There is an old adage that the meaning of your communications is the response that it receives. It’s part of neuro-linguistic programming.

Have you ever noticed how highly intelligent people aren’t as-sure-as-you-think-they-might-be, while those on the other end of the intelligence scale are over-damn-confident about absolutely everything? Especially about things they know nothing about.
Life is supposed to teach us that the more we learn the more we realize how little we know. Far from making you confident, [...]

When it comes to stress …

It appears that power, even in very small doses, does corrupt people. At the very least it makes them more ego-centric, and less concerned with the feelings of others.

High performers are instantly recognizable as such because they are full of positive energy. They enjoy the work they are doing. Corporate bullies, on the other hand, usually spend the first ten minutes telling you how busy they are, “So busy, so busy!”. They give the impression of constant activity but only fool those who cannot distinguish between activities and results.

It’s that time again; Hudson report time. The news is not good; but there are no big announcements or surprises to throw us off.

A few days ago I looked at a suggestion by Professor Richard Beatty that most HR staff are not equipped to carry out value-add workforce planning and transformation.

It seems there is an awful lot wrong with Human Resources, if you listen to Rutger’s University’s Richard Beatty.

It never rains but it pours. E-recruiting, which was thought by some to be immune to the current slowdown in growth, is reportedly also experiencing a slowdown in growth.

The current hiring and retention market in China is characterized by a degree of instability. People are still changing jobs but at a slower rate, and the positive outcome that comes from losing low performers is less because fewer low performers are being lost.