You wish to staff the Human Resources function within your organization. It is critical that you have both the depth and breadth of knowledge and skills required. Staffing, Development, Performance Management, Rewards Management and Employee Relations are sub-functions within HR and each has its own body of knowledge and skills. How the function is organized and staffed will … Continue reading Staffing Organizational Units/Functions

To request a copy of Dr. Greene's competency models, email rewardsystems@yahoo.com BUSINESS COMPETENCIES BUSINESS COMPETENCIES EMERGING PRACTITIONER ACCOMPLISHED PRACTITIONER SENIOR/LEAD PRACTITIONER STRATEGIC PERSPECTIVE: analyzes trends and synthesizes information from all relevant sources; develops vision and works with others to realize; has long-term perspective Knows mission and strategy of organization; looks for ways to meet objectives; … Continue reading Competency Models For Human Resource Management Professionals. Business, Technical and Personal Competencies

Pay for performance is a concept that should be embraced by every organization. Research tells us that what you measure and reward you will get more of. But that puts the pressure on those who define performance must be sure it leads to the end result they desire. The banking industry severely damaged the economy with ill-conceived incentives… … Continue reading Pay For Individual Performance: Pre-requisites For Success

The claims that everything is new and that the “old ways” won’t work anymore are overstated. Water utilities strive to provide safe, reliable and affordable water and the way they do it is relatively stable, with the exception of technological innovation in some of the processes. Even software firms must rely on established technology when they develop innovative new … Continue reading Organizational Memory: Undervalued Asset?

All of the attention being given to data analytics, artificial intelligence, machine learning and other emerging technology is largely warranted. But its usefulness is often over-rated. When a situation is unique there is no “big data.” When innovation requires invention of new outcomes historical data is of little use. Although technology is very often better … Continue reading Artificial Intelligence & Human Intelligence: Complementary, Not Competitive

Most organizations pay for performance or say they do. In order to do that effectively the first step is defining performance. One of the critical decisions has to do with the level at which performance is defined, measured and rewarded… organization-wide, unit/team or individual? Every organization is given a report card… by shareholders, investment analysts, employees and … Continue reading Rewarding Performance: Getting The Level Right

The economic crisis that began in 2007 had a profound impact on the rate at which average pay levels increased in the U.S. labor market. For several years market averages moved little, if at all, and many organizations froze and even reduced base pay levels to offset the drop in revenues. The organizations that best managed the … Continue reading General, Time-Based Pay Increases…A Waste Of Scarce Resources

Every organization exists for a purpose. The purpose is derived from a vision… something the organization strives to bring to fruition. Defining a mission aimed at realizing the vision provides a guidance system for its functioning. An example of a vision for a water utility is “every citizen with safe, reliable and affordable water.”The mission would be to do … Continue reading Mission-Centered Workforce Management Strategy

Series about the impact of national/ethnic culture carried the message that organizations must understand the impact of the values and beliefs held by employees in order to manage them effectively. While recently teaching my Global Workforce Management course at DePaul University I found it necessary to stress that an organization does not have to employ … Continue reading THE IMPORTANCE OF CULTURE IN MANAGING A WORKFORCE, WHEREVER YOU ARE

Organizations operating globally must manage diverse workforces. Even if they do not take operations “there” talent will come “here.” Managing cultural differences presents challenges that are daunting. Reconciling policies and practices with diverse beliefs, values and priorities is a competence that must be developed. Cultural orientation at the individual level acts as a filter that determines how individuals … Continue reading Rewarding Performance Globally: A Cross-cultural Approach