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Brad Federman

Making the Case for Behavioral Interviewing

Years of research on interviewing demonstrates one thing: we are awful at interviewing. The odds of our ability to predict success from a typical interview is about the same as flipping a coin. Most interviews have a correlation coefficient of 0.14.  What that means is that these interviews can only account for 14 percent of an employee’s performance.  That leaves a great deal of room for error.  Would you flip a coin to determine the car you would drive?  How about the house you purchase?  Absolutely not.

Generational Conflict at Work? It Doesn’t Have to Be That Way

Much has been studied about multiple generations in the workforce, and often, the opportunities age diversity presents get lost in the worries about generational tension.

It’s becoming more common for 20-somethings and 70-somethings to work together on the same teams. Many older people have been delaying retirement in recent years, while eager younger workers—who are likely to be in touch with the latest ideas and innovations—are joining their older colleagues in leadership positions.

New To Management? 15 Steps To Gracefully Transition From Peer To Leader

Workplace friendships are a natural byproduct of spending a lot of time working and chatting with the same peers. However, these relationships have a completely different dynamic than a relationship between a boss and an employee. So when you land that promotion and realize you will now have to manage your current office buddies, you might feel more overwhelmed than excited.

'Agile Leadership': 13 Definitions Of A Successful Professional

It’s hard to be a leader in the business world and not hear the buzzword “agile leaderhip” a time or two. But what does this industry term really mean for everyday business professionals? As a leader, do you possess agility in your decision-making skills, or are you agile in your ability to manage your team?

Mentoring: The Ultimate Marriage of Development and Inclusion

Mentoring, at its core, guarantees team members that there is someone in the organization who cares about them, assures them they are not alone, supports them in working through daily trials, and ensures their success. In essence, mentors make a difference in others’ professional lives.  They create a feeling that the mentee matters.

Research clearly illustrates that strong mentoring relationships and programs are powerful tools that have a positive impact on careers and organizations.

According to Gartner:

On The Cover: Brad Federman

Brad Federman serves as the Chief Operating Officer for F&H Solutions Group, a Leadership and HR consulting firm that delivers customized solutions aligned with clients’ organizational mission, structure, and vision. F & H Solutions Group has offices in Memphis, Atlanta and the DC metro area and serves the US and countries abroad. Starting out, Brad worked at Accenture in Washington, DC. Following that, he held Human Resource and leadership positions at Norrell Services, Humana, and the Novations Group.

3 Big Challenges in Executive Comp and How to Address Them

We all know executive pay has become a significant issue. The challenges associated with executive compensation are highlighted in the headlines:

“The Coming Battle over Executive Pay”

“CEO Pay Is Out of Control”

“The Overpaid CEO”

Gen Z Enters the Workforce - What Are Their Expectations

Today’s youth is too often misunderstood. While there are differences in generations, we tend to assume a great deal about others and stereotype them. Lazy, entitled, self-interested are all terms I have heard used to describe the younger generation. I have listened to discussions about how the younger generation has been coddled and have a strong sense of self-entitlement. However, I find them passionate, searching for meaning in their work, wanting to better themselves and desiring more than work in their lives.

The Business Case for Succession Planning

In April 2004, McDonald’s CEO Jim Cantalupo died suddenly of a heart attack after what many on Wall Street considered to be a successful 16-month run as the company’s Chief Executive. Within six hours of Mr. Cantalupo's death, 43-year-old Charlie Bell was voted into the CEO position by McDonald’s board. While McDonald’s had been grooming Mr. Bell to eventually succeed Mr. Cantalupo, circumstances warranted quick action. Within weeks of accepting the position, Mr. Bell was diagnosed with colon cancer. His illness forced him to resign in late 2004 and he passed away in January 2005.

The Annual Performance Review is Dead: Long Live On-going Feedback

What is the worst kept secret in most companies? Traditional annual performance appraisals illustrate the farcicalities and nonsensical nature of organizational life. Regardless of title, manager or individual contributor, there is almost universal disdain for the traditional review process.