I received the following question from an HR Director in the midwest:
Contingency Fees: What’s the value? It seems that the fee percentage in permanent placement ranges from sometimes less than 20% to 30%+ of the candidate’s first years salary.
So, what’s the diff??
Where’s the value change between the 20% firms and the 30% firms?
Though I do not conduct contingency searches today, I spent many years in the Director/VP desk wondering much the same thing… (more…)
I see HR 2.0 as a real phenomenon, but not necessarily an adjunct to Web 2.0; actually, it’s formative predecessor was likely closer to HR 1.0.
If we see HR 1.0 as an Ulrich-like emphasis on “seat at the table,” more business focus, competency-based development of HR talent, less ombudsman-centric, and creating meaningful, relevant HR strategy to match the business, then HR 2.0 must the next iteration or evolution. (more…)
Well, after much ado, gnashing, angst, and so forth…
President Bush signed the legislation increase the federal minimum wage to $7.25 per hour. This will occur in three phases or steps over the next two years or so.
Obviously, this will have some impact on all employers, and some more so than others.
Here’s the time line: The federal minimum wage will increase from $5.15 per hour to:
$5.85 p/h on July 24, 2007,
$6.55 p/h on July 24, 2008, and
$7.25 p/h July 24, 2009
Some states have minimum wages set above the federal level already; I’m not going to try to tell you anything at all in that regard — I know when I’m not an expert on something! (more…)
This is Part 1 of a 3-part post.
My firm’s name is Triangle Performance, LLC. The Triangle comes from a model I developed about the foundations of employee (mostly managerial) performance. These foundations include Processes, Knowledge, and Motivation (3 foundations, 3 corners of a Triangle, you get the picture…).
Now, I know that most of you (outside of a few other consultants) could give a squat about models, methodologies, and so forth.
You simply want results. Rightfully so.
I currently coach a couple of Human Resources professionals, both at the Director-level. Interestingly, they both asked me, in a span of two weeks and independent of each other, how to really grow and succeed in HR; how to become a real “player” in the business, to command respect, and to develop the credibility necessary to make real-life strategic contributions.
Of course, I had comments — I never promise that what works for me will work for you; only that these DID work for someone… me.
1. Read voraciously. Understand the concepts and philosophy along with the application. Management and leadership theory are necessary foundations — not so you can spout them and sound all mensa-like, but so you can use credible theory when developing your own method of application.
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