Category: Professional Practice

Do You Want to Remain Professionally Relevant in the Digital World?

Business life cycles have become increasingly susceptible to ‘disruptive’ technologies and seemingly secure careers are wavering under the ‘relevancy’ scrutiny. The key for astute professionals is a positive mindset with its ability to envision novel ways of adjusting to the dynamic demands of the digital world.

How Trustworthy Are You?

By Casey Miller Charles Green, CEO of Trusted Advisors, has been studying trust and how to build it in organizations since 1997. What he has found is that trust is made up of four components: Credibility – The words we say, the skills and credentials we bring, and the way in which people experience our […]

Survey: ‘Hello, I’m Out Of The Office … But Checking Email’

Are vacations where people completely disconnect from the office a thing of the past? Research shows “workations” may be more common for professionals today.

Attention Manager: Become a Better Listener

Within the human resources profession, managers are placed in a unique position in that they serve as a bridge between the organization they work for and its employees. In order to be successful, HR managers and reps must be excellent communicators.

How to Derive Insights from HR Data

In a previous article I discussed how to get clean data for HR reporting. Now let’s move on to the next problem: deriving clear insights from the data.

Improve Your Diversity Intelligence: Eliminate Your Blind Spots

By aligning diversity intelligence (DI) with leadership strategies and communication practices to ensure a truly collaborative, inclusive and engaging work environment, we can inspire high-performance teams and improve organizational and project success. DI, like other skills, is a competency that requires learning and constant improvement. As the dynamics of our diverse workplaces change, so must we.

How to Get Clean Data for Your HR Reporting

All the talk about people analytics has led to a resurgence of interest in better HR reporting. Unfortunately, most of the advice on how to do reporting reads like this: “Metrics should be based on accurate data, they should deliver clear insights, and you should tell a story around those insights that will drive action.” The problem is not that these points are wrong, it’s that those are the very issues that are standing in your way.

Are You Brave Enough for Managerial Courage?

The term “managerial courage” was really borne from a need for brave leaders in the workplace: a willingness for a manager to stand up for what’s right, have their team’s back, refuse to sign up for an impossible deadline, or admit they don’t have all of the answers.