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10 trends that will impact how HR works in 2021
Elea Andrea Almazora Business Management, Services & Risk ManagementIn terms of changes in the workplace, 2020 was a rollercoaster. There’s no denying that business models had to change quickly to keep up with demand. Most companies weren’t prepared for a move to home working, much less one that came at such short notice. HR departments have had to adapt and grow rapidly to meet ever-changing business needs, and human resources software will be a top priority for businesses in 2021. In this article, we look at the top 10 HR trends for the coming year.
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The building blocks of an association
Robert C. Harris Association ManagementTo review the strengths and structure of an organization, I start with five building blocks applicable to every association: structure, strategy, sustainability, relevance and performance. A weakness or omission in one will affect the whole.
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Reimagining the workplace for the post-COVID era
Chris Kane Business Management, Services & Risk ManagementThe COVID-19 pandemic has dramatically changed where, when and how people work. Most who have now experienced remote working are questioning the ways we used to work and the purpose of the office. Answers to these questions will have repercussions for the future of our cities. Even before the pandemic, the traditional meanings of workplace and the office had been reshaped by technology. With good connectivity widely available, easy access to the internet and effective cloud computing, any space could become a workplace.
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A strategic quotient for the board
Robert C. Harris Association ManagementQuotient is a degree or amount of a specific quality or characteristic. One might say, "during the pandemic our uncertainty quotient has risen." The term is often used in describing "emotional quotient." It is the ability to understand, use and manage one’s emotions in positive ways. This assumes people are aware of their feelings and know how to make best use of them. Strategic quotient is the ability of directors, or the board as a group, to act strategically. Mindfulness of strategy enables a board to drive significant results.
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Why rules of order should guide and not rule
Bill Pawlucy and Benjamin Colvin Association ManagementRules of order are essential to any governing body. They give structure and guidance where other governing documents may fall short. That does not mean we should put them on a pedestal and reference them for every action taken. Nor should they be referenced every time a motion needs to be made or hinder forward progress in this age of technology. In speaking with a new director of a large nonprofit board, he told me about how nervous he was about his new role and making a great first impression at his first board meeting.
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Boost from beyond: Business advice from a corporate intuitive
Lark Gould Business Management, Services & Risk ManagementChicago-based corporate thought-leader and intuitive Dr. Therese Rowley has spent time at the top of the corporate ladder as management consultant and strategic planner for some of the biggest companies in the U.S., including Kearney Inc. and AT&T. Armed with an MBA and Ph.D. among other degrees and certifications from prestigious institutions, she now uses her learned skills and inborn talents to coach business leaders, CEOs and entrepreneurs as they seem to break through barriers seen and unseen toward remarkable success. I sat down with Dr. Rowley on the eve of this new year to find out what 2021 may have in store as well as what we can learn from the troubling times we are currently experiencing.
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10 simple reasons companies keep failing at strategic execution
Dan Bruder Business Management, Services & Risk ManagementWhenever I hear strategy being discussed, someone invariably says that strategies fail because of poor execution. Other times, people say that execution is more important than strategy. But you could also argue that working hard and efficiently on something that is not part of an overarching plan does not create the best outcomes. If you Google the phrase, "strategies fail because of…," the top answer is "poor implementation." In their book "The Balanced Scorecard," authors David Norton and Robert Kaplan note that 90% of organizations fail to execute their strategies successfully. If 90% of strategic planning fails, is it the plan or the execution of the plan that is poor?
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Governance: Plain and simple
Robert C. Harris Association ManagementDefining governance can be difficult. It is a broad concept with many influences. Volunteers are more familiar with management practices than they are with governance. Some organizations provide a hefty leadership manual to describe the board’s role. Others reduce it to a couple of pages with a dozen or so directives; for instance, the board is expected to raise funds, the board must adopt a budget, meetings are held monthly, etc. Hats off to the organization that can describe governance in a few sentences. Keeping it simple may avoid drifting from governance to management.
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Study: How job seekers’ social media profiles affect employability
Linchi Kwok Business Management, Services & Risk ManagementSocial media plays an increasingly important role in recruitment and employee selection. Recruiters are tempted to check on job candidates’ social media profiles (SMPs) because SMPs could reveal more dynamic information about the candidates than resumes alone. By checking the candidates’ SMPs, recruiters can discover their real personalities, which cannot be easily achieved even through job interviews. Meanwhile, hiring managers can also assess job candidates’ social capital based on the size and the composition of their social networks.
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To know or not to know, that is the question
Rasoul Abdolmohammadi Business Management, Services & Risk ManagementMany organizations seek to use risk management to create added value, but their risk processes often have weaknesses or faults which affect the outcome. Some of them are not aware of these weaknesses, while others know very well what they are. A Persian proverb says, “The person who doesn’t know, and doesn’t know that he doesn’t know, will be ignorant forever.” It is clearly better to know our process weaknesses than not to know them, but how can we tackle our lack of knowledge? Here are three steps.
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