The days of marriage lasting forever and the days of an employee working at one company forever are long gone. Let’s face it; it is uncommon for an employee to remain at one company for more than 5 years. Although companies cannot prevent employee turnover, they can take steps to reduce their turnover rate and increase employee tenure. So, why do employees choose to end the relationship and voluntarily leave a company?

The life of a middle manager can be a harrowing one.  You may be given many problems, but not necessarily the direct authority over many of the players to easily carry out the solution. Follow this recipe for critical success in managing from the middle.

As we mentioned in Part 1 of this article, the last 2 mistakes are going to reveal detail about how interviewers can make the interview much less effective than expected.

Working as a recruiter gives you many interesting experiences. One of the most exciting parts is interviews. Job candidates make a lot of mistakes in interviews. That's bad—at least for a person hoping to get hired—but what's much worse is when you, as the interviewer, make one of the following 5 mistakes. In part 1, we’ll cover 3 mistakes that will decrease the quality of the interview.

Though attracting high-quality talents is important for the growth of the company, retaining your current high performers are also equally crucial. A high employee turnover rate is downright costly and energy draining. Thus, part of the managers' responsibility is to find out the source of motivation that makes their employees stay and the root causes that drive the employees to quit. In today's article, we'll discuss why your employees are leaving you.

Because managers carry more responsibility than any other position in most offices, their personal development is sometimes forgotten. Over time procedures can become routine, and managers can unconsciously begin to derail. How can your leaders become effective managers?

We have all heard the saying “Knowledge is power,” but at times we become lazy and forget the power of learning. Most of us start out at a new job eager to learn the ins and outs of our new employer. In the initial training and development program, we tend to be more tentative and receptive to the information we are being provided.

Nowadays, recruitment teams have to deal with increasing demand for talent on top of the already massive workload. Technology is expected to offer tremendous advantages to the HR function to enhance and accelarate the recruitment process. 

The inspiration for this blog post stems from a common situation of employers. They confided that their best managers were doing a lot of extra work (which was good), but their efforts didn’t align with the overall business goals. So, what could be the possible reasons for this?

It became clear that they had a team of driven, ambitious managers, but there was something missing — a performance framework encouraging such overachievers to produce work rewarding themselves and the company. Without a clear performance framework, managers can be frustrated by their annual review. At school, it is easy to be above average; people could get A’s by completing their homework and doing well on tests. However, in the corporate world, doing only what’s expected, even well, gets you average at best.

It’s important that managers know how to find things to do that are important, with a clear business impact, but not urgent or assigned to someone else, and do those in addition to their usual assignments. They need guidance on how to overachieve at their job. As a manager and leader in your organisation, it is important to provide the tools that managers need to overachieve at their jobs. 

Here are 4 steps to help you get there.

Hiring managers today are beginning to embrace Psychometric Assessments to better assess the job applicants’ abilities, skills, personalities, and level of interest. Results from the assessments enable recruiters and hiring managers to understand whether candidates are suitable for the jobs, the teams, and even the culture of the organisation.