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From the top, here is my Sunday reading for October 5, 2014:

1. Matthew Kleger, Senior Consultant with Hay Group has a great post up on the Company’s blog wherein he dispels a popular misconception about CEO pay. Namely, while in the past top executives often received outsized pay relative to shareholder returns, over the past few years CEO pay has come crashing back to earth. For instance, in 2014 CEOs will see a median TDC increase of just .055 percent despite median shareholder returns of .0338. To learn more about what these findings tells us about executive pay, check out Kleger’s full post here.

2. In a great post that you can read on Time here, Exaqueo Founder Susan S. LaMotte brings light to the fact that – despite being the current and future leaders of most large U.S. companies – organizations are giving very little attention to Generation X. Retention and engagement efforts are instead largely focused on the Millennial and Baby Boomer generations since both make up a greater percentage of the overall workforce (Gen X only accounts for 20%). Unfortunately, this neglect of the middle generation could adversely impact many businesses’ bottom lines in ways they aren’t predicting due to Gen X’s outside outsized impact on organizational performance.

3. In this lighting rod piece, Inc writer Jeff Haden suggests that challenging applicants in job interviews with questions that force them to validate themselves may allow interviewers/hiring managers to uncover hidden superstars that they may have otherwise missed. As support for this position, he cites the advice of Six Dimensions founder Tejune Kang: Kang says that he often says to interviewees “I’m sorry, but I just don’t think this is the right fit for you.” during the interview to see how they respond. About 90% of applicants in this situation will then thank Kang for his time and conclude the interview, but about 10% push back and further qualify their accomplishments. Adopting this approach, Kang suggests that he’s able to find rare gems that possess the unique set of attributes required to succeed in his Company. I don’t know how often I would personally use this approach, as in some cases it might be destructive (e.g. below a certain level you’re going to be culling talent that would probably be a perfect fit for your company), but it sounds like this is working for Six Dimensions… and it’s a really fresh idea which always catches my attention. So check out the full piece here and decide its value for yourself.

As always, please share your thoughts in the comments below.

Best,

Rory

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