In today’s get-it-fast, get-it-now society, we hear about things before we have an opportunity to read about them or see them for ourselves. As an established figure within the internship space and someone who runs on Pacific Standard Time, I always hear about internship news from someone before I have a chance to pull up the actual article. You can imagine the texts, emails, tweets, and phonecalls I received the day the New York Times headline read, Unpaid Internships May Be Illegal . The irony of this article begins with that headline. If you were to pull up that article today, you would read a different and more correct headline: The Unpaid Intern, Legal or Not
Looking for a job as a recruiter ? After a long lean period, things are looking up. The long night has ended and we’re still here. It’s over. After two years of layoffs the economy is now creating more jobs than it’s losing
In a recent article published by Forbes , “ Keeping Ex-Employees Brand Loyal ,” the author describes some of the dos and don’ts as to what companies can and should do to protect their brand image when employees leave an organization. This article really resonates with me because it speaks to why brand reputation is such a tender, yet volatile, facet of the employment value proposition
If you have read parts one through three , you already know that despite a down economy, a good number of organizations documented the need for innovation and made the business case for change in their organizations. The focus on supporting applicants using mobile technology was common, as were efforts to improve quality of hire, plan more effectively, and drive retention. Notably absent from this year’s awards: a major focus on diversity . For the first time since the awards program’s inception, not enough applications were received in the category to enable adequate comparison
If you have been reading ERE over the last few weeks, you have probably been exposed to assessment argument overload. You might have read claims that unstructured interviews alone were sufficient to survive a guarantee period. You might have read selection scientists quoting numbers showing it took more than interviews to reduce turnover, increase training success, and increase on-the job-performance
Unless you have been living off the planet Earth, you have probably already read or heard about several mechanical failures in Toyota automobiles that led the auto maker famous for quality to recall nearly nine million cars worldwide. In addition, poor handling of the issue in the public eye has damaged the automaker’s brand reputation and caused sales to decline to their lowest point in more than a decade. This think piece wasn’t written to inform you further about the mechanical failures, but rather to reflect on the following premise: Toyota’s current predicament is a result of poorly designed practices and weak execution on the part of the human resource department! To Find the Root Cause, You Must Look Beyond Gas Pedals The mechanical issues plaguing eight Toyota models are not the result of human resource professionals assuming product design roles and producing faulty accelerator pedals and onboard computers, but anyone who has studied failure analysis knows that the breaking point of a product or service is seldom the underlying or root cause of the failure.
Even in this recession, everyone I speak with is moaning about not being able to find the quality candidates they think they need.
The recent unemployment report showed that the loss of jobs for November was only 11,000, and average hours worked increased from 33 per week to 33.2. The Dow surged 130 points, and some analysts described it as a “wow” moment — explaining that the loss was so much less than expected. Wow! We really do live in a world of lowered expectations when news like this is considered cause for celebration. I guess it’s all relative. The news must be good because it isn’t so bad.