Human Resource Development important for society’s development.

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Module 3 Human Resource Development Part 2

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All Freelancers Are Not the Same [infographic] – Friday Distraction

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We’ve talked often on this blog about the need for organizations to consider contingent workers in their staffing strategy. The contingent workforce includes on-call, temporary, freelancers, consultants, and contractors (just to name a few). But even within these titles, there are differences.

Take freelancers for example. If you Google the definition of freelancer, it says “working for different companies at different times rather than being permanently employed by one company.” By this definition, I’m a freelancer. A full-time freelancer.

But I believe many people would say that a person with a full-time job and a side-hustle does freelancing. Our friends at LinkedIn recently shared this infographic on the five different types of freelancers in today’s workplace.

freelancers, LinkedIn, business, gig, gig economy, infographic

Organizations are not only going to want to make decisions about hiring freelancers for their business, but they are going to have to decide what kind of freelancer will fit with their operation. I’m not just talking about culture fit – although that is important. Freelancers have to be able to work within the structure of the organization. So, if the company needs their freelancer to stop by occasionally for meeting, can a “side gigger” make themselves available? Or if the organization would like to engage a freelancer for a year, is the “substitute” going to bail on them once they find a job? These are things organizations need to consider. Here are a couple of tips to consider when hiring freelancers:

Think about the type of work that needs to be done. When considering a freelancer for an assignment, think about more than just the task. Will phone calls or meetings be required? Is there the possibility you will want to engage the freelancer again? It might help you decide the best type of freelancer to consider.

Consider short-term and long-term arrangements. Build a relationship with freelancers. It’s a win for everyone. The freelancer gets some semi-steady income. The company gets a person who knows them. That’s beneficial when it comes to getting the work done.

Once organizations understand the type of freelancer they’re looking for, it will make it easier to find the right person. Hiring the wrong freelancer is like hiring the wrong employee. The company will constantly be in hiring mode and training people to do the work.

The post All Freelancers Are Not the Same [infographic] – Friday Distraction appeared first on hr bartender.

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Top 10 Tech Tools for Remote Workers and Distributed Teams

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Welcome to Top 10, Recruiter.com's weekly rundown of the best of the best in recruiting! Every Friday, we release a list of some of our favorite people, things, and ideas dominating the industry. From awesome tech tools and cool companies to great books and powerful trends, no stone in the recruiting space will be left unturned.

This Week: Top 10 Tech Tools for Remote Workers and Distributed Teams

...

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Rethinking Talent Development – HR Summit and Expo Asia 2017

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HR—The Toughest Job (Laszlo Bock)

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“[HR] You have the hardest job in business,” says Laszlo Bock, former SVP of People Operations at Google.

stressBock’s remarks came at the SHRM Annual Conference and Exposition, held recently in New Orleans. Bock offered a series of tips for managers, gleaned from his recent book, Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead.

Bock’s Work Rules

  1. Give your work meaning. Bock told of research at Yale involving telephone workers who raised funds for college scholarships. In an effort to raise productivity, scholarship recipients visited once a month and told their stories to the fundraisers. Funds raised went up 400 percent! The people found meaning in their otherwise routine work, Bock says.
  2. Trust. Bock told the story of a tee shirt manufacturing center. Average output was 80 shirts day. The process was highly defined and controlled. As an experiment, the workers were given freedom to arrange production as they liked—trusted to “do it however you want.” Production went up to 150 shirts per day. The price to the manufacturer dropped from 18 cents per shirt to 11 cents per shirt. And, the workers made more because they were paid on piecework. “Give a little more freedom than you are comfortable with,” Bock, advises.
  3. Hire people better than you. “Better in some meaningful way,” Bock says. That often means avoiding “conformational bias,” Bock says. In a research project, two trained PhD psychologists interviewed candidates for 30 minutes and wrote evaluations. Then tapes of the sessions were shown to college sophomores. The college sophomores were able to reach conclusions essentially similar to those of the psychologists in about 2 seconds.
  4. Minimum 50 percent compensation spread between average and top performers. In most systems, top performers are soon redlined and their raises are curtailed or eliminated. Think about LeBron James, Bock said. Yes, he makes a lot of money, but it’s obvious he’s worth more than the average player. Bill Gates is reputed to have said that a great software engineer is worth 10,000 times more than an average one. However, when you do institute a 100 percent differential, be sure you can explain it, Bock says.
  5. Nudge. Make small changes that incrementally make a big difference, Bock says. In the Google food stations, they offered several healthy items and M&Ms, all displayed in clear containers. When they instead put the M&Ms in a container that employees couldn’t see through (still labeled “M&Ms”), eating of M&Ms dropped substantially.
  6. Productivity. Get new employees going right away, Bock says. Send an email to each new employee—during your first week, schedule a one-on-one with your manager, write some code and post it, go out and meet some people, etc., and send essentially the same email to the person’s manager. Between the two of them, they will get the new person productive the first week.

Bock also had some tips on fighting bias. To fight bias, do two things, Bock says:

  • Clarify before the interview the set of attributes you need the person to have and interview to those attributes.
  • Never let the hiring manager make the decision (assign to a committee)—either they are effected by confirmation bias, or they are desperate to make a hire, both of which mean sacrificing quality of hire.

The post HR—The Toughest Job (Laszlo Bock) appeared first on HR Daily Advisor.

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Monash MBA – Dan’s journey

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To Make Better Hires, Treat Job Seekers With Respect

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While I usually write for an audience of job seekers, today I'd like to address a question I've received many times from many employers: "How can I hire better candidates"

This question may seem fairly straightforward, but the answer isn't so simple. There are a number of factors you need to consider, which I'll outline below.

The internet has changed the job search game. In particular, it has given candidates ...

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ADM551 HUMAN RESOURCE TRAINING AND DEVELOPMENT CASE STUDY

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How to Spot a Bad Recruiter

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Recruiters often get a bad rap, but the industry is just like any other: Some people are great at what they do, and others – not so much.

But while consumers often have recourse when treated poorly in other fields, there's very little job seekers can do when they've been burned by a bad recruiter. The best protection against bad recruiters, then, is being able to identify them and knowing when ...

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