March 24th, 2017
What it takes to be a good leader has changed as the role becomes more complex, said Sandra Reder, president and founder of Vertical Bridge Corporate Consulting in Vancouver. “It’s a way different world out there. Read more
June 16th, 2014
April 29th, 2014
Source: PeopleTalk April 2014 edition (BCHRMA)
Author: Jennifer Gerves-Keen
IN A RECENT ARTICLE ABOUT CAREERS published in The Globe & Mail, Marina Glogovac discussed the relatively new importance of continuous learning as it pertains to ongoing success in today’s marketplace. According to Glogovac, learning to learn is the most competitively relevant skill for today’s world.
April 30th, 2013
Ever wonder why some people get ahead and others don’t? Who’s managing your career? Just as your company judges your performance on a regular basis, you need to scrutinize your company to make sure your career is on track and your employer is providing the tools you need to do a good job and learn new skills. It’s in your best interest to ask not only what you are doing for your company but also what your company is doing for you. Here are some questions that may help you evaluate your employer: Read more
August 16th, 2011
Hiring authorities often say that hiring the top performers is at best a 50/50 chance.
When job descriptions are written they usually list requirements for years of experience, education, industry of experience, functional skills and personality traits in addition to outlining the duties to be performed, in essence – creating a template for ‘experience based’ hiring. Read more
June 23rd, 2011
One of our clients is fighting to change a culture of creating vague expectations, not measuring performance and not holding people accountable. Trying to make this shift feels like trying to move a glacier with a toothpick! Their biggest challenge is that the business owner is taking over from his father and has inherited a culture of acceptance “as long as you are not costing the business money you’re ok”.
May 03rd, 2011
It’s not enough to find the right candidate; you must be able to land them. If you consider all of the costs involved in recruitment – not just in physically replacing an individual (out of pocket costs) but also those of lost productivity – it makes sense that once you find someone, you will want to up your odds of being able to make them part of your organization.
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April 20th, 2011
I am working with three clients in very different sectors all of them struggling to figure out the answer to the same question… ‘in order to achieve our long term strategy we need to figure out who to promote and who’s already in the right ‘seat on the bus’.