You were a second-level LinkedIn connection of one of our former attorneys who recently quit. I was wondering if you also enjoy deposing actuaries to determine whether life insurance premiums have a disparate impact on women who have never been pregnant?”
“The people behind the current dot jobs mess are running out of room. You walk by the street fight and wonder how you can ever take responsibility in a world where both sides are so totally and bizarrely wrong. The problem has infected our culture from stem to stern. At the highest levels, politics is a weaponized food fight. At the lowest levels, separating the greedy from the stupid is like picking fly shit out of the pepper.”
We're not sure if explosive chaos and sausage should be used in the same article but Mr. Sumser has gone and done it anyway. And it's about Bill Boorman, Top 100 influencer, speaker of the #tru, maker of un, and super connector in the global recruiting marketplace. Plus, read the HRExaminer series on employer branding […]
Top 100 v 1.75 Bill Boorman Explosive chaos. That’s what the first days of the universe were like. Explosive chaos with a kajillion undifferentiated moving parts. That’s how the Creative forces of nature work. Never pretty, rarely rational. Science was invented to try to describe creative processes. They are like the proverbial sausage factory. What goes […]
The other day, I was talking to a colleague who is trying to solve a very difficult problem. Essentially, the core objectives of the business are creating a tidal wave of attrition. I told my colleague that he needed to talk with ‘a guy I know who does employment branding’. He responded by explaining to me that this wasn’t an employment branding problem, that it could be solved by more clearly defining performance requirements. The response was so quick, it made my head spin.
The focus on being a generic “employer of choice” is an inadequate vision for effective long term labor supply management. Brands only matter to the people who care about them. Mention the brand name outside of the circle of people who have the relationship and you will receive shoulder shrugs. Mention it inside the circle and you can spark a conversation full of passion and opinion.