David Wexler
The Business of HR
Job Market Update
For the past year, the job market has been in the doldrums. While not unexpected given global economic conditions, at times things were so bad that even some retainer oriented executive search firms, who normally can ride out market slowdowns, were cutting staff.
I should mention though that while the market was slow, it was not dead. There were still many positions open on the market. What changed though were the nature of the roles (many more in the public sector; many more in less senior technical and sales functions; many fewer staff roles), and the nature of their being recruited for (via job posting boards vs. through ads or search mandates).
David Wexler
The Business of HR
What Your Employees May Be Thinking
The recession is now seen as at an end or close to one. As a responsible leader, you reduced operating expenses in line with reduced revenues and likely reduced staff as a component of the cuts during the economic slowdown.
The good times are about to re-appear. All is good. Leaders though should not assume that employees throughout the Company share in this perspective. Why this may be so, and what leaders should consider doing to ready the Company for renewed growth are important considerations going forward.
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David Wexler
The Business of HR
The Power Of Communities
Formal Groups such as professional associations (“Strategic Capability Network” or “Human Resources Professionals Association” for HR types) exist already and provide a forum for fellow HR practitioners to learn, and share in methodologies.
David Wexler
The Business of HR
What If The City Of Toronto Was A Business?
As a Torontonian, how sad it is to read and hear on a daily basis, about the ongoing strike by the city’s unionized civic workers, and the hardships being experienced by residents and striking workers alike. I’m sure that once the strike is over, there will be much finger-pointing with respect to who was responsible for the strike, and how it could have been avoided or at least minimized in terms of its duration.
There has been substantial attention paid by the media in recent months, especially post the economic meltdown, to substantial differences in public sector vs. private sector pay, benefits, and retirement provisions. While I do believe that it is long past time that all levels of Government in this country re-visited the state of the union(s) so to speak, this is not about the right or wrong of previously negotiated terms and conditions, which were all negotiated in good faith. Rather, the need exists to re-visit what kinds of labour arrangements are needed to ensure fairness and flexibility for both service providers and recipients in the 21st century.
Looking at the current civic workers’ strike in Toronto, though, here are some thoughts at a distance around how the City might handle things going forward, if its leaders are thinking and acting with the best interests of its shareholders (the taxpayers of the City) in mind.
David Wexler
The Business of HR
Web 2.0 Provides The Means For Re-Inventing Much Of HR….And Potentially Your Company Culture!
An increasing number of organizations are utilizing components of Web 1.0-4.0 these days, with mixed results. For some, the investment has not paid off in terms of the pay-back; for others, adoption of the web, both inside and outside the Company’s firewall has led to dramatic and positive improvements in terms of employee engagement and productivity, as well as a strengthening of the company’s culture and employment value proposition (EVA).
Below are some thoughts in terms of where Web 2.0+ can help your organization, as well as some cautionary notes on what to be prepared for.
David Wexler
The Business of HR
Wage Freezes/Wage Variation/2010 Wage News
Leadership teams and Chief Human Resources Officers are scrambling to remain profitable during this remarkably lengthy economic slowdown. Amongst the many factors that they’ve had to manage, how to compensate with an eye on both the current situation and the hoped for near-term recovery are top of mind. Here’s what a recent (and unscientific) survey of 15 or so senior HR Executives from industries such as Pharma, Tech, Media, Financial Services, and Industrial reveals.
David Wexler
The Business of HR
Building Your Stanley Cup Winning Organization Via Free Agency Or The Draft
It seems timely to ask the question of how employers can best build a winning organization, since the past couple of week’s have witnessed the National Hockey League’s annual draft for 18+ year olds and the window opening for free agent signing of veteran players with expired contracts having taken place. Many organizations struggle with whether to build their winning organization from within (by hiring and developing new talent) or by signing proven veteran talent from the marketplace. The reality is that like the National Hockey League, organizations can and should employ both means, when the situation calls for this.
Below are some thoughts on when to hire proven talent, and when to build from within, and some pros and cons for each approach…
David Wexler
The Business of HR
When Re-Allocation Of Responsibilities Amongst Various Functions Makes Sense
When business conditions deteriorate and Companies lay off staff, there is more pressure on employers to re-allocate responsibilities within and amongst departments, in order to attempt to get the same work (or more) done with fewer resources. While an obvious strategy to undertake, this may just make an unfortunate situation worse, assuming that remaining workers are being fully utilized, unless coupled with other initiatives, such as work productivity initiatives (automation, simplification, reduction, elimination of work processes); reduction in work distractions (e.g. meetings volumes/frequency), talent initiatives (e.g. hiring of students, interns, co-ops, less expensive contract staff), and incentives (e.g. profit-funded bonuses; paid leave; training)...
David Wexler
The Business of HR
How Up To Date Is Your Resume?
Not surprisingly, those of us who are fully employed, tend not to have an up to date resume, or Curriculum Vitae (CV). In most instances, this is because we are happy in our roles, and not thinking of leaving, or are so busy, that updating a CV falls far down our list of priorities.
Unfortunately however, the downside of this situation is that many who have lost their jobs as a result of the recent recession, begin their job search efforts at a disadvantage.
It is never a bad idea to have an up-to-date CV, and so…
...based on my experience in working with Career Transition and Search professionals, as well as with experienced and skilled senior HR leaders, below are some tips for those who would like to take 30 minutes or so, to update their CVs over the next little while.
David Wexler
The Business of HR
Are CEOs Getting Full Value From Their Human Resources Function
Recently I had an opportunity to spend time with several Chief Human Resources Officers (“CHRO”) at an Executive HR off-site. There we heard from a prestigious Management Consulting firm about what CEOs see as the top HR issues that keep them awake at night. While the issues were not a surprise, the reactions of the CHROs in attendance might very well have surprised the 500+ CEOs from large, global corporations, who participated in the Management Consulting firm study.
Three of the most oft-repeated CHRO reactions were: 1. Some to all of the HR issues listed do not apply to our firm. 2. We are already addressing the issues that do apply to our firm. 3. The items listed are mostly tactical or focus only on the current situation.
This got me to thinking. If CEOs are not aware of what HR is working on, or more likely, do not value this work, and if CEOs are not thinking strategically about how CHROs can leverage Human Capital to contribute to longer term business success, how then can HR help CEOs to realize a greater return on their investment in HR?
Below are some thoughts around questions that CEOs should be asking of themselves, and of their CHROs.