The era of the two-job employee (let us call him “Sam”) has emerged as a result of the global recession. Sam is a new breed who developed entrepreneurial survival skills to battle the recession, and learned how find and keep a second job.

You, the employer, do not need to be too alarmed if Sam takes on a second job as a baker, or a mechanic, because this would require Sam to be physically present at that location. However the situation is more complicated if Sam takes on a second job that he can do from any remote location.

Suppose that Sam takes on a consulting project to do bookkeeping, or write code for a website, or maybe even develop a training program, how do you think that Sam’s productivity will be affected at your work place? Read more…

While providing consulting services to the governments of the Middle East on how to build cities that are powerhouses of talent, we at HireLabs realized the true meaning of the saying ‘birds of a feather flock together’. The same logic holds true for talent. True talent usually has a hunger to learn and innovate, and when you create an environment where talent lives  and works in close proximity to each other, you are on your way to building a knowledge economy. Before we started our research, we made a claim: Talent attracts talent!

Our research noted how history points to Baghdad at the turn of the first millennium as a thriving knowledge economy. The next major knowledge economy was created when Venice and Florence took Europe from the Middle Ages into the Renaissance era. In modern times, England transitioned into the industrial age from an agricultural society. Read more…

The Human Capital Management 2009, a single-day forum spread over 3 comprehensive sessions, featured leading HR experts and thought leaders. Coming together under the banner of “Superior HR Strategies and Solutions for Challenging Economic Times”, the experts engaged the audience on strategic organizational topics of Human Read more…

The mechanics of talent assessments provide organizations with a valid and consistent model that help to save valuable costs & resources by targeting specific internal and external benchmarks that can help organizations improve efficiency in  candidate evaluation without getting side-tracked.

HireLabs recommends setting up the following model as an Read more…

The condensed model forms the basis for the HireLabs Management & Leadership Profile Instrument used in managerial and leadership assessments. The Model is based on the 7 broad categories of Management Competencies as recognized Read more…

The Competencies Model

An increasing amount of emphasis on improving leadership competencies is focused on the assessment of quality coaches and learner outcomes. The quality of learner outcomes, therefore, require peers with deep insight into developing the very competencies they expect to instill in their leaders.

Read more…

HireLabs OrganizationDNA™ for the airline industry workforce

Given the current global economic crisis, the airline industry is flying smart.

One of the largest airlines in the Middle East region and a global contender in modern fleets, Saudi Airlines’ progressive stance is visible in its approach to its employees.

Quality people are a critical asset in any business—and Saudi Airlines know it.

Airlines such as Saudi Airlines approached HireLabs Inc. in late 2008 for customized assessments to test 34 different positions.

HireLabs Inc., under the leadership of Read more…

Steps to HCM success through Employee Assessments

In the first and second part of this exclusive 3 part series on aligning performance management systems with organizational development needs, we discussed how sharing best practices, accountability in objectives, and data mining, compliance, employee engagement, and management skills can increase the success co-relation between employee assessments and HCM implementation.

In the final part of The Bottom Line, I will discuss key Read more…

Employee Assessments – A Six Sigma Approach

Developing competencies like ROI projections and VOC surveys make it easier for businesses to tackle critical  business challenges. But these challenges take more than just the business systems & tools. The thing that ultimately makes all the difference is the level of employee engagement. Employee assessments help, to a great  extent, in  finding the existing motivation levels among employees.

Six Sigma implementation calls for such assessments, as it involves organizational changes at the root level. It is important to understand the two main components in a Six Sigma employee assessment plan: the ‘Preliminary survey’ and the ‘Comprehensive Survey’. Both these surveys serve the purpose of a smooth change management. The surveys involve select employees who are interviewed individually by the management, and/or a team and their unit managers and leaders. A variety of generalized questions are asked to find out if the implementation has reduced their workload, made them more efficient, has brought about positive changes in their work, has helped reduce waste, etc.

These questions help management to understand the perceptions that employees might be having about the ongoing Six Sigma implementations, and ultimately helps them devise better policies.

Steps to HCM success through Employee Assessments

In the first part of this exclusive 3 part series on aligning performance management systems with organizational development needs, we discussed how sharing best practices, accountability in objectives, and data mining can increase the success co-relation between employee assessments and HCM implementation.

In this second of 3 exclusive parts, I will touch upon the importance of -

Compliance in HCM implementation

Employee Engagement

Strengthen Management Skills Read more…