Monday, December 18, 2017

Wednesday, October 25, 2017

Educational Resources & Tech Tools 10/26/2017

  • tags: hiring employment

    • Because of scarce resources, we often try to have one position fill many needs, usually with disastrous results.
    • Chang suggests organizations consider outsourcing the parts of a job that are outside the main scope.
    • But there’s a difference between wanting to nurture talent and blindly putting someone into a position based on gut feeling and hope.
    • We now use the Omnia Profile assessment at NAIS to fit
       candidates to a particular job. This tool has been invaluable in hiring people who are a strong match for the unique position. 
    • We often hire people because we like them as individuals, without thinking about how well they will perform in a team. As it turns out, research shows that givers can make the difference in team success.
    • they found that the single strongest predictor of group effectiveness was the amount of help team members gave each other. Further, they found that “in the highest-performing teams, team members invested extensive time and energy in coaching, teaching, and consulting with their colleagues. These contributions helped members question their own assumptions, fill gaps in their knowledge, gain access to novel perspectives, and recognize patterns in seemingly disconnected threads of information.”
      • helping-behavior facilitates organizational effectiveness by:

          
           
        • enabling employees to solve problems and get work done faster.
        •  
        • enhancing team cohesion and coordination.
        •  
        • ensuring that expertise is transferred from experienced to new employees.
        •  
        • reducing variability in performance when some members are overloaded or distracted.
        •  
        • establishing an environment in which customers and suppliers feel that their needs are the organization’s top priority.
      • Giver cultures: Employees help one another, share knowledge, offer mentoring, and make connections without expecting anything in return.
      •  
      • Taker cultures: Employees get as much as possible from others while contributing less in return.
      •  
      • Matcher cultures: Employees help only those who help them, maintaining an equal balance of give and take.
    • the competitive team finished the task more quickly, but the cooperative team completed the task with greater accuracy.
    • people have difficulty transitioning from competitive to cooperative rewards and developed a “pattern of cutthroat competition.”
        • Takers take personal credit for their successes. They will use the words “I” and “me” exclusively in responding to interview questions.
        •  
        • Takers often manage up and kick down. They are charming to supervisors but often abusive with subordinates. Grant suggests always getting references from direct reports to get a sense of this.
        •  
        • Takers engage in antagonistic behavior at the expense of others. They often put others down or will talk about their success in relation to how much better they are than others.
        •  
          

    • hire for character than for skill

Posted from Diigo. The rest of my favorite links are here.