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Fine-tune hiring with pre-hire assessments

HR Management

Some recruiters will have fit-for-the-role tests and even benchmarks. A “reformed CPA” and serial entrepreneur, Hugh has since 2001 focused his efforts on his role as CEO and Founder of Atlanta-based DNA Behavior International. CEO & Founder, DNA Behavior International.

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People Analytics and HR-Tech Reading List

Littal Shemer

Tracing changes in a global sample of firms, it provides an international benchmark against which to measure a company’s HR practice. Huselid (2001). “the book delivers new findings of what makes HR successful and how it can add value to today’s organizations. Becker, David Ulrich , and Mark A.

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SaaS Economics, Competitive Moats, And Interrogatory Configuration

In Full Bloom HR

Interestingly, Google filed a patent for a VERY limited example of this in 1997, which was awarded in 2001, in which they make clear that you can’t do this unless the underlying architecture, the software to be thus configured, is composed of objects that can be manipulated dynamically.

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Invest In and Trust Your Workforce

HR Management

All staff are hired not just for their talents and credentials, but also for the “fit” to the benchmarked role they will fill. A “reformed CPA” and serial entrepreneur, Hugh has since 2001 focused his efforts on his role as CEO and Founder of Atlanta-based DNA Behavior International. CEO & Founder, DNA Behavior International.

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Part I - Malaise in the Employee Rewards: What’s Going On?

Compensation Cafe

For contrast, let’s remember what I consider to be the Golden Age for employee rewards: the late 1980s to about 2001. I think the prime culprit is practitioner obsession with benchmarking as the key to rewards design. Benchmarking is the antimatter of strategic thinking. Much less in employee rewards is enlivening or new. .

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Performance Management Not Meeting Expectations? Remember the Goal.

Newmeasures

HR Benchmark Group, 4(2) , 1-38. Considering almost 60% (n=750) of HR executives graded their own systems at a C or below , it could be worthwhile to look under the hood and make adjustments where indicated. References. Bernthal, P.R., Rogers, R.W., & Smith, A.B. Managing performance: building accountability for organisational success.

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6M | Marketing Strategic Leadership Competency Models to Achieve Widespread Organizational Buy-In

Pinsight

However, successfully marketing the model is not enough to ensure that it will be successful: once a set of competencies has been collectively agreed upon, a tool for measuring their strength and development must be created to benchmark the status and progress of the leadership development initiative. 2 (2001): 111-119. [2]