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Common Pitfalls of Absence Management

As an absence management administrator for more than eight years, I’ve seen numerous issues that continue to plague companies administering employee leaves of absence. I don’t blame them - it’s complex! A lot of these issues are avoidable; understanding them will make leave administration program easier. For this reason, many companies hire us to train their staff, update their policies, or outsource their absence management to us.

I’ve compiled a list of common mistakes that we help companies overcome while reforming their leave management program:

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.

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:

Competitive Pay: Paving the Way to Engagement

In case you haven’t noticed, we are no longer in a buyer’s market when it comes to attracting talent! The unemployment rate in the TN-MS-AR (MSA) as of September 2017 was 3.7%. Now is the time to make sure your pay plan is competitive; before “now” would have been even better.

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.

Igniting a Fire in Each of Your Employees

A life-altering discovery. Fire is transformative to our existence as human beings. Think about the impact fire has on modern day society: