Tag: "organizational development"

Game On: Working in the Value of Play

The games we play are more than simply diversions or entertainment. As is being explored more often, games are a reflection: of ourselves, our society and to no small extent, our organizations.

A Brief History of Video Games: Lessons for the Workplace

As video games and apps become increasingly proliferate, a brief history of five key games offers an innovative lens and lessons for the workplace.

Video Games as a Metaphor for Organizational Development

How directly do video games tie to the workplace?

Smart Questions Take the Spotlight at BC HRMA Conference and Tradeshow 2013

While the mark of a great conference is often considered to be the answers or solutions found, what continues to distinguish the BC HRMA Annual Conference and Tradeshow is the calibre of the questions asked from the main stage.

Yesterday’s Model? (New Modes of Thinking Required)

Our organizational models are not working; as HR professionals we should not be surprised — merely prepared. What does organizational change have to do with effective recruitment and retention? Everything.

Cultural Capital – The Root of Organizational Success

Recent research explains that while engagement is critical, it’s only part of the solution. Organizational culture is reportedly the root to success and should demand most of our attention.

The Upside of Downsizing Done Right

We all know that one of the most important managerial functions is hiring. Who we hire not only has a direct effect on performance but also sends important signals about our priorities, capabilities, and competencies. As a result, modern selection processes are rigorous evidence-based processes that involve multiple decision-makers and varied input. However, if the benefits of methodological, systematic and analytic selection processes are so well-established, why are they not applied to termination and layoff decisions?

Inverting the Mentor/Mentee Framework: The Cross-Generational Potential

Mentoring has likely existed in various forms since the beginning of time. A more innovative approach to mentoring is called for, one that capitalizes upon our four generation workforce, and allows the younger generations to bring forth the potential of more recent inventions to benefit both their seniors and the shared bottom line.

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